Podcasts about Mitsubishi

This week, I got to sit down with Justin Roethlingshoefer - a human performance expert, health strategist, and founder of Own It Coaching. Justin brings over two decades of experience working with elite athletes, executives, and high performers, and in our conversation he shared how taking ownership of your health can transform not just your performance but your purpose.   In this episode, we talked about the health that God gives us and how to honor it correctly. Advice and tips that are applicable right away. Going beyond metrics and diving into mindset, we explore what it really means to steward your body well, lead with intention, and live faithfully between Sundays.   Thanks to our amazing partners on this episode:  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/   International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org    Subscribe to Life Between Sundays on YouTube and watch the full episode: youtube.com/@adamaweber  Sign up for The Crew: https://www.adamweber.com/thecrew

I'm in Taiwan to take a closer look at the Foxtron Bria, a subcompact electric SUV crossover that could potentially make its way to New Zealand and Australia under a different badge.There's strong speculation this vehicle could appear in our market as a Mitsubishi EV. If that happens, it could become a serious new competitor in the growing small-to-medium electric SUV segment.A big thanks to the team at Foxtron in Taichung, Taiwan for letting me film and drive the Bria.

Stellantis falls to first annual loss since merger, but new CEO promises growthCarGurus remains ‘fully operational' despite falling victim to ‘cybersecurity incident'New Chinese brand Lepas confirms first model for UK – and it's an SUV!Mitsubishi brings back L200 pick-up to UK market – priced from £36,295Government to roll out expanded grant to help EV drivers install home chargersMeet the brands set to shake up dealerships in 2026 at Car Dealer Live

In this Q&A episode, I respond to thoughtful questions submitted on Instagram and Facebook, covering everything from parenting and politics to marriage, therapy, and spiritual growth. I share how to navigate difficult conversations about faith and politics with your teenagers to how to love your spouse well during conflict by being quick to apologize.  Following Jesus isn't just about what happens on Sunday morning. It's about the conversations at the dinner table, the arguments we work through, the doubts we wrestle with, and the small, faithful choices we make every day.  That's what Life Between Sundays is all about. Real faith for real life, in all the ordinary, messy moments.   Thanks to our amazing partners on this episode:   First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit https://www.firstinterstatebank.com/   Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/   Subscribe to Life Between Sundays on YouTube and watch the full episode: youtube.com/@adamaweber  Sign up for The Crew: https://www.adamweber.com/thecrew

Die aktuellen Automobilkurznachrichten mit Michael Weyland  Thema heute:  Mit Mitsubishi günstig ins Frühjahr starten Wer im Frühjahr über ein neues Fahrzeug nachdenkt, kann aktuell bei Mitsubishi Motors von klar kalkulierbaren Preisvorteilen profitieren. Bis zum 30. Juni 2026 werden auf ausgewählte Neufahrzeuge Aktionsrabatte von bis zu 5.500 Euro gewährt – damit wird der Einstieg in die aktuelle Modellpalette viel leichter. Mit der Aktion deckt Mitsubishi das komplette Modellportfolio ab – vom kompakten Stadtfahrzeug über effiziente Hybridmodelle bis hin zu elektrifizierten SUVs für Alltag und Freizeit. Breite Modellpalette mit klarem Alltagsfokus Der ASX richtet sich an Fahrerinnen und Fahrer, die im Alltag ein kompaktes SUV mit effizienter Hybridtechnologie brauchen. Im Aktionszeitraum bis zum 30. Juni 2026 bietet Mitsubishi den ASX mit einem unverbindlich empfohlenen Aktionsrabatt von 3.000 Euro an. Den Kauf des bei preisbewussten Kundinnen und Kunden beliebten Colt unterstützt Mitsubishi mit einem unverbindlich empfohlenen Aktionsrabatt von 1.500 Euro. Mit dem Eclipse Cross bietet Mitsubishi ein vollelektrisches SUV, das moderne Elektromobilität mit hoher Alltagstauglichkeit verbindet. Zusätzlich zum staatlichen Förderprogramm wird der Eclipse Cross im Rahmen der Aktion mit einem unverbindlich empfohlenen Aktionsrabatt von 4.000 Euro angeboten. Beim im C-SUV-Segment angesiedelten Grandis gewährt Mitsubishi einen unverbindlich empfohlenen Aktionsrabatt von 3.000 Euro. Und auch den Outlander Plug-in-Hybrid-SUV kann man 5.000 Euro günstiger bekommen. Die Aktionsrabatte von Mitsubishi Motors sind auch ohne die Inanspruchnahme der staatlichen Förderung für jeden Kunden zugänglich. Zusätzliche staatliche Förderung für Eclipse Cross und Outlander Besonders attraktiv wird das Angebot für Kundinnen und Kunden, die sich für ein elektrifiziertes Modell entscheiden. Der Eclipse Cross als vollelektrisches SUV sowie der Outlander mit Plug-in-Hybrid-Technologie erfüllen die Voraussetzungen des staatlichen E-Auto-Förderprogramms ab 2026. Damit profitieren Kundinnen und Kunden dieser Modelle sowohl von den Mitsubishi Aktionsrabatten als auch von den staatlichen Zuschüssen. Je nach persönlicher Förderberechtigung sind beim Eclipse Cross staatliche Zuschüsse von bis zu 6.000 Euro möglich, beim Outlander bis zu 4.500 Euro. Gegenüber der unverbindlichen Preisempfehlung bedeutet dies einen Vorteil von bis zu 10.000 Euro Alle Fotos/Grafiken: MMD Automobile GmbH     Diesen Beitrag können Sie nachhören oder downloaden unter:

"Si quieres ir al desierto, compra un Land Rover. Si quieres volver, compra un Toyota". Esta frase, que durante décadas ha circulado entre mecánicos, militares y exploradores en los rincones más inhóspitos de África y Australia, no es solo un chiste de barra de bar. Es la síntesis de una realidad que la marca británica ha intentado camuflar bajo capas de cuero premium, madera de nogal y una imagen de prestigio ligada a la Familia Real británica. Bienvenidos a una nueva entrega de nuestra serie “lo que las marcas no quieren que sepas”. Hoy vamos a desgranar los "trapos sucios" de Land Rover, una marca que parece haber perfeccionado el arte del "Síndrome de Estocolmo": te maltrata, te vacía la cuenta corriente, te deja tirado en la cuneta... pero la limpias, la miras y te vuelves a enamorar. 1. El Defender y la "Ergonomía del Potro de Tortura" Empecemos por el icono, el Defender clásico. Diseñado originalmente en 1948 para que un granjero pudiera llevar una oveja en el asiento del copiloto, su ergonomía ha permanecido casi inalterada durante casi 70 años. El problema no es solo que el volante esté descentrado respecto al asiento; es que el espacio para el conductor es inexistente. El asiento está tan pegado a la puerta que, si no conduces con la ventanilla bajada y el codo fuera, tu brazo izquierdo quedará atrapado contra tu propio costillar. 2. La Maldición de Lucas: "El Príncipe de las Tinieblas" Para entender los clásicos de la marca, hay que conocer a su proveedor eléctrico: Joseph Lucas. Durante décadas, el sistema eléctrico de estos coches fue el hazmerreír de la industria. Existe un chiste recurrente que pregunta: "¿Por qué los ingleses beben la cerveza caliente? Porque Lucas fabrica sus neveras". 3. El Range Rover P38 y el "Cerebro Mojado" En 1994, Land Rover intentó dar un salto tecnológico con la segunda generación del Range Rover, el P38. Fue un desastre de proporciones bíblicas. Fue su primer coche gestionado totalmente por electrónica, pero con tecnología inmadura. 4. El Freelander 1: El motor "Sándwich" y la IRD A finales de los 90, el Freelander fue un éxito de ventas, pero bajo el capó escondía el motor 1.8 gasolina Serie K. Este motor estaba construido por capas apretadas con pernos larguísimos que atravesaban todo el bloque. El problema es que los pernos se estiraban con el calor y las guías de la culata eran de plástico. 5. Los "Tres Amigos" del Discovery 2 Si tienes un Discovery 2, conoces a los "Tres Amigos". No son tus compañeros de rutas, sino tres luces amarillas (TC, HDC y ABS) que se encienden simultáneamente en el cuadro de mandos. Cuando esto ocurre, todas las ayudas electrónicas desaparecen. 6. La Caja de Cristal del Range Rover L322 En la era BMW, el Range Rover L322 era el epítome del lujo. Sin embargo, equipaba una caja de cambios de General Motors diseñada para coches mucho más ligeros. Land Rover cometió el error de afirmar que el aceite de la caja era “de por vida” (sealed for life). Como nada es eterno, hacia los 130.000 km la caja solía colapsar, desintegrando los discos de embrague o haciendo explotar el convertidor de par. Una factura de 4.000 euros esperaba siempre a la vuelta de la esquina. 7. La Ruleta Rusa del Cigüeñal (TDV6 y SDV6) Bajo el mandato de Ford, los Discovery 3 y 4 montaron los motores V6 diésel desarrollados con Peugeot/Citroën. Estos motores esconden un defecto oscuro y letal: debido a un fallo en los casquillos de bancada y la lubricación, el cigüeñal sufre fatiga de metal y se parte físicamente en dos. No hay aviso previo, no hay luz de aceite. 8. El Infierno del "Body Off" Para colmo, Land Rover diseñó sus coches modernos (Discovery 3/4 y Range Sport) de forma que el vano motor está tan apretado que casi cualquier reparación "sencilla" requiere separar la carrocería del chasis. ¿Quieres cambiar los turbos o la bomba de aceite? Paso 1: Levantar la cabina entera. 9. Los motores Ingenium y la Cadena "Tímida" En la actualidad, bajo Tata Motors, los problemas no han desaparecido. Los motores Ingenium diésel de 2.0 litros tienen la cadena de distribución en la parte trasera, pegada a la caja de cambios. Si la cadena se estira (un fallo común), hay que sacar el motor entero para cambiarla. Además, sufren de dilución de aceite: el gasoil extra inyectado para limpiar el filtro de partículas termina en el cárter, degradando el aceite y provocando la rotura prematura de turbos y casquillos. Conclusión ¿Odio a Land Rover? En absoluto. Me encantan. Un Land Rover tiene algo que un Toyota o un Mitsubishi jamás tendrán: carisma. Cuando funcionan, son los mejores coches del mundo. Pero no son para todo el mundo. Son coches para quienes entienden que la excelencia y el lujo británico requieren un sacrificio constante.

Ruhrpott ComedyDerPlent ist in seiner Nachbarschaft eine Größe - leider keine geistige!

In this episode, Emily and I dive into questions submitted by my followers on Instagram and Facebook about navigating the messy world around us. We share candid insights about staying grounded in Christ while the world feels overwhelming.    I share practical advice about staying informed without letting the chaos consume you, prioritizing your soul, and stepping into messy acts of love that impacts those around you.    This episode is perfect for anyone seeking encouragement, clarity, and inspiration to navigate life with faith, wisdom, and heart.   Thanks to our amazing partners on this episode:    Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/   International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org    Subscribe to Life Between Sundays on YouTube and watch the full episode: youtube.com/@adamaweber    Sign up for The Crew: https://www.adamweber.com/thecrew

