Podcasts about Mitsubishi

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.

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 today's Tech3 from Moneycontrol, Accenture beats Street estimates as AI demand lifts revenue, but signals a shift by stopping standalone AI disclosures. We track the funding rush into instant home services as Pronto and Snabbit challenge Urban Company. We also look at fresh dry powder from Speciale Invest and Kae Capital, Mitsubishi Electric's early talks on chip packaging in India, and Coursera's $2.5 billion all-stock acquisition of Udemy.

Hoy en el podcast contamos con Ignacio del Horno, co-fundador de Sandglass Patrol y habitual colaborador del podcast amigo Niebla de Guerra. Su facilidad por aprender idiomas y su empeño por estudiarlos le ha llevado a aprender italiano y japonés, y eso le ha abierto la puerta a descubrir estudios y artículos periodísticos en estas idiomas muy interesantes. En concreto hoy nos trae un resumen de algunas investigaciones que ha encontrado sobre si Fiat y Mitsubishi hicieron lo mejor para sus bolsillos, usando sus influencias políticas y sus contactos y su posición dominante en el mercado, para que los ejércitos de sus países se equiparan casi exclusivamente con sus aviones (como el biplano CR-32 o el caza Zero) incluso más allá de haber sido dados por obsoletos, y cómo posteriormente no se cambió a otros tipos por el carajal logístico que hubiera supuesto. ¿Nos acompañáis? P.D.: Si la intro y la despedida os son familiares, que no os sorprenda. En un ejercicio de nostalgia podcasteril he hablado con Javier Lago para pedirle permiso y utilizar la introducción que hizo para el que, si no recuerdo mal, fue el primer podcast español sobre aviación: Remove Before Flight RBF podcast

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!

This week, the EV Café team goes live at Fleet Mobility Live with a very special guest: Dale Eynon, former Head of Fleet at the Environment Agency and now a semi-retired consultant, passionate environmentalist, and mentor to the next generation of fleet leaders.   With over 20 years' experience managing 10,000+ diverse assets—from cars, vans and HGVs to marine vessels and heavy plant—Dale shares his journey from incident management into fleet, and the steep learning curve that followed. He reflects on:   The evolution of electric fleets – from early Nissan Leafs and Mitsubishi i-MiEvs to today's 500-mile EVs   Winning hearts and minds to accelerate EV adoption and break down early myths   The van and 4x4 challenge – why rural operations, towing, and depot-free fleets remain one of the final frontiers for electrification   The power of BIK incentives and TCO modelling in driving fleet transitions   Culture, people, and resilience – key lessons from leading through change   Dale also opens up about his “semi-early retirement”, his love of low-carbon travel, and his commitment to supporting the next generation of fleet professionals through the AFP and industry mentorship.   If you want insight from someone who's seen it all in the shift to zero emissions—and still believes the best is yet to come—this episode is for you.   Dale Eynon (LinkedIn) https://www.linkedin.com/in/dale-eynon-252a644

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.

Mitsubishi UFJ Financial Group Inc. plans to appoint Junichi Hanzawa, 60, president of its key operating subsidiary MUFG Bank, to succeed Hironori Kamezawa as president of the parent holding company, it was learned Friday.

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.

This episode has been tightened up with a volume fix on “Have You Ever Loved” by Hannah Laing & Hannah Boleyn, a smoother transition into “Bring Me To Life” by Tiësto & FORS, the removal of “Bullshit” for better flow, and a bass adjustment on “Good Luck” by James Hype feat. Pia Mia to clean up the drop. Estimated reading time: 7 minutes