Allen, Rosemary, and Yolanda discuss Ming Yang’s proposed $1.5 billion factory in Scotland and why the UK government is hesitating. Plus the challenges of reviving wind turbine manufacturing in Australia, how quickly a blade factory can be stood up, and whether advanced manufacturing methods could give Australia a competitive edge in the next generation of wind energy. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! The Uptime Wind Energy Podcast brought to you by Strike Tape, protecting thousands of wind turbines from lightning damage worldwide. Visit strike tape.com And now your hosts.  Allen Hall: Welcome to the Uptime Wind Energy Podcast. I’m your host Allen Hall, and I’m here with Yolanda Padron and Rosemary Barnes, and we’re all in Australia at the same time. We’re getting ready for Woma 2026, which is going to happen when this release is, will be through the first day. Uh, it’ll, it’s gonna be a big conference and right now. We’re so close to, to selling it out within a couple of people, so it’ll be a great event. So those of you listening to this podcast, hopefully you’re at Wilma 2026 and we’ll see, see you there. Uh, the news for this week, there’s a number of, of big, uh, country versus country situations going on. Uh, the one at the moment is [00:01:00] ING Yang in Scotland, and as we know, uh, Scotland. It has been offered by Ming Yang, uh, to build a factory there. They’re put about one and a half billion pounds into Scotland, uh, that is not going so well. So, so they’re talking about 3000 jobs, 1.5 billion in investment and then. Building, uh, offshore turbines for Britain and the larger Europe, but the UK government is hesitating and they have not approved it yet. And Scotland’s kind of caught in the middle. Ming Yang is supposedly looking elsewhere that they’re tired of waiting and figure they can probably get another factory somewhere in Europe. I don’t think this is gonna end well. Everyone. I think Bing Yang is obviously being pushed by the Chinese, uh, government to, to explore Scotland and try to get into Scotland and the Scottish government and leaders in the Scottish government have been meeting with, uh, [00:02:00] Chinese officials for a year or two. From what I can tell, if this doesn’t end with the factory in Scotland. Is China gonna take it out on the uk? And are they gonna build, is is me gonna be able to build a factory in Europe? Europe at the minute is looking into the Chinese investments into their wind turbine infrastructure in, in terms of basically tax support and, and funding and grants of that, uh, uh, aspect to, to see if China is undercutting prices artificially. Uh, which I think the answer is gonna be. Yes. So where does this go? It seems like a real impasse. At a moment when the UK in particular, and Europe, uh, the greater Europe are talking about more than a hundred gigawatts of offshore wind,  Yolanda Padron: I mean, just with the, the business that you mentioned that’s coming into to the uk, right? Will they have without Min Yang the ability to, to reach their goals?  Allen Hall: So you have the Siemens [00:03:00] factory in hall. They have a Vestus factory in Hollow White on the sort of the bottom of the country. Right. Then Vestus has had a facility there for a long time and the UK just threw about 20 million pounds into reopening the onshore blade portion of that factory ’cause it had been mothballed several months ago. It does seem like maybe there’s an alternative plan within the UK to stand up its own blade manufacturing and turbine manufacturing facilities, uh, to do a lot of things in country. Who I don’t think we know. Is it Siemens? Is it ge? Is it Vestus or is it something completely British? Maybe all the above. Rosemary. You know, being inside of a Blade factory for a long time with lm, it’s pretty hard to stand up a Blade factory quickly. How many years would it take you if you wanted to start today? Before you would actually produce a a hundred meter long offshore blade,  Rosemary Barnes: I reckon you could do it in a year if you had like real, real strong motivation [00:04:00] Allen Hall: really. Rosemary Barnes: I think so. I mean, it’s a big shed and like, it, it would be, most of the delays would be like regulatory and, you know, hiring, getting enough people hired and trained and that sort of thing. But, um, if you had good. Support from the, the government and not too much red tape to deal with. Then, uh, you know, if you’ve got lots of manufacturing capability elsewhere, then you can move people. Like usually when, um, when I worked at LM there were a few new factories opened while I was working there, and I’m sure that they took longer than, than a year in terms of like when it was first thought of. But, um, you know, once the decision was made, I, I actually dunno how long, how long it took. So it is a guess, but it didn’t, it didn’t take. As long as you would think it wasn’t. It wasn’t years and years, that’s for sure. Um, and what they would do is they don’t, you know, hire a whole new workforce and train them up right from the start. And then once they’re ready to go, then they start operating. What they’ll do to start with is they’ve got, you know, like a bunch [00:05:00] of really good people from the global factories, like all around, um, who will go, um, you know, from all roles. And I’m not talking just management at all, like it will include technicians, um, you know, every, every role in the factory, they’ll get people from another factory to go over. And, um, you know, they do some of the work. They’re training up local people so you know, there’s more of a gradual handover. And also so that you know, the best practices, um, get spread from factory to factory and make a good global culture. ’cause obviously like you’ve got the same design everywhere. You want the same quality coming out everywhere. Um, there is, as much as you try and document everything should be documented in work instructions. That should make it, you know, impossible to do things wrong. However, you never quite get to that standard and, um. There is a lot, a lot to be said for just the know-how and the culture of the people doing the um, yeah, doing the work.  Allen Hall: So the infrastructure would take about a year to build, but the people would have to come from the broader Europe then at [00:06:00] least temporarily.  Rosemary Barnes: That, that would be the fastest and safest way to do it. Like if it’s a brand new company that has never made a wind turbine before and someone just got a few, you know, I don’t know, a billion dollars, and um, said, let’s start a wind turbine factory, then I think it’s gonna be a few years and there’s gonna be some learning curve before it starts making blades fast enough. And. With the correct quality. Um, yeah. But if you’re just talking about one more factory from a company that already has half a dozen or a dozen wind turbine blade factories elsewhere in the world, then that’s where I think it can be done fast.  Allen Hall: This, uh, type of situation actually pops up a lot in aerospace, uh, power plants, engines. The jet engines on a lot of aircraft are kind of a combined effort from. Big multinational companies. So if they want to build something in country, they’ll hook up with a GE or a, a Honeywell or somebody who makes Jet engines and they’ll create this division and they’ll [00:07:00] stand this, this, uh, plant up. Maybe it’s gonna be something like that where GB energy is in the middle, uh, providing the funding and some of the resources, but they bring in another company, like a Siemens, like a Vestas, like a GE or a Nordex even to come in and to. Do the operational aspects and maybe some of the training pieces. But, uh, there’s a, there’s a funding arm and a technical arm, and they create a standalone, uh, British company to go manufacture towers to go manufacture in the cells to manufacture blades. Is that where you think this goes?  Rosemary Barnes: It depends also what kind of, um, component you’re talking about. Like if you’re talking about, I, I was talking a specific example of wind turbine blades, which are a mediumly complex thing to make, I would say, um. Yeah. And then if you go on the simpler side, when turbine towers, most countries would have the. Rough expertise needed, um, to, to do that. Nearly all towers at the moment come out of [00:08:00] China, um, or out of Asia. And with China being the, the vast bulk of those. Um, and it’s because they’ve got, aside from having very, very cheap steel, um, they also have just got huge factories that are set up with assembly lines so that, you know, there’s not very much moving of things back and forth. So they have the exact right bit of equipment to do. The exact right kind of, you know, like rolling and welding and they’re not moving tower sections around a lot. That makes it really hard for, um, for other countries to compete. But it’s not because they couldn’t make towers, it’s because they would struggle to make them cheap enough. Um, so yeah, if you set up a factory, you know, say you set up a wind turbine, um, factory in, uh, wind turbine tower factory in Australia, you, you could buy the equipment that you needed for, you know, a few hundred million dollars and, um. You could make it, but unless you have enough orders to keep that factory busy, you know, with the, the volume that you need to keep all of that [00:09:00] modern equipment, uh, operating just absolutely around the clock, your towers are gonna be expensive out of that facility. So that’s kind of the, that it’s cost is the main barrier when it comes to towers  Allen Hall: with Vestus in Mitsubishi recently having a partnership and then ending that partnership. It would seem like Vestus has the most experience in putting large corporations together to work on a, an advanced wind turbine project is they would, it would make sense to me if, if, if Vestus was involved because Vestus also has facilities in the uk. Are they the leading choice you think just because they have that experience with Mitsubishi and they have something in country or you think it’s somebody else? Is it a ge  Rosemary Barnes: My instinct is saying Vestas. Yes,  Allen Hall: me too. Okay.  Rosemary Barnes: Ge. It’s wind turbine Manufacturing seems to be in a bit of a, more of an ebb rather than a flow right now, so I [00:10:00] mean that’s, that’s probably as much as what it’s based on. Um, and then yes, like the location of, of factories, there are already some vest, uh, factories, vest people in the uk so that would make it easier. : Delamination and bottomline failures and blades are difficult problems to detect early. These hidden issues can cost you millions in repairs and lost energy production. C-I-C-N-D-T are specialists to detect these critical flaws before they become expensive burdens. Their non-destructive test technology penetrates deep into blade materials to find voids and cracks. Traditional inspections completely miss. C-I-C-N-D-T Maps. Every critical defect delivers actionable reports and provides support to get your blades back in service. So visit cic ndt.com because catching blade problems early will save you millions.[00:11:00] Allen Hall: Can you build a renewable energy future on someone else’s supply chain? Well, in Australia, the last domestic wind tower manufacturers are down. Last year, after losing a 15 year battle against cheaper imports from China, now the Albanese government wants to try again, launching a consultation to revive local manufacturing. Meanwhile, giant turbines are rising in Western Australia’s. Largest wind farms soon to power 164,000 homes. Uh, the steel towers, blades and the cells, they all arrive on ships. And the question is whether that’s going to change anytime soon. Rosemary?  Rosemary Barnes: Yeah, it’s, uh, it’s a topic I’ve thought about a lot and done a fair bit of work on as well, local manufacturing and whether you should or shouldn’t, the Australian government does try to support local manufacturing in. General, um, and in particular for renewables, but they focused much more on solar and [00:12:00] batteries. Um, with their manufacturing support, Australian government and agencies like a uh, arena, Australian Renewable Energy Agency have not traditionally supported wind like at all. It bothers me because actually Australia is a fantastic place to be developing some of these supporting technologies for wind energy and even the next generation of wind energy. Um, technologies, we, not any manufacturing. There are heaps of, um, things that would make it more suitable Australia, like just actually a really natural place to develop that. The thing about Australian projects is that they are. Big. Right. That makes it really attractive to developers because like in Europe where they’re, you know, still building wind, but you know, an onshore wind farm in Europe is like a couple of turbines here or there, maybe five, like a big wind farm would be 10, 10 turbines over there. Um, in Australia it’s like a hundred, 200 turbines at a time. Um, for onshore also choosing. Really big turbines. Australians, for some reason, Australian developers really like to [00:13:00] choose the latest technologies. And then if we think about some of the, um, you know, like new supporting technologies for existing wind turbines, like, you know, let’s, um, talk about. O and m there’s a whole lot of, um, o and m technologies, and Australia’s a great place for that too because as Australia wind farms spend so much on o and m compared to other countries. So a technology provider that can improve some of those pain points can much quicker get like a positive, um, return on investment in Australia than they would be able to in somewhere like America or, or Europe. So I think it makes sense to develop here  Allen Hall: with the number of wind farms. Rosie, I, I completely agree with you and. When we were talking about the war Dge wind Farm, which is the Western Australian wind farm that’s gonna expand, they’re adding 30 turbines to provide 283 megawatts. That’s like a nine and a half megawatt machine. Those are big turbines. Those are new turbines, right? That’s not something that’s been around for a couple years. They’ve been around for a couple of months in, in terms of the lifespan of, of wind [00:14:00] turbines. So if Australia’s gonna go down the pathway of larger turbines, the, the most advanced turbines. It has to make sense that some of this has, has to be developed in country just because you need to have the knowledge to go repair, modify, improve, adjust, figure out what the next generation is, right? I don’t know how you, this happens.  Rosemary Barnes: We see some examples of that. Right. And I think that Fortescue is the best example of, um, companies that are trying to think forward to what they’re going to need to make their, you know, they’ve got ambitious plans for putting in some big wind farms with. Big wind turbines in really remote locations. So they’ve got a lot of, um, it’s a lot of obvious challenges there. Um, and I know that they’re thinking ahead and working through that. And so, you know, we saw their investment in, um, nbra wind, the Spanish company and in particular their nbra lift. The bit of the tower that attaches to the rotor. It looks [00:15:00] pretty normal. Um, but then they make it taller by, um, slotting in like a lattice framework. Um, and then they jack it up and slot in another one underneath and jack it up and slot in another one underneath. So they don’t need a gigantic crane and they don’t need, um, I mean, it’s still a huge crane, but they don’t, they don’t, it doesn’t need to be as, as big because, you know, the rotor starts, starts off already on there by the time that the tower gets su to its full height. So, um, yeah, it’s a lot. That’s an innovative solution, I think, and it would, I would be very surprised if they weren’t also looking at every other technology that they’re gonna need in these turbines.  Allen Hall: If Australia’s gonna go down the pathway of large turbines on shore, then the manufacturing needs to happen in country. There’s no other way to do it. And you could have manufacturing facilities in Western Australia or Victoria and still get massive turbine blades shipped or trucked either way. To [00:16:00] wherever they needed it to go. In country, it would, it’s not that hard to get around Australia and unlike other countries like, like Germany was a lot of mountains and you had bridges and narrow roads and all that, and it, it’s, it’s much more expansive in Australia where you can move big projects around. And obviously with all the, the mining that happens in Australia, it’s pretty much normal. So I, I just trying to get over the hurdle of where the Albanese government is having an issue of sort of pushing this forward. It seems like it’s a simple thing because the Australian infrastructure is already ready. Someone need to flip the switch and say go.  Rosemary Barnes: I don’t know if I’d say that we’re we’re ready. ’cause Australia doesn’t have a whole lot of manufacturing of anything at the moment. It’s not true that we have no manufacturing. That’s what Australians like to say. We don’t manufacture anything and that’s not true. We do manufacture. We have some pretty good advanced manufacturing. If you just look at the hard economics of wind turbine manufacturing in Australia of solar panel manufacturing, battery manufacturing. Any of that, it is cheaper to just get it from China, not least [00:17:00] because some of the, um, those components are subsidized by the, the Chinese government. If you start saying, okay, we’re gonna have local manufacturing, like, you can either, you can achieve that either by supporting the local manufacturing industry, you know, like giving subsidies to our manufacturing. Or you could, um, make a local content requirement. Um, say things, you know, if you want project approval for this, then it has to have so much local content. You have to do it really carefully because if you get the settings wrong, then you just end up with very, very expensive, um, renewable energy. And at the moment, especially wind is. Expensive, and I think it’s still getting more expensive in Australia. It has been since, basically since the pandemic. If you then said, we’ve gotta also make it in Australia, then you add a bunch more costs and we would just probably not have wind energy then, so, uh, or new, new wind energy. So there needs to be that balance. But I think that like, even though you can say, okay, cheapest is best, it is also not good to rely on. [00:18:00] Exclusively on other countries, and especially not on just one other country to give you all of your energy infrastructure. If it was up to me, I would be much more supporting the next wave of, um, technologies. I would really love to see, you know, a new Australian. Wind turbine blade manufacturing method. Like at some point in the next decade, we’re going to start getting, uh, advanced manufacturing is gonna make it into wind turbine blades. It’s already there in some of the other components.  Allen Hall: Wait, so you just said if we were gonna build a factory in Scotland, it would take about a year. Why would it take 10 years to do it in Australia? Australia’s a nice place to live.  Rosemary Barnes: No, I didn’t say that. It would, it would take teens. I said in, sometime in the next decade around the world, wind turbine blades are basically handmade, right? They, you know, there are some, um, machines that are helping people, but you know, you have a look at a picture of a wind turbine blade factor and there’s, you know, there’s 20 people walking over, walking over a blade, smoothing down glass. And at some point we’re gonna start using advanced manufacturing methods. I [00:19:00] mean, there are really advanced composite manufacturing methods. Um, you know, with, um, individual fiber placement and 3D printing with, um, continuous fibers. And that’s being used for like aerospace components a lot. It’s early days for that technology and there is no barrier to the technologies to being able to put them, you know, like say on a GaN gantry that just, you know, like ran down the length of a whole blade like that, that could be done. If it was economic, that’s the kind of technology that Australia should be supporting before that’s the mainstream, and everybody else has already done it, right? You need to find the next thing, and ideally not just one next thing, but several next things because you’re not gonna, you don’t know ahead of time, um, which is gonna be the winner. Allen Hall: That hasn’t been the tack that China has taken, that the latest technology in batteries is not something that China is producing today. They’re producing a generation prior, but they’re doing it at scale. At some point they, the Chinese just said, we’re stopping here and we’re gonna do this, this kind of [00:20:00] battery, and that’s it. And away we go. If we keep waiting until the next generation of blade techniques come out, I think we’re gonna be waiting forever.  Rosemary Barnes: I don’t think why I think. Do, you know, make the next generation of, of blade bio technologies?  Yolanda Padron: I think it makes sense for someplace like Australia, right? Because we, we’ve talked about the fact that like here, you, you have to consider a lot of factors in operation that you don’t have to consider in other places, especially for blades, right? So if you can eliminate all of those issues, for the most part that are happening in the factory at manufacturing, then that can really help boost. The next operational projects.  Allen Hall: So then what you’re saying is that. There are new technologies, but what stage are they at? Are they TRL two, TRL five, TRL seven. How close is this technology because I’d hate for Australia to miss out on this big opportunity.  Rosemary Barnes: Frown Hoffer has actually just published an article recently, uh, [00:21:00] about some, I can’t remember if it was fiber, um, tape placement or if it was printed, small wind turbine blades. Small wind is a nice, like, it’s a, a nice bite-sized kind of thing that you can master a lot quicker than you can, you know, you can make a thousand small wind turbines and learn a lot more than making 100 meter long blade. That would probably be bad because it’s your first one and you didn’t realize all of the downsides to the new technology yet. Um, so I, I think it is kind of promising, but. In terms of, yeah, like a major, like in terms of let’s say a hundred meter long blade that was made with 3D printing, that would be terra, L one. Like it’s an idea now. Nobody has actually made one or, um, done, done too much. Um, as far as I know. I think you could get, could get to nine over the next year. Like I said, like I think sometime in the next decade will be when that, when that comes.  Allen Hall: Okay. If you, you didn’t get to a nine that quickly. No, it is possible. Yeah. You gotta put some money into it.  Rosemary Barnes: If someone wants to give me, [00:22:00] you know, enough money, then I’ll make it. I’ll make it happen. I’ll, I would, I would absolutely be able to make that happen, but I don’t know when it’s gonna be cheap enough.  Allen Hall: I would just love to see it. If, if, if you’ve got a, if you’ve got a, a factory, you got squirreled away somewhere in the. Inland of Australia that is making blades at quantity or has the technology to do that. I would love to see it because that would be amazing.  Rosemary Barnes: Technologies don’t just fall out of the sky, you know, like they, you, you, you force them into existence. That’s what you, that’s what you do. You know what this comes down to? Have you ever done the, is it Myers-Briggs where you get the, like letters of your personality? You and I are in opposite corners inside some ways.  Allen Hall: That wraps up another episode of the Uptime Wind Energy Podcast. If today’s discussion sparked any questions or ideas, and it surely should, we’d love to hear from you. Reach out to us on LinkedIn, particularly Rosie, so it’s Rosemary Barnes on LinkedIn. Don’t forget to subscribe to who you never miss an episode. And if you found value in today’s conversation, please leave us a review. It really helps other wind [00:23:00] energy professionals discover the show. For Rosie and Yolanda, I am Alan Hall, and we’ll see here next week on the Uptime Wind Energy Podcast.

Are your enterprise AI transformation projects failing to meet their true potential? Discover how Fortune 500 companies are solving the AI adoption crisis by replacing outdated middle management with an intelligent AI coaching layer.   We sit down with Dima Syrotkin, CEO of Pandatron, to explore how giant corporations like Panasonic and Mitsubishi are fundamentally changing their organizational structure. We discuss the shocking reality behind massive ERP and change management failures and how a simple AI agent can drive employee engagement at scale. Dima reveals the psychological barriers to AI adoption and shares a framework for prioritizing tasks to ensure your team focuses on what truly matters. Learn the secrets behind the forward-deployed engineer model and how startups can guarantee their AI tools actually deliver measurable outcomes.   Whether you are leading a venture-backed tech company or navigating the complexities of an enterprise digital transformation, this episode offers a roadmap for the future of work. Chapters 00:00 Introduction to Dima Syrotkin and Pandatron 01:52 Dima's Journey to Entrepreneurship 05:37 The Birth of Pandatron and Its Mission 09:20 Challenges in Change Management 12:07 AI Adoption in Organizations 16:12 The Intersection of Psychology and Business 20:24 Optimizing Company Operations with AI 20:53 AI Adoption as a Starting Point 29:29 The AI Coaching Experience 33:38 Frameworks for Team Effectiveness 36:26 Envisioning the Future of Business 40:17 Innovations on the Roadmap for Pandatron Host: Jake Aaron Villarreal leads the top AI recruitment firm in Silicon Valley, www.matchrelevant.com, uncovering stories of funded startups and going behind the scenes to tell their founders' journeys. If you are growing an AI startup or have a great story to tell, email us at: jake.villarreal@matchrelevant.com

Mitsubishi UFJ Trust and Banking Corp. plans to issue a stablecoin, a type of digital asset, whose value is linked to legal tender, in fiscal 2026 starting in April, President and CEO Hiroshi Kubota said in a recent interview.

With Valentine's Day around the corner, I invited my favorite guest, my wife Becky. A conversation about marriage, faith, and the everyday practices that sustain a life together. After 21 years of marriage, four kids, a few dogs, and so many different seasons of life, we reflect on what it really looks like to follow Jesus Monday through Saturday as a couple.   This episode is honest, lighthearted, and deeply personal. A reminder that strong marriages aren't built on grand gestures, but on faithful habits lived out in everyday life.   Whether you're married, dating, or simply longing for a faith that holds up beyond Sundays, this conversation is for you.   Thanks to our amazing partners on this episode:  First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit https://www.firstinterstatebank.com/   Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/   Subscribe to Life Between Sundays on YouTube and watch the full episode: youtube.com/@adamaweber  Sign up for The Crew: https://www.adamweber.com/thecrew

On today's show we look at HDTV Display Technologies that are no longer with us. Some had a short run and some never made it to the market. We also read your emails and take a look at the week's news. News: LG pulls the plug on 8K OLED and 8K LCD TVs Apple's home hub could finally arrive this spring with a rather unique design Roku is Testing a New Home Screen With A New Look Google Home update brings more automation controls HDTV Display Technologies That Are No Longer With Us Over the 21 years we have been doing the show we have seen numerous HDTV display technologies come and go. Some never made it to market and some had a good run but were eventually beat out by something better. These technologies competed during the transition from bulky CRTs to flat panels, but most lost out as LCD, later becoming LED-backlit LCD, then OLED, became dominant for reasons like cost, scalability, picture quality improvements, and manufacturing ease. Technologies That Were Proposed/Demonstrated but Never Commercially Released to Consumers SED (Surface-Conduction Electron-Emitter Display)Developed primarily by a Canon and Toshiba joint venture starting in the late 1990s/early 2000s. It was essentially a flat-panel evolution of CRT technology using electron emitters for each pixel, promising CRT-like motion handling, deep blacks, high contrast, fast response times, and low power in a slim form factor. Prototypes were shown around 2005–2007 with impressive demos. Why it didn't make it: Repeated delays due to manufacturing challenges (high production costs, difficulty scaling/vacuum sealing), patent disputes, and aggressive price drops in LCD/plasma panels. Then by 2009–2010, LCD had become too dominant and cheap; Canon officially froze consumer SED development in 2010, shifting any remaining efforts to niche professional uses. FED (Field-Emission Display)Similar to SED and sometimes grouped together or seen as a precursor/variant. FED used field-emission electron sources (like microtips) for CRT-style performance in a flat panel. Demonstrated in prototypes in the 2000s by companies like Sony and Motorola. Why it didn't make it: Development took too long; manufacturing complexity and yield issues made it unviable. It was overtaken by faster-scaling plasma and then LCD/OLED technologies before reaching mass production. Technologies That Reached the Market but Were Discontinued DLP (Digital Light Processing) Rear-Projection TVsUsed Texas Instruments' DMD (digital micromirror device) chips to reflect light, often with a color wheel for sequential color (or pricier 3-chip versions). Popular in the mid-2000s for large-screen (50–70+ inch) HDTVs from brands like Samsung, Mitsubishi, RCA, and Toshiba, offering good brightness, no burn-in, and sharp images at competitive prices. Why discontinued: Bulky depth (even if thinner than CRT rear-projection), lamp replacements needed, rainbow artifacts (on single-chip models), poor off-angle viewing, and vulnerability to ambient light. As flat-panel LCD and plasma prices fell dramatically in the late 2000s, consumers preferred slim, wall-mountable designs. Rear-projection DLP TVs largely vanished by around 2010. LCOS (Liquid Crystal on Silicon) / Variants like D-ILA (JVC) and SXRD (Sony)A reflective microdisplay tech using liquid crystals on a silicon backplane, often in rear-projection or some front-projection setups. Offered excellent contrast, deep blacks, and smooth motion (better than early LCDs). Available in HDTVs from JVC, Sony, and others in the mid-2000s. Why largely discontinued for direct-view TVs: High cost, manufacturing complexity, and lower brightness compared to emerging flat panels. Rear-projection versions suffered the same bulkiness issues as DLP. While LCOS survives today in high-end projectors mostly in JVC and Sony home theater models, it never scaled to mainstream direct-view flat-panel HDTVs and was eclipsed by LCD advancements. Plasma Display Panel (PDP / Plasma TVs)Used ionized gas (plasma) cells to create light, excelling in black levels, contrast, color accuracy, wide viewing angles, and no motion blur. Very popular for HDTV in the 2000s from Panasonic, Pioneer, Samsung, and LG. Why discontinued: High power consumption, heat generation, heavier panels, burn-in risk (though mitigated later), and difficulty scaling to 4K efficiently/cost-effectively. As LCD/LED prices dropped with better brightness, efficiency, and no burn-in, plasma couldn't compete economically. Production fully ended around 2014–2015. Other Notable Mentions LCD Rear-Projection TVs — Used transmissive LCD panels; suffered from similar bulk and light issues as DLP; discontinued early-mid 2000s. Direct-view CRT HDTVs — The original standard; fully discontinued by the late 2000s/early 2010s due to size, weight, and inefficiency. Key Reasons Technologies Fail in HDTV Market Regardless of how good a display technology is, the following will keep it from the mass market: Cost & Manufacturing Yield: Technologies requiring ultra-precise processes (SED, FED, LCoS) couldn't hit competitive prices.  Competing Technologies Improve Fast: LCD and later LED/OLED got cheaper and better quicker than rivals could scale. Form Factor Shift: Direct-view panels beat rear-projection (DLP, LCoS, laser) because consumers prefer thin TVs. Performance Tradeoffs: Issues like power use, burn-in, brightness, viewing angles, or reliability hurt consumer uptake.  In summary, the winners were technologies that scaled cheaply to larger sizes, became thinner/lighter, improved efficiency, and avoided major drawbacks like high costs or reliability issues. LCD/LED dominated the 2010s due to mass production advantages, while OLED took premium segments later for superior contrast/per-pixel lighting. Many promising "next-gen" ideas from the 2000s (like SED/FED) simply arrived too late or proved too hard to manufacture affordably.

In this episode, I sit down with longtime friend and Embrace Executive Pastor, Travis Waltner, to talk about influence. What it is and how to grow yours! We talk about influence. How it's built, how it's lost, and why humility matters more than being the loudest voice in the room. We unpack how influence can be lost just as quickly as it is gained, why presence is more important than platform and what it looks like to lead in the small, unseen moments.   From leadership to everyday life, this conversation offers practical wisdom for growing influence the right way, especially in the life we live between Sundays.   Thanks to our amazing partners on this episode:  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/   International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org   Subscribe to Life Between Sundays on YouTube and watch the full interview with Travis Waltner: youtube.com/@adamaweber    Sign up for The Crew: https://www.adamweber.com/thecrew  

FOLLOW UP: MORE DRAMA FOR RECALLED EX30 OWNERSVolvo is now telling owners not to leave their Extended Range and Twin Motor models unattended when charging indoors or undercover. This is additional to informing them not to charge past 70%. To find out more, click this Autocar article link here.NORTHERN IRELAND BRINGS IN GRADUATED LICENSESCome October 1 if you live in Northern Ireland and are a newly licensed driver under the age of 24, you will only be allowed to carry one passenger aged between 14 and 20 for the first six months after passing. This is a first for the UK, with the British Government stating they have no plans to do similar. Click this Autocar article link here to read more.AMPERE TO BE REINTEGRATED INTO RENAULT GROUPAmpere, which is the electric and software division is to be reintegrated into the Renault Group after being split off three years ago. Renault fully own the company anyway, after releasing Nissan and Mitsubishi from their obligations to it. If you wish to learn more, click this electrive article link here.VW GROUP CANCELS US FACTORYOliver Blume, VW Group CEO, has stated that they cannot afford to build the planned Audi plant in the US with the planned tariffs. He said that negotiations have not been fruitful and as a result the costs of the tariffs has been in the region of €2.1 billion making large investments unfeasible. To read more on this, click the link here to a Yahoo! Finance story.ELECTRIC FREIGHTWAY OPENS EHGV CHARGING HUBSElectric Freightway, part of Gridserve, has opened their first HGV charging hubs, at Extra Baldock and Moto Exeter. Baldock has six and Exeter four dedicated charging bays. They intend to open another five sites. You can find out more by clicking this electrive link here.CHERY TO OPEN EUROPEAN COMMERCIAL VEHICLE HQChery, the Chinese vehicle manufacturer, are going to open their European commercial vehicle HQ in Halewood, England. Details of the time frame and the exact location are yet to be confirmed. This will be where their R&D departments are located. Click this Autocar link for more.Additionally, there are reports of Chinese car companies looking to use the spare capacity of UK factories to build their vehicles, including Chery utilising it's joint venture partner JLR's facilities. For more on this, click this Autocar article link here.ELECTRIC BUSES TOO BIG FOR SOME DEVON ROUTESStagecoach has stopped using electric buses on Park Road and Hartop Road, in Torquay, due to being too large to safely operate. It is not all bad news for the South West, as the company is bringing electric buses to Torbay. You can read more on this story, by...

In this episode, I sit down with two of my favorite people, my mom and dad. We reflect on faith, family, and what it looks like to love people well in every season of life. The good ones, the hard ones, and the ones where you're not quite sure what God is doing.   We talk about celebrating the wins, walking through loss, and showing compassion when someone feels stuck or unsure of where to turn.    No matter where you find yourself,  I hope this episode reminds you that God's love meets you right in the middle of your everyday life, especially in the life between Sundays. I hope you enjoy this episode.  Thanks to our amazing partners on this episode:    Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/   Are you on the hunt for a new house? Genuinely look no further. The Tyler Goff Group has a proven process that has transformed the lives of many clients. With the Tyler Goff Group by your side, you're not just buying a house – you're investing in a future home you'll love. To learn more and to contact Tyler or his team, visit tylergoffgroup.com Subscribe to Life Between Sundays on YouTube and watch the full interview with ______: youtube.com/@adamaweber    Sign up for The Crew: adamweber.com/thecrew    

What if witnessing 10 deaths in 23 years changed your view on life? In this episode, Kyle Skalisky shares how he helps teams build cultures of trust, respect, and accountability through his company Wyld Sky Aerospace and Management Consulting. After 23 years as a fighter pilot (F-15, F-16 aggressor, and F-18 in operational flight tests) and 15 years in the aerospace industry doing flight tests, Kyle recently stepped down as president and CEO of Check Six Aero Solutions to focus on giving back. His book "A Skyless Traveled: A Maverick Life of Leadership, Resilience, and the Pursuit of Purpose" shares lessons learned from the cockpit about building exceptional teams. Kyle believes good teams need three things: character (how people treat those who can do nothing for them), competence (people who can get the job done and are willing to learn), and commitment to the mission. He also wrote the book for his six and four-year-old sons, wanting to leave something showing what their father did for 50 years before they were born. Kyle reveals three relationships that shaped him: meeting President Ronald Reagan at his Air Force Academy graduation in 1984, whose speech about being solution-oriented rather than a naysayer set the tone for his career; his parents who married at 16, had six kids by 29, and just celebrated their 72nd wedding anniversary teaching him dedication and never giving up on people; and his best friend Malibu, a talented pilot who died at 30 when he hit the ground during a Red Flag exercise. Witnessing 10-11 deaths in 23 years of flying changed Kyle's perspective—he stopped worrying about what people thought and started pursuing what brought joy, realizing that if no one will remember it in five years, it's just not that important.   [00:04:20] From CEO to Giving Back Recently stepped down as president and CEO of Check Six Aero Solutions Now runs Wyld Sky Aerospace and Management Consulting Wrote book "A Skyless Traveled: A Maverick Life of Leadership, Resilience, and the Pursuit of Purpose" Serves wonderful wife Dr. Kyra Carpenter and two boys Wilder (6) and Colt (4) [00:06:00] Why Write the Book Experience is great but people never get opportunity to pass it on to next generation All people's stories are wonderful, wishes more could tell them Wants to lift up next generation that will follow Wrote book for his 6 and 4-year-old boys as older father [00:06:40] Leaving a Legacy Doesn't know how long he gets to be with boys growing up Wanted to leave something showing 50 years before they were born Show what their father did and what he believed in Pass message down to true legacy: children and family [00:07:20] Growing Up in Wenatchee, Washington Parents married at 16, had six children by 29 Didn't have much but knew wanted to do something bigger Didn't fly on airplane until 17 years old, senior in high school First flight was to Air Force Academy physical at Whidbey Island [00:08:00] The First Flight That Changed Everything Had state playoff baseball game that afternoon across state Local orchardist Jim Wade flew him in Cessna 172 Flying over Cascade Mountains, seeing Mount Rainier was transformative Changed into uniform in car, was third batter, hit three-run homer off future major leaguer [00:09:00] Air Force Academy and Finding His Passion Second time flying was leaving for US Air Force Academy (only way to get to college) Got exposed to things small town guy never traveled beyond family station wagon Found passion for flying airplanes at young age Stumbled into it with no idea it would be 23 years as fighter pilot [00:10:00] Fighter Pilot Career Flew F-15 operationally around the world for 23 years Was F-16 aggressor (adversary/bad guy that trains combat pilots) Did exchange tour with US Navy, flew F-18 in operational flight tests Retired after 23 years, went to Raytheon [00:10:40] Entrepreneurial Years Owned Great Harvest Bread company franchise (had a bakery) Co-owner of pro indoor football league team in Spokane Taught him when it's your own money, think more about spending it Helped when managing other people's money at Raytheon and Mitsubishi [00:13:20] Proudest Moment: The Team That Didn't Need Me At Raytheon, experimental R&D test airplane transitioning from single customer Customer said they don't want exclusive use anymore, won't pay for it Five year task to redefine mission, vision, create new organization After five years: "This team doesn't need me anymore, they can do this without me" [00:14:40] From One Program to 15 Had to go out and advertise capability to other Raytheon programs Restructured team to support multiple test projects instead of just one Asset went from supporting one program to 15-16 programs Worth billions of dollars in sales to Raytheon [00:15:40] Mitsubishi: Six Months of Success Mitsubishi trying to certify new regional jet, program having problems Took over program management and flight test team Program for previous 5 years never met schedule or been on budget Within first month, for next 6 months straight met schedule and under budget [00:17:00] Refocusing the Team Just through refocusing team, aligning tasks to priorities Giving people clear idea of what they did and why important to mission Aligned the focus and became best flight test team in business Better than Boeing, Airbus, Bombardier, Embraer or any large OEMs [00:19:00] Character, Competence, and Commitment Good teams have people full of character (how they treat those who can do nothing for them) Team needs competence (people who can get job done, willing to learn and improve) Third C is commitment to what they're doing Finding right people with all three is when you will succeed [00:21:20] Meeting President Ronald Reagan Air Force Academy graduation 1984, Reagan handed him diploma Speech that day embodied how Kyle wanted to live his life Not enough to be naysayer pointing out everything wrong Have to be person who can bring forward solutions [00:22:40] Reagan's Impact Shaped views about what was valuable throughout life Optimistic but understood reality, charismatic but not fake Had guiding principles but willing to change Genuinely liked people (important for any leader) [00:24:00] His Parents' Influence Parents are who really had impact on who he became Never made it feel like they gave up something for kids Felt true blessing was getting to have kids in their lives Father was athlete of year, worked morning job, bartended at night while in college [00:25:40] 72 Years Together Parents both 88 years old, just had 72nd wedding anniversary Even when times are hard, don't give up on people, work through it Father didn't become major league player but channeled into coaching Oldest brother became professional baseball player with Philadelphia Phillies [00:27:00] Learning to Live in the Moment Finding joy means learning to live in the moment Let go of past but learn lessons, don't let it define you Don't be so focused on future that you forget what's in front of you Take opportunities that may take you on detour in life [00:28:20] Losing Malibu Best friend Jim "Malibu" Reynolds was academy graduate, talented flyer Designed and built own aerobatic airplane, flew in air shows Made mistake on range in Red Flag exercise, hit ground and died at 30 Changed Kyle at 30 years old, realized it can all end very quickly [00:29:40] 10 Deaths in 23 Years Saw at least 10-11 deaths in 23 years of flying Changed how he looked at things and approached them Before worried about everything, how people thought of him Now: if no one will remember in 5 years, it's just not that important [00:33:00] The Squadron Bar Ritual Friday nights not just about drinking, it's a ritual Chance to bond with people going through similar experience Way to relax, find friendship and bonding in non-retribution way Learned more in one-on-one conversations than formal meetings   KEY QUOTES "I wrote a book because I have those six and four-year-old boys. I am an older father and I don't know how long I get to be with those boys growing up. I wanted to leave something to show for those 50 years before they were born, what their father did and what I believed in." - Kyle Skalisky "Good teams have people full of character. You can't define that on a resume. It's how people treat those who can do nothing for them. But you also have to have competence. Then the third C is commitment." - Kyle Skalisky CONNECT WITH KYLE SKALISKY 