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Allen and Joel sit down with Dan Fesenmeyer of Windquest Advisors to discuss turbine supply agreement fundamentals, negotiation leverage, and how tariff uncertainty is reshaping contract terms. Dan also explains why operators should maximize warranty claims before service agreements take over. 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! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Allen Hall: Dan, welcome to the program. Great to be here. Thanks for having me, guys. Well, we’ve been looking forward to this for several weeks now because. We’re trying to learn some of the ins and outs of turbine supply agreements, FSAs, because everybody’s talking about them now. Uh, and there’s a lot of assets being exchanged. A lot of turbine farms up for sale. A lot of acquisitions on the other side, on the investment side coming in and. As engineers, we don’t deal a lot with TSAs. It’s just not something that we typically see until, unless there’s a huge problem and then we sort of get involved a little bit. I wanna understand, first off, and you have a a ton of experience doing this, that’s why we [00:01:00] love having you. What are some of the fundamentals of turbine supply agreements? Like what? What is their function? How do they operate? Because I think a lot of engineers and technicians don’t understand the basic fundamentals of these TSAs. Dan Fesenmeyer: The TSA is a turbine supply agreement and it’s for the purchase and delivery of the wind turbines for your wind farm. Um, typically they are negotiated maybe over a 12 ish month period and typically they’re signed at least 12 months before you need, or you want your deliveries for the wind turbines. Joel Saxum: We talk with people all over the world. Um, you know, GE Americas is different than GE in Spain and GE in Australia and Nordics here, and everybody’s a little bit different. Um, but what we, we regularly see, and this is always an odd thing to me, is you talked about like negotiating. It starts 12 months ahead of time stuff, but we see that [00:02:00] the agreements a lot of times are very boilerplate. They’re very much like we’re trying to structure this in a certain way, and at the end of the day, well, as from an operator standpoint, from the the person buying them, we would like this and we would like this and we would like this, but at the end of the day, they don’t really seem to get that much negotiation in ’em. It’s kind of like, this is what the agreement you’re gonna take and this is how we sell them. That’s it. Is, is that your experience? I mean, you’re at GE for a long time, one of the leading OEMs, but is that what you’re seeing now or is there a little bit more flexibility or kind of what’s your take on that? Dan Fesenmeyer: I think generally it depends, and of course the, the OEMs in the, and I’ll focus more on the us, they’ll start with their standard template and it’s up to the purchaser, uh, to develop what they want as their wishlist and start negotiations and do their, let’s say, markup. So, uh, and then there’s a bit of leverage involved. If you’re buying two units, it’s hard to get a lot of interest. [00:03:00] If you’re buying 200 units, then you have a lot more leverage, uh, to negotiate terms and conditions in those agreements. I was with GE for 12 years on the sales and commercial side and now doing advisory services for four years. Uh, some of these negotiations can go for a long time and can get very, very red. Others can go pretty quick. It really depends on what your priorities are. How hard you want to push for what you need. Allen Hall: So how much detail goes into a TSA then are, are they getting very prescriptive, the operators coming with a, a list of things they would like to see? Or is it more negotiating on the price side and the delivery time and the specifics of the turbine? Dan Fesenmeyer: Generally speaking, you start kind of with the proposal stage and. First thing I always tell people is, let’s understand what you have in your proposal. Let’s understand, you know, what are the delivery [00:04:00] rates and times and does that fit with your project? Does the price work with respect to your PPA, what does it say about tariffs? That’s a huge one right now. Where is the risk going to land? What’s in, what’s out? Um. Is the price firm or is there indexation, whether it’s tied to commodities or different currencies. So in my view, there’s some pre-negotiations or at least really understanding what the offer is before you start getting into red lines and, and generally it’s good to sit down with the purchasing team and then ultimately with the OEM and walk through that proposal. Make sure you have everything you need. Make sure you understand what’s included, what’s not. Scope of supply is also