In this episode, we sit down with Noah Herrin - author, speaker and pastor of Way Church in Nashville.   Noah's star is quickly rising, but what really stands out is his commitment to being authentic and saying "no" to things that pull him away from what God's called him to do.   We talk about being a Godly man, what it looks like to choose the right partner in life, and Noah drops some incredible wisdom when it comes to dating. Friends, you won't want to miss this conversation! Listen in and share with a friend! Grab a copy of Welcome to Manhood: https://amzn.to/3W8a2l5 Billy Graham "3 G's" sermon: https://billygraham.org/classics/the-temptations-of-christ Thanks to our amazing partners on this episode: First Interstate Bank & Vern Eide   First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit https://www.firstinterstatebank.com/   Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com

This Week In Startups is made possible by:Circle.so - http://Circle.so/twistDeel - http://deel.com/twistUber AI Solutions - http://uber.com/twistToday's show:Not long ago, promising young Japanese graduates wanted to go work for the largest, most established, and even oldest corporations: Sony, Mitsubishi, and the like. But now, just over the last few years, more and more Japanese people are becoming entrepreneurs and founders. TWiST Japan continues with a fascinating look inside the country's growing startup ecosystem with special guest, venture capitalist Shinichi “Shin” Takamiya. He'll walk Jason through how Japan stayed ahead of the rest of the world in technology, but started falling behind when it came to founding companies, and how the Japanese are now starting to level the playing field.PLUS why his fund, Globis, sees other VC firms as collaborators rather than the competition… How AI is helping Japanese and American founders build their companies more quickly… Why Jason prefers training younger people to become VCs rather than hiring more experienced players… Shin's guide to eating out in Tokyo… and much more!Timestamps: (00:00) We're so excited to bring Founder University in Japan!(04:15) Jason and our guest first met 15-25 years ago…(06:06) How is Japan always so far ahead of the rest of the world?(08:29) Globis is one of Japan's largest and oldest venture capital firms!(10:48) Circle.so -  the easiest way to build a home for your community, events, and courses — all under your own brand. TWiST listeners get $1,000 off Circle's Professional Plan by going to http://Circle.so/twist(12:38) Why founders need to play the long game when it comes to networking(15:03) “The founder is the most precious resource in the startup community”(16:50) Shin takes us inside his Mercari (a massive Japanese marketplace site) investment(18:20) How startups became “cool” in Japan, just recently(19:43) Deel - Founders ship faster on Deel. Set up payroll for any country in minutes and get back to building. Visit http://deel.com/twist to learn more.(21:09) You don't have to tell an investor your whole story… just get them interested(25:28) Why Jason likes to train young folks to be VCs, rather than hiring for experience(28:44) The differences between being candid and rude(29:44) Uber AI Solutions - Your trusted partner to get AI to work in the real world. Book a demo with them TODAY at http://uber.com/twist(35:40) Why Globis sees other VC firms as collaborators(39:08) The world's OLDEST company is 1500 years old… and it's from Japan…(39:54) Why a lot of great businesses aren't right for VC investment(43:34) Why picking the right market is so crucial(48:37) When you know the direction of change but can't predict the timing(50:34) How founders are using AI to build better companies faster(54:39) Shin's guide to eating out in Tokyo*Subscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.com/Check out the TWIST500: https://twist500.comSubscribe to This Week in Startups on Apple: https://rb.gy/v19fcp*Follow Lon:X: https://x.com/lons*Follow Alex:X: https://x.com/alexLinkedIn: https://www.linkedin.com/in/alexwilhelm/*Follow Jason:X: https://twitter.com/JasonLinkedIn: https://www.linkedin.com/in/jasoncalacanis/*Thank you to our partners:(10:48) Circle.so -  the easiest way to build a home for your community, events, and courses — all under your own brand. TWiST listeners get $1,000 off Circle's Professional Plan by going to http://Circle.so/twist(19:43) Deel - Founders ship faster on Deel. Set up payroll for any country in minutes and get back to building. Visit http://deel.com/twist to learn more.(29:44) Uber AI Solutions - Your trusted partner to get AI to work in the real world. Book a demo with them TODAY at http://uber.com/twistCheck out all our partner offers: https://partners.launch.co/

The AI boom has led to unprecedented demand for data centers in the US. With interconnection queues stretching for years, hyperscalers can no longer wait for traditional grid capacity to catch up. In this episode, Alex speaks with Peter Sawicki - Vice President of Business Development of Emerging Technologies at Mitsubishi Power Americas. They explore how the industry is pivoting to "bring your own power" solutions to bridge the gap. They discuss how manufacturers are pairing trailer-mounted gas turbines with battery storage to deliver the critical reliability that data centers require, along with the evolving role of gas in the transition, the technical reality of hydrogen-ready infrastructure, and why the immediate priority has shifted from decarbonization to pure deliverability.Key topics discussedWhy unprecedented load growth from AI and domestic offshoring has caught the power industry by surprise.How developers are bypassing long interconnection queues.Why pairing gas generation with battery storage is essential for managing the millisecond demand surges of large language models.What ‘hydrogen-ready' actually mean for turbine technology and the future of long-duration seasonal storage.How the industry's priority stack fundamentally shifted from long-term decarbonization goals to immediate speed to power.About our guest.Peter Sawicki is the leader of the Emerging Technologies group at Mitsubishi Power, a division of Mitsubishi Heavy Industries. A veteran of the power industry with 30 years of experience, Peter has spent the last 11 years at Mitsubishi. In his current role, Peter focuses on business development for "non-conventional" customers, specifically targeting hyperscalers, co-locators, and land developers navigating the massive data center build-out driven by the AI boom. You can find Peter on LinkedIn here About Modo EnergyModo Energy helps the owners, operators, builders, and financiers of battery energy storage understand the market — and make the most out of their assets.All episodes of Transmission are available to watch or listen to on the Modo Energy site. To stay up to date with our analysis, research, data visualisations, live events, and conversations, follow us on LinkedIn. Explore The Energy Academy, our bite-sized video series explaining how power markets work.

The AI boom has led to unprecedented demand for data centers in the US. With interconnection queues stretching for years, hyperscalers can no longer wait for traditional grid capacity to catch up. In this episode, Alex speaks with Peter Sawicki - Vice President of Business Development of Emerging Technologies at Mitsubishi Power Americas. They explore how the industry is pivoting to "bring your own power" solutions to bridge the gap. They discuss how manufacturers are pairing trailer-mounted gas turbines with battery storage to deliver the critical reliability that data centers require, along with the evolving role of gas in the transition, the technical reality of hydrogen-ready infrastructure, and why the immediate priority has shifted from decarbonization to pure deliverability.Key topics discussedWhy unprecedented load growth from AI and domestic offshoring has caught the power industry by surprise.How developers are bypassing long interconnection queues.Why pairing gas generation with battery storage is essential for managing the millisecond demand surges of large language models.What ‘hydrogen-ready' actually mean for turbine technology and the future of long-duration seasonal storage.How the industry's priority stack fundamentally shifted from long-term decarbonization goals to immediate speed to power.About our guest.Peter Sawicki is the leader of the Emerging Technologies group at Mitsubishi Power, a division of Mitsubishi Heavy Industries. A veteran of the power industry with 30 years of experience, Peter has spent the last 11 years at Mitsubishi. In his current role, Peter focuses on business development for "non-conventional" customers, specifically targeting hyperscalers, co-locators, and land developers navigating the massive data center build-out driven by the AI boom. You can find Peter on LinkedIn here About Modo EnergyModo Energy helps the owners, operators, builders, and financiers of battery energy storage understand the market — and make the most out of their assets.All episodes of Transmission are available to watch or listen to on the Modo Energy site. To stay up to date with our analysis, research, data visualisations, live events, and conversations, follow us on LinkedIn. Explore The Energy Academy, our bite-sized video series explaining how power markets work.

Dans cette deuxième partie de l'épisode consacré à Éric Briffard, le récit s'accélère et change d'échelle.On quitte la France pour Tokyo, à la fin des années 80. À 27 ans, Éric Briffard part seul, propulsé chef de cuisine d'un restaurant français au cœur d'un hôtel flambant neuf du groupe Mitsubishi. Il découvre un Japon en pleine effervescence, un pays alors presque vierge de chefs français, un terrain d'expression inédit où il n'est plus seulement exécutant mais porteur d'une cuisine, d'une culture, d'un drapeau.Cette période devient fondatrice : immersion totale, produits inconnus en France, marchés, discipline japonaise, exposition médiatique inattendue. Puis vient le retour, brutal, dans l'arène la plus exigeante qui soit : la brigade de Joël Robuchon.Entre fascination, dureté extrême, apprentissage technique absolu et remise en question permanente, Éric Briffard raconte ce que cela signifie d'être formé par l'un des chefs les plus exigeants de l'histoire. Il parle aussi du moment charnière où l'on cesse d'être un exécutant brillant pour chercher, enfin, sa propre voix.Un épisode de bascule, de vertige parfois, où l'on comprend comment se forgent les chefs capables de prendre les commandes des plus grandes maisons.Pour découvrir la cuisine d'Eric Briffard, on vous conseille ces livres !Et pour découvrir l'école Cordon Bleu, c'est par là !

Unser Whatsapp-Kanal. Aktien hören ist gut. Aktien kaufen ist noch besser. Unser Partner Scalable Capital ist jetzt Bank und bietet euch dadurch jetzt noch bessere Konditionen. Mehr Infos findet ihr unter: scalable.capital/oaws. Rossmann und Mr. Beast sind bald dank CK Hutchison und Bitmine an der Börse. Mitsubishi kauft Aethon. Trump pusht GE Vernova & Siemens Energy. Er schadet Vistra & Constellation. Er bedroht Europa. Novo Nordisk, Klöckner & Micron steigen. Porsche nicht. Hat Silber noch Potenzial? Das haben wir mit Ronald-Peter Stöferle besprochen. Er ist Fondsmanager und Mitglied der Geschäftsleitung beim Vermögensverwalter Incrementum und Rohstoffexperte. Robert Pera hat alles richtig gemacht. Aus Leidenschaft NBA-Team gekauft. Geld verzehnfacht. Aus Leidenschaft Wifi-Produkte entwickelt. 30-facher Milliardär geworden. Das ist die Story von Ubiquiti (WKN: A2PQP8). Diesen Podcast vom 19.01.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

In this episode, we are diving deep into your questions from the past week and sharing stories from our most recent training class. We start by addressing the common fear of switching between PLC brands, specifically for those who feel stuck with Mitsubishi knowledge when the industry is calling for Allen Bradley. I explain why mastering the core logic instructions is more important than chasing every brand name for your resume. We also break down a technical deep dive into 4-20mA scaling for tank levels, explaining why adding intermediate steps usually just creates more work for the next technician.Beyond the technical side, we explore the mindset required to make a career pivot into automation. I share some of the feedback from our recent video about starting TW Controls with almost nothing and highlight inspiring stories from our community members who moved from banking and labor roles into successful engineering and systems roles. We also have a bit of fun reviewing the results of last week's visual puzzle and discussing how a technician's job is often just about changing your perspective until the data makes sense.Helping you become a better technician so you will always be in demandNot sure what video to watch next? Enhance your skills and track your progress at https://controls.tw/yt-courses!Items used in this video:PLC Trainerhttps://controls.tw/yt-plc-trainersThe above links make these videos possible. Please use them!

The 5 things you need to know before the stock market opens today: shale producers Devon Energy and Coterra Energy are reportedly considering a merger, Mitsubishi will acquire shale gas assets in Louisiana and Texas, shares of J.B. Hunt fell on earnings, AI vibe-coding startup Replit is nearing a new funding round, and Lucasfilm's Kathleen Kennedy is stepping down after over a decade running the Star Wars universe.  Squawk Box is hosted by Joe Kernen, Becky Quick and Andrew Ross Sorkin.  Follow Squawk Pod for the best moments, interviews and analysis from our TV show in an audio-first format. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Brad updates us on his project car fleet. Andrew's Volvo gives him a bunch of trouble with the chokes and we cover NASCAR's new playoff format.  Please Rate, review and subscribe to the podcast on your favorite listening platform. Comments, Questions, complaints; email us at autoofftopic@gmail.com Join the Discord, message us on the socials for a link. Keep your cars analog and Aim for the Roses!

  I'm so pumped about today's episode because I got to interview a guy I only know through his Instagram account: Ethan Benard.    Ethan used to weigh over 600 pounds and he shares the ups and downs of his incredible weight-loss journey.    He shares the challenges of maintaining motivation, the mental struggles he has when he puts in the work and doesn't see progress and the importance of having a strong "why" to keep going on the tough days.    I don't know what change you are trying to make….relationship, health, career. Whatever it is, Ethan will inspire you to keep the faith and put one foot in front of the other.   Follow Ethan on Instagram: https://www.instagram.com/ethanbenard/    Thanks to our amazing partners on this episode: Generous Coffee & Vern Eide   Generous Coffee sells some of the best coffee in the world AND 100% of profits are donated to nonprofit organizations that are fighting injustice facing humans around the world. You can find out more (including purchasing in bulk) at generousmovement.com    Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com   Subscribe to Life Between Sundays on YouTube and watch the full interview with Ethan: youtube.com/@adamaweber    Sign up for The Crew: adamweber.com/thecrew    

Send us a textWe started our careers at the epicenter of the Global Financial Crisis in 2008: the trading floor Lehman Brothers and the CDO Structuring desk at Morgan Stanley. And now, we get to watch our favorite characters reenacting all the drama of the Lehman bankruptcy through the lens of Industry.  We dissect the chaotic "war room" dynamics as executive leadership scrambles for a lifeline, debating the merits of a strategic capital injection from Mitsubishi (mirroring the real-life rescue of Morgan Stanley) versus a total buyout by Barclays (the ultimate fate of Lehman). We explain the critical financial concepts at play, including the mechanics of "good bank/bad bank" splits, dispelling common myths about how government "bailouts" actually worked, and the reality of liquidity crises where "too big to fail" meets "moral hazard."All of our characters' ambitions and come to a head as they jockey for power and profit with everything on the line. Who will emerge victorious from the boardroom coup? How did a financial error end up in the pitch deck? Who is stabbing whom in the back? And who will ultimately be our useful idiot?This is an exceptionally technical recap, and we explain topics like counterparty credit risk, employee stock options, insider trading, and converts...as well as a detailed blow by blow of the real events underlying one of Industry's all time best episodes!!!Shop our Self Paced Courses: Investment Banking & Private Equity Fundamentals HEREFixed Income Sales & Trading HERE Wealthfront.com/wss. This is a paid endorsement for Wealthfront. May not reflect others' experiences. Similar outcomes not guaranteed. Wealthfront Brokerage is not a bank. Rate subject to change. Promo terms apply. If eligible for the boosted rate of 4.15% offered in connection with this promo, the boosted rate is also subject to change if base rate decreases during the 3 month promo period.The Cash Account, which is not a deposit account, is offered by Wealthfront Brokerage LLC ("Wealthfront Brokerage"), Member FINRA/SIPC. Wealthfront Brokerage is not a bank. The Annual Percentage Yield ("APY") on cash deposits as of 11/7/25, is representative, requires no minimum, and may change at any time. The APY reflects the weighted average of deposit balances at participating Program Banks, which are not allocated equally. Wealthfront Brokerage sweeps cash balances to Program Banks, where they earn the variable APY. Sources HERE.

En Capital Intereconomía, hemos tenido una tertulia especial mtor, en la que hemos analizado qué coche hay que comprar teniendo en cuenta que Bruselas ha frenado la prohibición total del coche de combustión hasta 2035. A esta tertulia nos acompaña Fernando Poveda, director de comunicación de OMODA & JAECOO España, Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino) y Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino).

Welcome to the first episode of 2026! Kelly and Lizz have survived the holiday break (barely) and ready to kick off a new year of podcasts. First things first, it's time to reveal their words for 2026 and these are some things we should all take with us into the new year. Speaking of words of the year, the unintentional word of the year for 2025 was coined right on this podcast: micro-hobbies! Kelly has a new one and it involves joining a club. Plus, her football micro-hobby is going strong and getting ready for the playoffs.  Big announcement for the Car Mom, new merch is here! This one is for all the minivan lovers out there. Since they are on the minivan topic, it's time to talk about Pete Davidson's tricked out minivan. Are you over the "I'm getting a COOL minivan" cliche?  Kelly and Lizz also have some new base model luxuries. Some are better than others...  Checking in with Industry News, Mitsubishi continues to try and find their way in automotives. So far they haven't been successful, could that change soon? Speaking of success, Stellantis sales are down once again for 2025. What can save them?  In Ditch the Drive-Thru, Kelly made a beef soup that impressed the entire family on New Year's Day. It was so good that even Lizz had seconds!  Get your "Never Say Never" sweatshirt now at tensionandthreadco.com

In this episode, Emily and I are kicking off 2026 talking about fresh starts. Why we love them, why they matter, and why they don't always go the way we hope. There's something about a new year that invites us to pause, reflect, and ask what kind of people we actually want to become. I'm sharing 8 books you should read in 2026 - not as a checklist, but as tools that can help shape your thinking, your faith, and the direction of your life. Even one or two of these could make a real difference. If you're stepping into this year with hope, questions, or a desire to grow, I hope this episode will encourage you. Thanks to our amazing partners on this episode:  International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/ Subscribe to Life Between Sundays on YouTube and watch the full episode: youtube.com/@adamaweber  Sign up for The Crew: https://www.adamweber.com/thecrew References: Holy Bible NLT   Emotionally Healthy Spirituality by Peter Scazzero   Day by Day Devotional by Peter Scazzero   In the Name of Jesus by Henri J.M. Nouwen   All it Takes is a Goal by John Acuff   Build the Life You Want by Arthur C. Brooks and Oprah   Gospel Patrons by John Rinehart   10x is Easier than 2x by Dan Sullivan

En Capital Intereconomía, hemos tenido una tertulia especial mtor, en la que hemos analizado qué coche hay que comprar teniendo en cuenta que Bruselas ha frenado la prohibición total del coche de combustión hasta 2035. A esta tertulia nos acompaña Fernando Poveda, director de comunicación de OMODA & JAECOO España, Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino) y Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino).

Bis zu 2.500 € Bonus von Scalable Capital. Neu- und Bestandskunden, die Wertpapiere oder Guthaben bei Scalable Capital einzahlen, können sich bis zum 15.01.2026 einen Bonus sichern. Alle Infos gibt's hier: scalable.capital/transfer-bonus. Rheinmetall, Mitsubishi, Saab - steigen wegen Unsicherheit. Chevron, Schlumberger, Halliburton, Schoeller-Bleckmann - steigen wegen Venezuela-Öl. Novo steigt dank Pille. Kupfer boomt. Milliardäre (BlueCrest & QXO) auch. Versant & Comcast nicht so. Autogrill gibt's nicht nur an Raststätten, sondern auch an der Börse. Und zwar mit Avolta (WKN: A0HMLM). Alle sprechen über Quantencomputer. Aber Quantensensoren sind näher am Umsatz gebaut. Wen freut's? Anglo American (WKN: A41BF3) und Frequency Electronics (WKN: 858079). Diesen Podcast vom 06.01.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

En Capital Intereconomía, hemos tenido una tertulia especial mtor, en la que hemos analizado qué coche hay que comprar teniendo en cuenta que Bruselas ha frenado la prohibición total del coche de combustión hasta 2035. A esta tertulia nos acompaña Fernando Poveda, director de comunicación de OMODA & JAECOO España, Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino) y Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino).

En Capital Intereconomía, hemos tenido una tertulia especial mtor, en la que hemos analizado qué coche hay que comprar teniendo en cuenta que Bruselas ha frenado la prohibición total del coche de combustión hasta 2035. A esta tertulia nos acompaña Fernando Poveda, director de comunicación de OMODA & JAECOO España, Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino) y Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino).

En Capital Intereconomía, hemos tenido una tertulia especial mtor, en la que hemos analizado qué coche hay que comprar teniendo en cuenta que Bruselas ha frenado la prohibición total del coche de combustión hasta 2035. A esta tertulia nos acompaña Fernando Poveda, director de comunicación de OMODA & JAECOO España, Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino) y Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino).

In this essential episode, Bryan Orr sits down with Elliot, the residential install supervisor at Kalos Services, to unpack a critical issue that's causing confusion among HVAC technicians, electricians, and inspectors alike: the new standards for breaker and conductor sizing on inverter-driven equipment. The conversation was sparked by Elliot's frustrating experience of having two inspectors in the same county fail the same installation for opposite reasons—one for an oversized breaker and another for an undersized breaker. This contradiction led to a deep dive into recent changes in UL standards and how they affect everyday HVAC installations. The heart of the issue stems from the transition to low-GWP refrigerants and the updated UL 60335-2-40 Edition 3 standard, which replaced the 1995 certification approach. This new standard introduced more conservative calculations for electrical characteristics, particularly affecting equipment using A2L refrigerants. The result? Data tags now show higher Minimum Circuit Ampacity (MCA) ratings than before, even though the equipment itself hasn't changed—only the math used to calculate these values has shifted. This has created a puzzling situation where the MCA can be higher than the recommended breaker size, which seems counterintuitive to anyone familiar with traditional electrical principles. Bryan and Elliot clarify the fundamental rule that still applies: size your wire to the MCA and your breaker to the MOCP (Maximum Overcurrent Protector). The confusion arises because manufacturers like Mitsubishi are now including "recommended breaker" sizes on data tags that are lower than the MCA—a courtesy to contractors, not a code requirement. The higher MCA reflects conservative safety margins that account for extreme operating conditions, but in practice, inverter-driven systems have multiple built-in protections that prevent them from ever actually reaching these calculated amperage levels. The key takeaway is that contractors can safely install breakers at the recommended size without safety concerns, as long as the breaker's lugs are rated to accept the wire size required by the MCA. The episode also explores how inverter-driven equipment fundamentally differs from traditional PSC motors, particularly regarding locked rotor amps (now more accurately termed "inverter input") and voltage drop considerations. Unlike conventional motors that simply run slower with reduced voltage, inverter-driven compressors and ECM motors compensate by drawing more current to maintain performance, creating a potential compounding effect with voltage drop that installers need to understand—even though voltage drop itself isn't an enforceable NEC code requirement. Topics Covered: New UL 60335-2-40 Edition 3 standards and their impact on electrical calculations for HVAC equipment The relationship between MCA (Minimum Circuit Ampacity) and MOCP (Maximum Overcurrent Protector) and why they can now seem contradictory Recommended breaker sizes on modern data tags and why they may be lower than the MCA Handling inspector conflicts and failed inspections related to breaker sizing Differences between inverter-driven equipment and traditional PSC motors in electrical behavior The transition from "locked rotor amps" to "inverter input" terminology for modern equipment Voltage drop considerations with inverter-driven systems (NEC 210.19A and 215.2A) Why inverter-driven equipment draws more current at lower voltages compared to traditional motors Proper wire and breaker sizing for A2L refrigerant equipment (454B systems) NEC Section 440 requirements specific to air conditioning and refrigeration equipment Breaker lug ratings and ensuring they can accept the required wire size Practical advice for communicating with inspectors and resolving code disputes   Read the tech tip on this topic HERE. Have a question that you want us to answer on the podcast? Submit your questions at https://www.speakpipe.com/hvacschool. Purchase your tickets or learn more about the 7th Annual HVACR Training Symposium at https://hvacrschool.com/symposium. Subscribe to our podcast on your iPhone or Android. Subscribe to our YouTube channel. Check out our handy calculators here or on the HVAC School Mobile App for Apple and Android.

En Capital Intereconomía, hemos tenido una tertulia especial mtor, en la que hemos analizado qué coche hay que comprar teniendo en cuenta que Bruselas ha frenado la prohibición total del coche de combustión hasta 2035. A esta tertulia nos acompaña Fernando Poveda, director de comunicación de OMODA & JAECOO España, Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino) y Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino).

En Capital Intereconomía, hemos tenido una tertulia especial mtor, en la que hemos analizado qué coche hay que comprar teniendo en cuenta que Bruselas ha frenado la prohibición total del coche de combustión hasta 2035. A esta tertulia nos acompaña Fernando Poveda, director de comunicación de OMODA & JAECOO España, Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino) y Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino).

En Capital Intereconomía, hemos tenido una tertulia especial mtor, en la que hemos analizado qué coche hay que comprar teniendo en cuenta que Bruselas ha frenado la prohibición total del coche de combustión hasta 2035. A esta tertulia nos acompaña Fernando Poveda, director de comunicación de OMODA & JAECOO España, Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino) y Javier de la Calzada, director de comunicación de Astara (Subaru, KGM, Mitsubishi, Maxus, Foton y Microlino).

Allen delivers the 2025 state of the wind industry. For the first time, wind and solar produced more electricity than coal worldwide. The US added 36% more wind capacity than last year, Australia’s market hit $2 billion, and China extended its 25-year streak of double-digit growth. But 2025 also brought challenges: the Trump administration froze offshore wind projects, Britain paid billions to curtail turbines, and global wind growth hit its lowest rate in two decades. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes’ YouTube channel here. Have a question we can answer on the show? Email us! Allen Hall: 2025, the year the wind industry will never forget. Let me tell you about a year of records and reversals of triumphs and a bunch of turbulence. First, the good news. Renewable energy has done something historic for the first time ever. Wind and solar produce more electricity than coal worldwide. The energy think tank embers as global electricity. Demand grew 2.6% in the first half of the year. Solar generation jumped by 31%, wind rose nearly 8%. Together they covered 83% of all new demand. Coal share of global electricity fell to 33.1%. Renewables rose to 34.3. A [00:01:00]pivotal moment they called it. And in the United States, turbines kept turning wood. McKinsey and the American Clean Power Association report America will add more than seven gigawatts of wind this year. That is 36% more than last year in the five year outlook. 46 gigawatts of new capacity through 2029. Even Arkansas by its first utility scale wind project online through Cordio crossover Wind, the powering market remains strong. 18 projects will drive 2.5 gigawatts of capacity additions over the next three years. And down under the story is equally bright. Australia’s wind energy market reached $2 billion in 2024 by. 2033 is expected to reach $6.7 billion a growth rate of nearly 15% per year. In July, Australian regulators streamlined permitting for wind farms, and in September remote mining operations signed [00:02:00] long-term wind power agreements while the world was building. China was dominating when power output in China is on track for more than 10% growth for the 25th year in a row. That’s right, 25 years in a row. China now accounts for more than 41% of all global wind power production a record. And China’s wind component exports up more than 20%. This year, over $4 billion shipped mainly to Europe and Asia, but 2025 was not smooth sailing, as we all know. In fact, global wind generation is on track for its smallest growth rate in more than 20 years. Four straight months of year over year. Declines in Europe, five months of declines in North America and even Asia registered rare drops in September and October. The policy wind shifted too in the United States. The Trump administration froze offshore wind project work in the Atlantic. The interior [00:03:00] Department directed five large scale projects off the East Coast to suspend activities for at least 90 days. The Bureau of Ocean Energy Management cited classified national security information. That’s right. Classified information. Sure. Kirk Lippold, the former commander of the USS Coal. Ask the question on everyone’s mind. What has changed in the threat environment? Through his knowledge, nothing. Democratic. Governors of Connecticut, Rhode Island, Massachusetts, and New York issued a joint statement. They called the pause, a lump of dirty coal for the holiday season, for American workers, for consumers, for investors. Meanwhile, in Britain, another kind of problem emerged the cost of turning off wind farms when the grid cannot cope, hit 1.5 billion pounds. This year, octopus Energy, Britain’s biggest household supplier is tracking it payments to Wind farms to switch off 380 [00:04:00]million pounds. The cost of replacing that wasted power with. Gas 1.08 billion pounds. Sam Richards of Britain remade called it a catastrophic failure of the energy system. Households are paying the price. He said, we are throwing away British generated electricity and firing up expensive gas plants instead. In Europe, the string of dismal wind power auctions also continued some in Germany and Denmark received no bids at all. Key developers pushed for faster permitting and better auction terms. Orsted and Vestas led the charge. And in Japan soaring cost estimates cause Mitsubishi to pull out of three offshore projects. Projects that were slated to start operations by 2030. Gone. The Danish shore Adapting Ted, the world’s largest offshore wind developer sold a 55% stake in its greater Chiang two offshore Wind Farm in Taiwan. The Buyer [00:05:00] Life Insurance Company Cafe, the price around $789 million. With that deal, Ted has signed divestments, totaling 33 billion Danish crowns during 2025. The company is trying to restore investor confidence amid rising costs, supply chain disruptions, and uncertainty from American policy shifts. Meanwhile, the International Energy Agency is sounding the alarm director, Fadi Beal says Solar will account for 80% of renewable capacity growth through the end of the decade. And that sounds about right. So it’s got a bunch of catch up to do, but policymakers need to pay close attention. Supply chain, security grid integration challenges and the rapid rise of renewables is putting increasing pressure on electricity systems worldwide. Curtailment and negative price events are appearing in more markets, and the agency is calling for urgent [00:06:00] investments in grid energy storage and flexible generation. And what about those tariffs? We keep reading about wood McKenzie projects. Tariffs will drive up American turbine costs in 2026 in total US onshore wind capital expenditure is projected to increase 5% through 2029. US wind turbine pricing is experiencing obviously unprecedented uncertainty. Domestic manufacturing over capacity would normally push down prices, but tariff exposure on raw materials is pushing them up. And that’s by design of course. So where does this leave us? The numbers tell the story. Renewables overtook Coal. America will install 36% more turbines. This year, Australia’s market is booming. China continues. Its 25 year streak of double digit growth, but wind generation growth worldwide is at its lowest in two decades. And policy reversals in America have stalled. [00:07:00] Offshore development and Britain is paying billions to turn off turbines because the grid cannot handle the power. Europe’s auctions are struggling and Japan’s developers are pulling back and yet. The turbines keep turning. You see, wind energy has had good years and bad years, but 20 25, 20 25 may be one of the worst. The toxic Stew Reuters called it major policy reversals, corporate upheaval, subpar generation in key markets, and yet the industry sees reasons to expect improvement changes to auction incentives, supply chain adjustments, growing demand for power from all sources. The sheer scale of China’s expansion means global wind production will likely keep hitting new highs, even if growth grinds to a halt in America, even if it stays weak. In Europe, 2025 was a year of records and reversals. The thing to remember through all of this [00:08:00] is wind power is low cost power. It is not a nascent industry. And it is time to deliver more electricity, more consistency. Everyone within the sound of my voice is making a difference. Keep it up. You are changing the future for the better. 2025 was a rough year and I’m looking forward to 2026 and that’s the state of the wind industry for December 29th, 2025. Have a great new year.