a big one. Um, less in less in terms of the turbine itself, but more about the options, like does it have the control features you need for Ercot, for example. Uh, does it have leading [00:05:00]edge protection on your blades? Does it have low noise trailing edge? Do we even need lo low noise trailing edges? Uh, you know, those Joel Saxum: sorts Dan Fesenmeyer: of things. Joel Saxum: Do you see the more of the red lining in the commercial phase or like the technical phase? Because, and why I ask this question is when we talk, ’cause we’re regularly in the o and m world, right? Talking with engineers and asset managers, how do you manage your assets? And they really complain a lot that a lot of their input in that, that feedback loop from operations doesn’t make it to the developers when they’re signing TSAs. Um, so that’s a big complaint of theirs. And so my question is like, kind of like. All right. Are there wishes being heard or is it more general on the technical side and more focused on the commercial Dan Fesenmeyer: side? Where do you see that it comes down to making sure that your negotiation team has all the different voices and constituents at the table? Uh, my approach and our, our team’s approach is you have the legal piece, a technical piece, and we’re in between. We’re [00:06:00] the commercial piece. So when you’re talking TSAs, we’re talking price delivery terms. Determination, warranty, you know, kind of the, the big ticket items, liquidated damages, contract caps, all those big ticket commercial items. When you move over to the operations agreement, which generally gets negotiated at the same time or immediately after, I recommend doing them at the same time because you have more leverage and you wanna make sure terms go from TSA. They look the same in the. Services agreement. And that’s where it’s really important to have your operations people involved. Right? And, and we all learn by mistakes. So people that have operated assets for a long time, they always have their list of five or 10 things that they want in their o and m agreement. And, um, from a process standpoint, before we get into red lines, we usually do kind of a high [00:07:00] level walkthrough of here’s what we think is important. Um. For the TSA and for the SMA or the operations and maintenance agreement, let’s get on the same page as a team on what’s important, what’s our priority, and what do we want to see as the outcome. Allen Hall: And the weird thing right now is the tariffs in the United States that they are a hundred percent, 200%, then they’re 10%. They are bouncing. Like a pinball or a pong ping pong ball at the moment. How are you writing in adjustments for tariffs right now? Because some of the components may enter the country when there’s a tariff or the park the same park enter a week later and not be under that tariff. How does that even get written into a contract right now? Dan Fesenmeyer: Well, that’s a fluid, it’s a fluid environment with terrorists obviously, and. It seems, and I’ll speak mostly from the two large OEMs in the US market. Um, [00:08:00] basically what you’re seeing is you have a proposal and tariffs, it includes a tariff adder based on tariffs as in as they were in effect in August. And each one may have a different date. And this is fairly recent, right? So as of August, here’s what the dates, you know, here’s a tariff table with the different countries and the amounts. Here’s what it translates into a dollar amount. And it’ll also say, well, what we’re going to do is when, uh, these units ship, or they’re delivered X works, that’s when we come back and say, here’s what the tariffs are now. And that difference is on the developer or the purchaser typically. Allen Hall: So at the end of the day. The OEM is not going to eat all the tariffs. They’re gonna pass that on. It’s just basically a price increase at the end. So the, are the, are the buyers of turbines then [00:09:00] really conscious of where components are coming from to try to minimize those tariffs? Dan Fesenmeyer: That’s Allen Hall: difficult. Dan Fesenmeyer: I mean, I would say that’s the starting point of the negotiation. Um, I’ve seen things go different ways depending on, you know, if an off, if a developer can pass through their tariffs to the, on their PPA. They can handle more. If they can’t, then they may come back and say, you know what, we can only handle this much tariff risk or amount in our, in our PPA. The rest we need to figure out a way to share between the OEM or maybe and the developer. Uh, so let’s not assume, you know, not one, one size doesn’t fit all. Joel Saxum: The scary thing there is it sound, it sounds like you’re, like, as a developer when you’re signing a TSA, you’re almost signing a pro forma invoice. Right. That that could, that could go up 