In this episode, I sit down with J.D. Greear, pastor of The Summit Church in Raleigh-Durham, North Carolina. Under J.D.'s leadership, The Summit has grown from a church of about 300 people to a movement of over 12,000. They have a bold vision to plant 1,000 churches by the year 2050. Woah!!  But what I love about this conversation is that it's not about numbers. It's about leadership in real life. We talk about the complexities and weight of leadership, how to find balance when everything feels overwhelming, and what it looks like to lead faithfully in a divided world without becoming cynical or jaded.  If you're leading people, carrying responsibility, or just trying to stay hopeful and healthy in the middle of it all, I think this conversation will really encourage you. Find JD's book here: https://a.co/d/eyosndF   Subscribe to The Conversation on YouTube and watch the full interview with JD: youtube.com/@adamaweber  Sign up for The Crew: https://www.adamweber.com/thecrew   Thanks to our amazing partners on this episode:  First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit https://www.firstinterstatebank.com/ Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/  

Morning news and tallk then Wheels Up, Auto journalist Eric Peters, Reviews, politics, Mitsubishi has trouble, what about those tiny cars and always your calls!

Hey before I begin I just want to thank all of you who have joined the patreon, you guys are awesome. Please let me know what other figures, events or other things you want to hear about in the future and I will try to make it happen.   If you are a long time listener to the Pacific War week by week podcast over at KNG or viewer of my youtube channel you have probably heard me talk about Tomoyuki Yamashita, the Tiger of Malaya quite often. It goes without saying when it comes to Japanese generals of WW2 he stands out. Not just to me, from the offset of the war he made a large impression on westerners, he achieved incredible feats early on in the war. Now if you look up books about him, you will pretty much only find information in regards to his infamous war crimes trial. Hell it was so infamous the legal doctrine of hierarchical accountability for war crimes, whereby a commanding officer is legally responsible for war crimes and crimes against humanity committed by his subordinates, was created. This is known as the command responsibility or “the Yamashita standard”. His court case was very controversial, he remains a controversial figure, certainly to the people of territories he campaigned in, but I think what can be said of him the most is he was special amongst the Japanese generals. Anyways lets get the show on the road as they say.   So who was Yamashita? When he was 59 years old commanding forces in the Philippines against General Douglas MacArthur, he weighed 220 ls and stood 5 feet 9 inches. His girth pressed out against his green army uniform. He had an egg shaped head, balding, wide spaced eyes and a flat nose. He wore a short mustache, sort of like Hitlers, until it grayed then he shaved it off. He was not a very attractive man, Filipinos referred to him as “old potato face” while Americans called him “a florid, pig faced man”.   Tomobumi Yamashita was born in 1885, he was the second son of Dr. Sakichi Yamashita and Yuu Yamashita in Osugi village, on Shikoku island. Like most males of his day he was indoctrinated into military preparatory school from a young age. Yamashita had no chosen the army as a career, in his words ‘my father suggested the idea, because I was big and healthy, and my mother did not seriously object because she believed, bless her soul, that I would never pass the highly competitive entrance examination. If I had only been cleverer or had worked harder, I would have been a doctor like my brother”Yamashita would graduate from the 18th class of the IJA academy in november of 1905, ranked 16th out of 920 cadets.    In 1908 he was promoted to the rank of Lt and during WW1 he fought against Imperial German and Austro-Hungarian forces in the famous siege of Qingdao, which if you are interested I did an episode over on my Youtube channel about this battle. Its a very overlooked battle, but many histories firsts occurred at it like the first carrier attack. In 1916 he was promoted to captain and attended the 28th class of the Army War college to graduate sixth in his class that year. He also married Hisako Nagayama in 1916, she was the daughter of the retired General Nagayama.    It seems Yamashita's brush against the Germans in 1914 had a huge influence on him, because he became fascinated with Germany and would serve as assistant military attache at Bern and Berlin from 1919-1922. He spent his time in Germany alongside Captain Hideki Tojo, both men would run into each other countless times and become bitter rivals. Both men toured the western front, visiting Hamburg and witnessed first hand the crippling inflation and food prices that came from Germany's defeat. Yamashita said to Tojo then “If Japan ever has to fight any nation, she must never surrender and get herself in a state like this.” He returned to Japan in 1922, was promoted to major and served a few different posts in the Imperial Headquarters and Staff College. Yamashita became a leading member of the Kodoha faction, while Tojo became a leading member of the rival Toseiha faction. In 1927 Yamashita was sent again to Europe, this time to Vienna as a military attache. Just prior to departing he had invested in a business selling thermometers starting by one of his wife's relatives, the business failed horribly and Yamashita was tossed into debt, bailiffs literally came to seize his house. As told to us by his biographer “For a regular officer to have contracted such a debt, however innocently, was a disgrace. He felt he should resign his commission.” Yamashita's brother refused to allow him to quit, instructing him to leave for Vienna, while he resolved his debts. His days in Vienna were the best of his life, professed Yamashita. He studied economics at Vienna university and made friends with a Japanese widow, who introduced him to a German woman named Kitty and they had an affair. This would spring forward his reputation as an eccentric officer. Yamashita was obsessed over hygiene,and refused to eat fruit unless it was thoroughly washed. He avoided ice water, hated dancing and never learnt how to drive a car. One of his most notable quirks was his habit of falling asleep often during meetings where he legendarily would snore. Like I may have said in previous podcast and youtube episodes, this guy was quite a character, often described as a big bear.    Now this is not a full biography on Yamashita so I cant devolve to far into things, such as his first fall from grace. During the February 26th coup incident of 1936, Yamashita was a leading member of the Kodoha faction and helped mediate a peaceful end to the standoff, however in truth he was backing the coup. He simply managed to not get caught red handed at the time doing too much for the mutineers, regardless he lost favor with the outraged Emperor and many young captains whom he loved like sons killed themselves in disgrace. If you want to know more about the February coup of 1936, check out my series on Emperor Hirohito or General Ishawara, they both talk about it in depth and touch upon Yamashita's role a bit.    The coup led to the dissolvement of the Kodoha faction and the dominance of the Toseiha, led by Tojo. Yamashita tried to resign from the IJA, but his superiors dissuade him. He was relegated to a post in Korea, which honestly was a punishment. Yamashita would say “When I was posted to Korea, I felt I had been given a tactful promotion but that in fact my career was over. Even when I was given my first fighting company in North China, I still felt I had no future in the Army, so I was always on the front line, where the bullets flew the thickest. I sought only a place to die.”  He had some time to reflect upon his conduct while in Korea, he began to study Zen Buddhism. He was promoted to Lt General in November of 1937 and when the China war broke out he was one of those speaking out that the incident needed to end swiftly and that peaceful relations must be made with the UK and US. He received a unimportant post in the Kwantung army and in 1938 was assigned command of the IJA 4th division. He led the forces during in northern china against insurgents until he returned to Tokyo in July of 1940. His fellow officers lauded him as Japan's finest general. Meanwhile Tojo had ascended to war minister and one of his first moves was to send a delegation to Germany. Tojo considered Yamashita a ruthless and forceful commander and feared he would become a powerful rival against him one day. Yamashita would go on the record to say then “I have nothing against Tojo, but he apparently has something against me.” You see, Yamashita had no political ambitions, unlike Tojo who was by nature a political monster. “My life, is that of a soldier; I do not seek any other life unless our Emperor calls me.” In late 1940, Tojo asked Yamashita to lead a team of 40 experts on a 6 month train tour of Germany and Italy, a move that kept him out of Tokyo, because Tojo was trying to solidify his political ambitions. This is going to become a looming theme between the two men.   He was presented to Adolf Hitler in January of 1941, passing along messages from Tojo and publicly praising the Fuhrer, though privately he was very unimpressed by the man  “He may be a great orator on a platform, with his gestures and flamboyant way of speaking. But standing behind his desk listening he seems much more like a clerk.” Hitler pressed upon him to push Japan to declare war on Britain and the US. At the time of course Japan was facing China and had two major conflicts with the USSR, thus this was absolutely not in her interest. “My country is still fighting in China, and we must finish that war as soon as possible. We are also afraid that Russia may attack us in Manchuria. This is no time for us to declare war on other countries.” Yamashita hoped to inspect Germany's military techniques and technology to help Japan. Hitler promised open exchanges of information stating “All our secrets are open to you,”, but this would prove to be a lie. “There were several pieces of equipment the Germans did not want us to see. Whenever I tried to persuade the German General Staff to show us things like radar—about which we had a rudimentary knowledge—the conversation always turned to something else.”   Yamashita met with field Marshal Hermann Goring who gave him an overview of the war in europe. Goring would complain about Yamashita falling asleep during lectures and meetings and he believed the man was drunk often. Yamashita met Benito Mussolini in June of 1941 receiving a similar rundown to what he got in Germany. Yamashita visited Kitty in Vienna for a quick fling, but overall the trip deeply impacted Yamashita's resolve that Japan should stay out of the Europeans war and that Germany made a grievous error invading the USSR in June of 1941. This is what he said the members of the commission “You know the results of our inspection as well as I do. I must ask you not to express opinion in favor of expanding the alliance between Japan, Germany and Italy. Never suggest in your report that Japan should declare war on Great Britain and the United States. We must not and cannot rely upon the power of other nations. Japan needs more time, particularly as there may be aggression against us from Russia. We must have time to rebuild our defense system and adjust the whole Japanese war machine. I cannot repeat this to you often enough.” His report was similar, and it really pissed off Tojo who was trying to develop plans for a war against America. Yamashita would then get exiled to Manchuria in July of 1941, but Tojo's resentment towards him could only go so far, because Yamashita was one of their best generals and in his planned war against Britain and America, he would need such a man.   Yamashita's time in Europe reshaped his views on how to conduct war. He saw first hand blitzkrieg warfare, it seems it fascinated him. He consistently urged the implementation of new proposals calling for the streamlining of air arms; to mechanize the Army; to integrate control of the armed forces in a defense ministry coordinated by a chairman of Joint Chiefs of staff; to create a paratroop corps and to employ effective propaganda. Basically he saw what was working for the Germans against the allies and wanted Japan to replicate it. Tojo did not like many of the proposal, hated the fact they were coming from Yamashita, so he obviously was not keen on making them happen. Luckily for Yamashita he would be given a chance to implement some of his ideas in a big way.   On November 6th of 1941, Lt General Yamashita was appointed commander of the 25th Japanese army. His orders were to seize the Malay Peninsula and then the British naval base at Singapore. The Malaya Peninsula snakes 700 miles south of Thailand, a rugged sliver of land that constricts at its narrowest point to about 60 miles wide. It hold mountains that split the peninsula in half, some going as high as 7000 feet. During this time Malaya produced around 40% of the worlds rubber, 60% of its tin, two resources vital for war. At its very southern tip lies Singapore, a diamond shaped island connected to the mainland by a 1115 stone causeway. Singapore's largest asset was its naval base guarding the passage from the Pacific and Indian oceans. Together Malay and Singapore represented the key to controlling what Japan called the Southern Resource Area.   Singapore was known as the gibraltar of the east for good reason. It was a massively fortified naval base. The base had been developed between 1923-1938 and cost 60 million pounds, around 2 billion pounds today. It was 21 square miles, had the largest dry dock in the world, the 3rd largest floating dock and enough fuel tanks to support the entire royal navy for 6 months. She was defended by 15 inch naval guns stationed at the Johre battery, Changi and Buona vista battery. And despite the infamous myth some of you may have heard, these guns were fully capable of turning in all directions including the mainland. For those unaware a myth perpetuated after the fall of Singapore that her large 15 inch guns could not turn to the mainland and that this spelt her doom, no it was not that, it was the fact they mostly had armor piercing shells which are using to hit ships and not land targets. Basically if you fire an armor piercing shell at land it imbeds itself then explodes, while HE shells would have torn any Japanese army to pieces. Alongside the 15 inch monsters, there were countless other artillery pieces such as 9.2 inch guns. By December of 1941 Malaya and Singapore held 164 first line aircraft out of a total of 253 aircraft, but many of the fighters were the obsolete Brewster F2A Buffalo, a pretty slow, fat little beast that could take a licking as it was armored, but against the Zero fighter it was unbelievably outmatched in speed and maneuverability.    The Japanese acquired a major gift prior to the outbreak of war. On november 11th, 1940, the SS Automedon, a German raider attacked the HMS Atlantis which was carrying documents intended for the British far east command. The documents indicated the British fleet was not going to help Singapore; that Britain would not declare war if Thailand was invaded and that Hong Kong was expendable. The Germans gave the documents to the Japanese who were very excited by the information.    Starting in January of 1941, Colonel Masanobu Tsuji led the Taiwan Army Research section based on Formosa to investigate how a campaign could be waged in Malay and Singapore. His findings on the defenses of Malay and Singapore were summed up in these 3 points: 1. Singapore Fortress was solid and strong facing the sea, but vulnerable on the peninsular side facing the Johore Strait;  Newspaper reports of a strong Royal Air Force (RAF) presence were propaganda;  Although British forces in Malaya numbered from five to six divisions (well over 80,000 men), less than half were Europeans.    Now just a little bit about Tsuji as he was to become the chief of staff operations and planning under Yamashita. Tsuji was extremely insubordinate and a political schemer. He was a Toseiha faction fanatic, loyal to Tojo and thus definitely an enemy to Yamashita. Yamashita wrote of Tsuji in his war diary “is egotistical and wily. He is a sly dog and unworthy to serve the country. He is a manipulator to be carefully watched.” Tsuji would go on to have a infamous reputation for ordering atrocities in the name of his superiors, often without them knowing and this would be very much the case under Yamashita. Now using Tsuji's intelligence Yamashita began plans at his HQ at Samah, a port on Hainan island, starting in November of 1941 on how to launch the campaign. He was initially offered 5 divisions for the invasion, but he felt he could accomplish the objective with only three. There are a few reasons why he believed this; first, Tsuji's research suggested the peninsula roads would be the center of the battlefront and that the flanks would extend no more than a km or so to the left or right due to the dense jungle terrain (in fact Yamashita was planning to assault from the jungle specifically); 2nd intelligence indicated the defending troops were not of the highest caliber (the British were busy in Europe thus many of the troops in southeast asia were poorly trained, half were british regulars the rest were Australian, Indian and Malayan); 3rd Yamashita was aware “the Japanese army were in the habit of flinging more troops into the battle than could possibly be maintained” boy oh boy tell that one to the future boys on Guadalcanal. Thus he calculated 3 divisions was the maximum to be fed, equipped and supplied. Based on his recommendations the 25th army was created with 3 divisions; the 5th under Lt General Takuma Matsui; 18th under Lt General Renya Mutaguchi and the Imperial guards division of Lt General Takuma Nishimura. Supporting these would be two regiment of heavy field artillery and the 3rd tank brigade. Something that made Yamashita's campaign quite interesting was the usage and amount of tanks. He was invading with around 200 or so tanks consisting of the Type 95 Ha-Go light tank, type 97 Chi-Ha and Type 89 I-Go medium tanks and Type 97 Te-Ke tankettes. For aircraft he had the 3rd Air division, 459 aircraft strong with an additional 159 aircraft from the IJN to support them. The 3rd air division had a variety of aircraft such as Nakajima Ki-27 Nate's, Nakajima ki-43 Oscars, Kitsubishi ki-51 Sonia's, Kawasaki ki-48 Lily's, Mitsubishi ki-21 sally's, Mitsubishi ki-30 Ann's, Mitsubishi ki-15 babs and Mitsubishi ki-46 dinahs. For the IJN it was the 22nd air flotilla using Mitsubishi G3M1 Nell's, Mitsubishi A5M4 Claudes and some A6M Zeros. To say it was a lot of firepower at his disposal is an understatement, Yamashita was packing heat, heat he could use in a blitzkrieg fashion.   His staff at Samah identified 5 operational objectives: 1 Simultaneous capture of Singora and Patani, Thailand and Kota Bharu, Malaya.  2 Capture of all enemy airfields in southern Thailand and Malaya.  3 Occupation of Kuala Lumpur, Malaya.  4 Occupation of Johore Bahru, and control of Johore Strait.  5 Conquest of Singapore.    Colonel Tsuji, appointed Chief of Operations and Planning for the 25th Army, proposed the following plan which was readily approved:  Land the main strength of the 5th Division simultaneously and without warning at Singora and Patani, and at the same time land a powerful section of the 18th Division to attack Kota Bharu.  The troops disembarked at Singora and Patani to press forward immediately to attack the line of the Perak River Hand capture its bridge and the Alor Star aerodrome.  The troops landed at Kota Bharu to press forward along the eastern coast as far as Kuantan.    The landing at Kota Bharu, the only one in Malaya was expected to be opposed and quite risky. But if it was successful, it would create a useful diversion away from the main force landings in Thailand.   The landings took place around 2:15am local time on December 8th, about an hour and 20 minutes before the attack on Pearl Harbor. The landings went largely unopposed, except at Kota Bahru where the Japanese saw heavy resistance. The British had anticipated this landing point and created operation Matador, a plan to pre-emptively invade southern thailand to secure defensive lines against the Japanese, however this plan was never accepted by British high command for obvious political reasons. But on December 5th, with a Japanese invasion looking certain, suddenly London gave permission to the Far east commanders to decide if Operation matador should be activated or not. The commander in Malaya, General Arthur Percival recommended forestalling it, fearing to violate Thai sovereignty, which ultimately would be the doom of a defense for Malaya.   At the battle of Kota Bharu, the 9th infantry division of Major General Barstow attempted holding off the Japanese from taking the important Kota Bharu airfield. The 8th brigade of Billy Key had fortified the beaches with pillboxes, barbed wire and land mines. The Japanese took heavy losses, but they were able to find gaps and fill them up until Brigadier Key had to ask permission to pull out. The royal air force at Kota Bharu tossed Hudson bombers to hit the troop transports, but it was a suicide mission to do so. Meanwhile the IJA 5th division landed at Pattani and Songkhla in Thailand while the Imperial guards division marched over the border from French Indochina. The Japanese encountered very little resistance, the leader of Thailand Plaek Pibulsonggram had been trying to get assurances from the allies and Japanese all the way up until the invasion, once the Japanese landed he knew his best option was to play nice and sign an armistice. This basically spelt doom for malaya as the Japanese were given access to Thailand's airfields which they used to smash the forward airfields in Malaya.   The first day of aerial encounters were a catastrophe for the British. General Percival would comment “The rapidity with which the Japanese got their air attacks going against our aerodromes was quite remarkable. Practically all the aerodromes in Kelantan, Kedah, Province Wellesley, and Penang, were attacked, and in most cases fighters escorted the bombers. The performance of Japanese aircraft of all types, and the accuracy of their bombing, came as an unpleasant surprise. By the evening our own air force had already been seriously weakened.” Brigadier Key withdrew after causing an estimated 800 casualties upon the Japanese while taking roughly 465. While Kota Bharu was being fought over, Percival unleashed Operation Krohcol, a 2.0 of Matador seeing British forces cross into Thailand to intercept the incoming enemy. It was an absolute disaster, the British attackers were defeated not only by the Japanese 5th division, but some Royal Thai police also defended their territory. The operation had basically become a race to who could seize the important focal point first and the Japanese took it first thus winning decisively. To add to that misery, force Z, consisting of the battleship HMS Prince of Wales,, battlecruiser Repulse and 4 destroyers tried to intercept the Japanese invasion fleet only to be utterly destroyed by overwhelming Japanese airforces.   Within 4 days of the landings, the 5th division advanced from Singora through the town of Jitra to capture the RAF airfield at Alor star, around 100 miles away. Yamashita managed this using flanking techniques that saw his army take town after town and airfield after airfield. There were numerous natural obstacles to the advance such as dense jungles, very long supply lines, torrential rain and heat, but he had a secret weapon, bicycles. At Jitra Percival made his first major stand. Holding Jitra would safeguard the northern airfields of Malaya, but it was a folly to do so as the airfields in question were not provided adequate aircraft and the British lacked something extremely important to be able to defend themselves, tanks. Colonel Tsuji saw the fighting at Jitra first hand and reported “Our tanks were ready on the road, and the twenty or so enemy armored cars ahead were literally trampled underfoot … The enemy armored cars could not escape by running away, and were sandwiched between our medium tanks … It was speed and weight of armor that decided the issue.” The British had spread themselves far too thinly across a 14 mile front with jungle on their right flank and rubber plantations and mangrove swamps to their left. Yamashita used a innovative blitzkrieg like tactic, he combined his air, artillery, tanks and bicycle infantry to punch holes in concentrated attacks forcing allied defenders to withdraw. As Percival would write later in his memoirs “This withdrawal would have been difficult under the most favorable conditions. With the troops tired, units mixed as the result of the fighting, communications broken and the night dark, it was inevitable that orders should be delayed and that in some cases they should never reach the addressees. This is what in fact occurred … the withdrawal, necessary as it may have been, was too fast and too complicated for disorganized and exhausted troops, whose disorganization and exhaustion it only increased”    Yamashita had ingeniously thought of employing large numbers of bicycles for his infantry so they could keep up momentum and speed with his mechanized forces. Oh and he didn't bring thousands of bicycles over to Malaya, the real genius was that they were there ready for him. His intelligence prior to the invasion indicated nearly all civilians in malaya had bicycles, so when the Japanese came over they simply stole them. Half of Yamashitas troops moved in motor vehicles while the rest road on 18,000 bicycles. As noted by Tsuji “With the infantry on bicycles, there was no traffic congestion or delay. Wherever bridges were destroyed the infantry continued their advance, wading across the rivers carrying their bicycles on their shoulders, or crossing on log bridges held up on the shoulders of engineers standing in the stream.” They Japanese overwhelmed the defenders who were forced to fight, flee into the jungles or flee along the roads where they were simply outsped by the faster Japanese. The defenders left numerous stores of food, abandoned vehicles, and supplies that Yamashita's men would dub “churchill's allowance”. British Lt Colonel Spencer Chapmanwas forced to hide on the sides of roads watching Japanese pedal past remarking “The majority were on bicycles in parties of forty or fifty, riding three or four abreast and talking and laughing just as if they were going to a football match.” The Japanese had the ability to carry their gear on the bicycles, giving them an enormous advantage over the allies fleeing on foot. The Japanese could travel faster, further and less fatigued. When the British destroyed 250 bridges during their flight, “the Japanese infantry (to continue) their advance, wading across the rivers carrying their bicycles on their shoulders, or crossing on log bridges held up on the shoulders of engineers standing in the stream”. The British could not escape the bicycle blitzkrieg as it became known, countless were forced to surrender under constant pressure and relentless pursuit.    Alongside the bicycle warfare, whenever Yamashita faced terrain unsuitable for his tanks, he ordered amphibious landings further south to outflank the enemy's  rear.   Meanwhile the war in the air went equally terrible for the allies. The RAF had pulled back its best pilots and aircraft to deal with the war for Britain against the Luftwaffe. 21 airfields were in Malaya and Singapore, few of them had modern facilities, only 15 concrete runways. The heavy rain made the grass airstrips unusable. All the airfields were allocated around 8 heavy and 8 light anti aircraft guns. Quality radar units were completely inadequate. The Super Spitfires and Hyper Hurricanes were mostly in Britain fighting the Germans, while Buffaloes were allocated to Malaya. The Japanese airforces easily overcame the allied opposition and established air superiority quickly. Launching from airfields in Vietnam, they bombed all the airfields into submission and continuously applied pressure to Singapore. . The aerial dominance of the Zero and ‘Oscar' fighters served to undermine the morale of the British infantryman on the ground. As historian H. P. Wilmot has observed, “in the opening phase of the war the Zero-sen was just what the Japanese needed, and the Allies were devastated by the appearance of a ‘super fighter.' To add insult to injury, every airfield taken starting at the most northern going further and further south towards Singapore offered the Japanese new launching points to make for faster attack.   Yamashita's forces reached the southern tip of the peninsula in just 8 weeks, his men had covered some 700 miles, about 12 miles a day on average. They fought 95 large and smaller battles doing so. Multiple lines of defense were erected one after another to try and halt the Japanese advance, to kill their momentum. Starting at the beach landings, to Jitra, then to Kampar, over the Slim river, then Johor. The British failed to employ “leave behind forces” to provide guerilla warfare in lost territories leading not only the Japanese to easily consolidate their gains, the Thai's also came down and grabbed some territory. At the battle of Muar Major General Gordon Bennet deployed the allied defenders south of the Muar River and it was widely believed here they would finally halt the Japanese. Then the Imperial Guards division outflanked them performing an amphibious landing and advancing down the coastal route. The 5th Japanese division followed a parallel route through the center and the 18th division landed near Endau. The allies were thus surrounded and took heavy casualties, countless were forced to flee through swamps and thick jungle abandoned their stuff. Gordons 45th brigade were absolutely shattered, effectively disbanded and left north of the Muar river as the rest of the allies fled south. The defeat at Muar broke the British belief they could hold even a toehold on Malay. Percivals strategy to fight delaying actions until the arrival of reinforcements to Singapore had fatally undermined his troops ability to hold onto defensive positions. As the British governor of the Johore straits settlement, Sir Shenton Thomas would say on January 6th ‘“We … have gone in for mechanized transport to the nth degree. It is a fearsomely cumbersome method. We have pinned our faith to the few roads but the enemy used tracks and paths, and gets round to our rear very much as he likes.”” Yet alongside the conquest came a series of atrocities.    At the Parit Sulong Bridge south of the Muar, Captain Rewi Snelling was left behind with 150 wounded Australian and Indian soldiers not able to trek south. The Imperial guards division herded them into buildings, denied them medical treatment, many of the Indians were beheaded, others shot. This become known as the parit sulong massacre. Its hard to saw what Yamashita would have known about this incident, it technically was under the command of Takuma nishimura. On January 22nd, Nishimura gave the orders for prisoners to be forced outside, doused with petrol and set on fire. Nishimura would be sentenced to life in prison by a Singapore court, but on a flight back to Japan he was hijacked by Australian military police in Hong Kong who grabbed him and held a trial for the Parit Sulong massacre, finding him guilty and hanging him on june 11th of 1951.    When the Japanese reached the straits of Johore, Yamashita took several days to perform reconnaissance, allowing his forces to regroup and prepare to attack the massive fortress. His plan for the invasion would see the Imperial guards perform a feint attack on the northeast side of Singapore, landing on the nearby Palau Ubin island on february 7th. The 5th and 18th division would remain concealed in the jungle until the night of the night of the 8th when they would cross the Johore and hit the northwest side of Singapore. The causeway to Singapore had been blown up by the retreating British, but the ability for Singapore to defend itself from a northern attack was lackluster. When Churchill was told by Wavell the Japanese sat on the other side of the Johore strait ready to attack the fortress he said ““I must confess to being staggered by Wavell's telegram. It never occurred to me for a moment that … Singapore … was not entirely fortified against an attack from the Northwards …””   With barely enough supplies or logistical support for his campaign, Yamashita's rapid advance down the Malay peninsula walked a tightrope of what was possible. His 70,000 men of which 30,000 were frontline troops had overcome a British force double their number. In Japan he garnered the epithet “Tiger of Malaya”, which ironically he was not too happy about. Later on in the war he would bark at a German attache “I am not a tiger. The tiger attacks its prey in stealth but I attack the enemy in a fair play”.   By this point Singapore had swollen from a population of 550,000to nearly a million. Percival had a total of 70,000 infantry of mixed experience plus 15,000 clerks and support staff to man lines if necessary. 38 battalions, 17 Indian, 13 British, 6 Australian and 2 Malayan. He placed his weakest troops west of the causeway, near the abandoned naval base rather than nearby the airfield which he considered was going to be Yamashita's thrust. He placed his best forces over there, which would prove fatally wrong as Yamashita hit west of the causeway. Yamashita meanwhile could only muster 30,000 troops, he was outnumbered 2:1 and amphibious assaults called for the attacker to hold a 2:1 advantage for success. Yamashita's men were exhausted, they had suffered 4565 casualties, roughly 1793 deaths in their 55 day advance south. Worse yet, Yamashita had a critical supply issue. He had greatly exceeded his supply lines and had been surviving on the abandoned churchill stores along the way. His ammunition was critical low, it is said he was down to 18 functional tanks, allowing his men to fire 100 rounds per day, the fuel ran out, and as Yamashita put it “My attack on Singapore was a bluff—a bluff that worked. I had 30,000 men and was outnumbered more than three to one. I knew that if I had to fight for long for Singapore, I would be beaten. That is why the surrender had to be at once. I was very frightened all the time that the British would discover our numerical weakness and lack of supplies and force me into disastrous street fighting.” He told his men of the 5th and 18th division not to build any cooking fires so they could conceal their positions in the jungle as he gathered hundreds of collapsible boats and other crafts to ford the strait. He gathered 40 divisional commanders and senior officers to a rubber plantation and with a flushed red face read out his attack orders while pouring them Kikumasamune (ceremonial wine). He made a traditional toast and said “It is a good place to die; surely we shall conquer”. He had to get the British to surrender quickly, he had to essentially ‘bluff” his enemy. He had to make the British think he was fully armed and supplied for a prolonged siege, how could he do so? He fired his artillery like a mad man, knowing full well they would run out of shells.   Starting on February 3rd,  Yamashita's artillery supported by aerial bombings hit Singapore for 5 days. On the night of the 7th, 400 Imperial Guards crossed to the Ibin island performing their feint attack. Percivals attention was grabbed to the east successfully, while on the night of the 8th the 5th and 18th divisions assembled carefully at the water's edge. At 8:30pm the first wave of 4000 Japanese troops crossed the Johore strait aboard 150 small vessels. The noise of their engines was drowned out by artillery. The thinly spread Australian lines, 3000 or so men led by Major General Bennet were breached fast leading to pockets of surrounded australian troops. As Lewis Gunner cliff olsen recalled “We were horribly spread out and it was pitch black and they [Japanese troops] were very hard to see. They walked through us half the time.” A beachhead was formed, a soon 14,000 Japanese had crossed by dawn.    Communications broke down for the allies, Percival unwilling to believe the Japanese's main thrust was in the west declined to send reinforcements there. When he did finally realize the main thrust was in the west he began to withdraw troops from quiet sectors and built up a reserve. The Japanese held air supremacy and their artillery was fierce. The big 15 inch guns of singapore held mostly armor piercing shells designed to hit ships, there were few HE shells available. When they fired upon the Japanese the shells would hit the ground they would embed deeply before exploding doing little damage. The defenders had no tanks, basically no more aircraft. The last departing ships fled the scene as everything was burning chaos around them. Morale was breaking for the defenders. By the 9th, Japanese bombers were raining bombs on allied positions unopposed. Bennet was forced to pull men back to a new line of defense from the east of the Tengah airfield to the north of Jurong. Poor communications hampered the northern sector of Brigadier Duncan Maxwell whose troops actually battered the hell out of the Imperial Guards who had landed at 10pm on the 9th. The Imperial guards gradually managed a foothold on a beach, but Maxwell feared encirclement and withdrew his men against direct orders of Bennet. The retreat opened up the flank of the 11th indian division who were overrun. All of the beaches west of the causeway fell to the enemy, when they did Yamashita brought over his tanks to smash the new Jurong line. The Japanese could have potentially stormed the city center at this point, but they held back, because in reality, Percival had created a formidable reserve in the middle. The Australian 22nd brigade took the brunt of the fighting.    Yamashita was running out of reserves and his attacks were reaching their limit, but he needed the battle to end swiftly. Yamashita was shocked and shaken when he received a report that the British troop strength within the city was twice what they believed. With covert desperation, Yamashita ordered his artillery to fire until their last rounds and sent Percival a demand for surrender. “In the spirit of chivalry we have the honour of advising your surrender. Your army, founded on the traditional spirit of Great Britain, is defending Singapore, which is completely isolated, and raising the fame of Great Britain by the ut¬ most exertions and heroic feelings. . . . From now on resistance is futile and merely increases the danger to the million civilian inhabitants without good reason, exposing them to infliction of pain by fire and sword. But the development of the general war situation has already sealed the fate of Singapore, and the continuation of futile resistance would only serve to inflict direct harm and in¬ juries to thousands of non-combatants living in the city, throwing them into further miseries and horrors of war. Furthermore we do not feel you will in¬ crease the fame of the British Army by further resistance.”   Singapore had received another order prior to this from Churchill “It is certain that our troops on Singapore Island greatly outnumber any Japanese that have crossed the Straits. We must defeat them. Our whole fighting reputation is at stake and the honour of the British Empire. The Americans have held out on the Bataan Peninsula against far greater odds, the Russians are turning back the picked strength of the Germans, the Chinese with almost complete lack of mod¬ ern equipment have held the Japanese for AVi years. It will be disgraceful if we yield our boasted fortress of Singapore to inferior enemy forces. There must be no thought ofsparing troops or the civil population and no mercy must be shown to weakness in any shape or form. Commanders and senior officers must lead their troops and if necessary die with them. There must be no question or thought of surrender. Every unit must fight it out to the end and in close contact with the enemy. ... I look to you and your men to fight to the end to prove that the fighting spirit that won our Empire still exists to enable us to defend it.”   What was Percival to do? The Japanese had seized control over Singapore water reservoirs, the population would die of thirst within 2-3 days. Japanese shells were causing fires and death everywhere. People were panicking, trying to get on the very last boats leaving the port, even though that surely meant death to the IJN. An American sailor recalled “There was a lot of chaos and people killed on the docks during these bombardments. Everywhere you looked there was death. Even in the water there were dead sharks and people floating all around.” Defeatism was endemic. Australian troops were overheard saying “Chum, to hell with Malaya and Singapore. Navy let us down, air force let us down. If the bungs [natives] won't fight for their bloody country, why pick on me?” Sensing a complete collapse Percival formed a tight defense arc in front of the city, and by the 13th his commanders were telling him they believed Singapore was already doomed. Wavell was asked for approval for surrender, but he replied  “to continue to inflict maximum damage on enemy for as long as possible by house-to-house fighting if necessary.” Percival then told him the water reservoirs were taken, so Wavell sent back “YOUR GALLANT STAND IS SERVING A PURPOSE AND MUST BE CONTINUED TO THE LIMIT OF ENDURANCE”   On the 15th, Percival held a morning conference reported there was no more fuel, field gun nor bofor ammunition. In 24 hours their water would be done. He told them he would ask for a ceasefire at 4pm, by the end of the day Wavell gave him permission to surrender. Over at his HQ on the Bukit Timah heights, Yamashita was staring at a Union Jack fluttering over Fort Canning. Then a field phone rang, and a frontline commander reported the British were sending out a flag of truce.   Meanwhile back on February the 14th, Japanese forces reached the Alexandra Barracks hospital at 1pm. At 1:40pm a British Lt greeting them waving a white flag and was bayoneted on the spot. The Japanese stormed the hospital and murdered the staff and patients. 200 male staff and patients, badly wounded were bound over night and marched to an industrial estate half a mile away. Anyone who collapsed was bayoneted. The survivors of the march were formed into small groups and hacked to death or bayoneted. For a few days over 320 men and women were massacred. Only 5 survivors would give recounts of the event. It is suspected by historians that Tsuji was the architect of the Alexandra hospital massacre. This is because he was the instigator of countless atrocities he ordered unbeknownst to his superior commanders such as Yamashita.    Percival was ordered to go to the Ford motor factory to where he met with Yamashita. Yamashita was hiding his surprise that the surrender party came and as he glanced at the surrender terms he said through his interpreter “The Japanese Army will consider nothing but surrender,” Yamashita knew his forces were on the verge of running out of ammunition and he still held half troops Percival did, he was anxious Percival would figure it out. Percival replied “I fear that we shall not be able to submit our final reply before ten-thirty p.m.,” Percival had no intention of fighting on he simply wanted to work out specific details before signing the surrender. Yamashita was sure Percival was stalling. “Reply to us only whether our terms are acceptable or not. Things must be settled swiftly. We are prepared to resume firing.Unless you do surrender, we will have to carry out our night attack as scheduled.”” Percival replied ““Cannot the Japanese Army remain in its present position? We can resume negotiations again tomorrow at five-thirty A.M”. Yamashita screamed “Nani! I want the hostilities to cease tonight and I want to remind you there can be no arguments.” Percival replied ““We shall discontinue firing by eight-thirty p.m. Had we better remain in our present positions tonight?” Yamashita said yes and that firing would cease at 8:30pm and that 1000 allied men could keep arms to maintain order within the city. Yamashita stated “You have agreed to the terms but you have not yet made yourself clear as to whether you agree to surrender or not.” Percival cleared his throat and gave a simple nod. Yamashita looked at his interpreter “There's no need for all this talk. It is a simple question and I want a simple answer.” He turned to Percival and shouted, “We want to hear ‘Yes' or ‘No' from you! Surrender or fight!” Percival finally blurted out  “Yes, I agree. I have a request to make. Will the Imperial Army protect the women and children and British civilians?”Yamashita replied  “We shall see to it. Please sign this truce agreement”. At 7:50 the surrender was signed off, 40 minutes later Singapore was in the hands of the Japanese. In 70 days Yamashita took at the cost of 9824 casualties, had seized Malaya and Singapore, nearly 120,000 British surrendered. It was the greatest land victory in Japanese history.   Churchill called the fall of Singapore to the Japanese "the worst disaster and largest capitulation in British history" Churchills physician Lord Moran wrote The fall of Singapore on February 15 stupefied the Prime Minister. How came 100,000 men (half of them of our own race) to hold up their hands to inferior numbers of Japanese? Though his mind had been gradually prepared for its fall, the surrender of the fortress stunned him. He felt it was a disgrace. It left a scar on his mind. One evening, months later, when he was sitting in his bathroom enveloped in a towel, he stopped drying himself and gloomily surveyed the floor: 'I cannot get over Singapore', he said sadly   With the fall of singapore came another atrocity, the Sook Ching massacre. After February 18th, the Japanese military began mass killings of what they deemed undesirables, mostly ethnic Chinese. It was overseen by the Kempeitai and did not stop in Singapore, but spread to Malaya. It seems the aim of the purge was to intimidate the Chinese community from performing any resistance. According to postwar testimony taken from a war correspondent embedded with the 25th army, Colonel Hishakari Takafumi, he stated an order went out to kill 50,000 Chinese, of which 20 percent of the total was issued by senior officials on Yamashita's operations staff, most likely Tsuji. It is certain at the behest of Tsuji the orders were extended to Malay. The death toll is a tricky one, the Japanese went on the record to admit to 6000 murders, the Singaporean Chinese community and the Prime Minister Lee Kuan Yew allege 70,000-100,000. Historians analyzing the scale of discovered mass graves after some decades think around 25,000-50,000. How much Yamashita knew of the massacre is debatable, the orders came from his office after all, but it seems Tsuji had orchestrated it. Many of Japan's generals wanted Yamashita to be appointed war minister, a move that obviously threatened then Prime Minister Hideki Tojo, who feared his rival. Tojo retaliated, ordering Japan's new war hero back to Manchuria. On the surface, the assignment appeared worthy as Yamashita would serve as the first line of defense against a possible Soviet invasion. But since the two nations had signed a neutrality pact in April 1941, and Soviets were bogged down fighting the Germans, immediate war appeared unlikely. In reality, Tojo had parked Yamashita on the war's sidelines. Tojo went even further, he barred Yamashita any leave in Tokyo, preventing him from visiting his wife as well as from delivering a speech he had written for the emperor. No worries though, an aide of Yamashita's sent him three geishas. Allegedly he said this “I know they want to please me with these girls. But send them back—and don't forget to tip them.” The Tiger of Malaya would maintain a low profile in Manchuria where he received a promotion to full General. As months fell to years Yamashita sat on the sidelines helpless to aid the Japanese forces. His exile would come to an end in 1944 when Tojo was outed and the Tiger was required to try and save the Philippines from General Douglas MacArthur.

In this episode, I sit down with my friend Shawn Johnson. He is the lead pastor of Red Rocks Church, an author, and someone God has used to impact thousands. And he is the coolest! Shawn shares openly about being diagnosed with Parkinson's, the battle with depression that followed, and what it looks like to keep getting back up when life knocks you down. We talk about choosing joy on purpose, why fun actually matters in your faith, and the hope that will hold steady even on the hardest days. If you've ever felt like giving up, or you're trying to keep going when things feel heavier than you expected, Shawn's story will speak straight to your soul. It's honest. It's encouraging. And it's a reminder that God does some of His best work in the fire.   Thanks to our amazing partners on this episode:  International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org   Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/   Subscribe to The Conversation on YouTube and watch the full interview with Shawn: youtube.com/@adamaweber  Sign up for The Crew: https://www.adamweber.com/thecrew  

CMO Kimberly Ito shares how Mitsubishi, a challenger brand, drives big impact through audience insight, digital precision and a redefined spirit of adventure. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode, I sit down with Brittany (Thune) Lindberg. An incredibly gifted singer-songwriter who also happens to be the daughter of the current U.S. Senate Majority Leader.  We talk about the good and hard parts of growing up in the political spotlight.  She also shares honestly about learning to live in the world but not be of it, surrounding yourself with people who think differently than you, and finding her own identity and calling as an artist. I also have to mention that Brittany and her husband Luke are dear friends of my wife and I's. If you're trying to stay true to who God made you to be in a world full of expectations, this conversation will encourage you. Listen to Brittany's music here: https://open.spotify.com/artist/6Mq2zgB3Rw1wDwWonStjUa   Thanks to our amazing partners on this episode:  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Are you on the hunt for a new house? Genuinely look no further. The Tyler Goff Group has a proven process that has transformed the lives of many clients. With the Tyler Goff Group by your side, you're not just buying a house – you're investing in a future home you'll love. To learn more and to contact Tyler or his team, visit tylergoffgroup.com   Subscribe to The Conversation on YouTube and watch the full interview with Brittany: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

This week, I got to sit down with Masey McLain. She's an actress, screenwriter, and producer who's doing some seriously meaningful work. Whether she's on set, writing, or speaking, Masey is passionate about telling stories that matter. One of the things I admire most about her is her conviction. She's said "no" to a lot of opportunities in Hollywood because they didn't line up with who she is or what she feels called to. That kind of integrity is rare. We also talk about her new movie, Soul on Fire, the true story of John O'Leary. And what I love about it is this: it's not a victim story. It's a choosing-hope story. A choosing-life story. If you've ever wondered how to chase a dream without losing yourself, or how to stay faithful in a place where faith isn't exactly the norm, you're going to love this one. Subscribe to The Conversation on YouTube and watch the full interview with Masey: youtube.com/@adamaweber   Sign up for The Crew: adamweber.com/thecrew     Thanks to our amazing partners on this episode: First Interstate Bank & Vern Eide First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit firstinterstatebank.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com

In this episode, we talk honestly about something so many of us feel but almost never say out loud: loneliness. It's crazy how life can look so full from the outside… so many people, so much activity… and yet on the inside, we feel completely empty. We've gotten really good at giving the illusion that everything's great, even when it's not. But that gap between what we show and what's actually real? It's exhausting! And it's taking a toll on so many of us. Loneliness can affect us mentally, spiritually, and even physically. But hear this: God never intended for you to walk through life by yourself. From the very beginning, He hardwired us for close friendships. Deep, honest, life-giving friendships. In this conversation, we talk about how to move past the surface, how to admit when we're lonely, and how to start pursuing the kind of real connection our souls are craving. 21 MUST FOLLOWS: Pastors   Noah Herrin - @noahherrin Megan Fate Marshman -  @meganfate Jonathon Pokluda - @jpokluda World Events Carlos Whittaker - @loswhit Sharon McMahon - @sharonsaysso Rich Villodas - @richvillodas Sharon Hodde Miller - @sharonhmiller Therapy/Knowing Yourself Jason VanRuler - @jason.vanruler Mike Foster - @mikefoster2000 Carl Lentz - @carllentz Goals and Outlook Carey Nieuwhof - @careynieuwhof Jon Acuff - @jonacuff Jon Gordon - @jongordon11 Ethan Bernard - @ethanbenard Nonprofits I love God behind bars - @godbehindbars IJM - @ijm Convoy of Hope - @convoyofhope Joy Jimmy Darts - @jimmydarts Cam Bynum - @cambeezy_24 Gabe Dannenbring - @gabedannenbring Style/Fashion Joe Burrow - @joeyb_9 Thanks to our amazing partners on this episode:   International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org   Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com   Subscribe to The Conversation on YouTube youtube.com/@adamaweber Sign up for The Crew: adamweber.com/thecrew    

Leadership, especially in ministry, can be lonely.  In this conversation, I got to sit down in person with pastor, bestselling author, and leadership expert, Carey Nieuwhof. We were surrounded by a room full of pastors and ministry leaders to talk about what it really looks like to lead well without losing your soul. We talk about the difference between real friendships and deal friendships, how to spot false intimacy, and why real connection matters more than ever. At the end, you'll also hear some honest questions from the room. The kind every leader wrestles with but rarely says out loud. It's a real, hope-filled conversation for anyone who leads, loves the church, or just wants to follow Jesus well between your Sundays.  Subscribe to The Conversation on YouTube and watch the full interview with Carey: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew     Thanks to our amazing partners on this episode:  First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit firstinterstatebank.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com