25% depending on the, the mood on, in Capitol Hill that day, which is, it’s a scary thought and I, I would think in my mind, hard to really get to [00:10:00] FID with that hanging over your head. Dan Fesenmeyer: Yeah. It it’s a tough situation right now for sure. Yeah. And, and we haven’t really seen what section 2 32, which is another round of potential tariffs out there, and I think that’s what. At least in the last month or two. People are comfortable with what tariffs are currently, but there’s this risk of section 2 32, uh, and who’s going to take that risk Allen Hall: moving forward? Because the 2 32 risk is, is not set in stone as when it will apply yet or if it even Dan Fesenmeyer: will happen and the amount, right. So three ifs, three big ifs there, Alan. Allen Hall: Yeah. And I, maybe that’s designed on purpose to be that way because it does seem. A little bit of chaos in the system will slow down wind and solar development. That’s one way you do. We just have a, a tariff. It’s sort of a tariff that just hangs out there forever. And you, are there ways to avoid that? Is it just getting the contract in [00:11:00] place ahead of time that you can avoid like the 2 32 thing or is it just luck of the draw right now? It’s always Dan Fesenmeyer: up to the situation and what your project delivery. Is looking at what your PPA, what can go in, what can go out. Um, it’s tough to avoid because the OEMs certainly don’t want to take that risk. And, uh, and I don’t blame them. Uh, and separately you were asking about, well, gee, do you start worrying about where your components are sourced from? Of course you are. However, you’re going to see that in the price and in the tariff table. Uh, typically. I would say from that may impact your, your, uh, sort of which, which OEM or which manufacturer you go with, depending on where their supply chain is. Although frankly, a lot of components come from China. Plain and simple, Allen Hall: right? Dan Fesenmeyer: Same place. If you are [00:12:00] subject to these tariffs, then you want to be more on a, you know, what I would say a fleet wide basis. So, uh, meaning. Blades can come from two places. We don’t want to have, you know, an OEM select place number one because it’s subject to tariff and we have to pay for it. You want it more on a fleet basis, so you’re not, so the OEM’s not necessarily picking and choosing who gets covered or who has to pay for a tariff or not. Joel Saxum: And I wonder that, going back to your first statement there, like if you have the power, the leverage, if you can influence that, right? Like. Immediately. My mind goes to, of course, like one of the big operators that has like 10, 12, 15,000 turbines and deals exclusively with ge. They probably have a lot of, they might have the, the stroke to be able to say, no, we want our components to come from here. We want our blades to come from TPI Mexico, or whatever it may be, because we don’t want to make sure they’re coming from overseas. And, and, and if that happens in, in [00:13:00] the, let’s take like the market as a whole, the macro environment. If you’re not that big player. You kind of get the shaft, like you, you would get the leftovers basically. Dan Fesenmeyer: You could, and that makes for a very interesting discussion when you’re negotiating the contract and, and figuring out something that could work for both. It also gets tricky with, you know, there could be maybe three different gearbox suppliers, right? And some of those. So this is when things really get, you know, peeling back an onion level. It’s difficult and I’ll be nice to the OEMs. It’s very tough for them to say, oh, we’re only a source these gearbox, because they avoid the tariffs. Right? That’s why I get more to this fleet cost basis, which I think is a fair way for both sides to, to handle the the issue. Allen Hall: What’s a turbine backlog right now? If I sign a TSA today, what’s the earliest I would see a turbine? Delivered. Dan Fesenmeyer: You know, I, I really don’t know the answer to that. I would say [00:14:00] generally speaking, it would be 12 months is generally the response you would get. Uh, in terms of if I sign today, we get delivery in 12 months, Allen Hall: anywhere less than two years, I think is a really short turnaround period. Because if you’re going for a, uh, gas turbine, you know, something that GE or Siemens would provide, Mitsubishi would provide. You’re talking about. Five or six years out before we ever see that turbine on site. But wind turbines are a year, maybe two years out. That seems like a no brainer for a lot of operators. Dan Fesenmeyer: I would say a year to two is safe. Um, my experience has been things, things really get serious 12 months out. It’s hard to get something quicker. Um, that suppliers would like to sign something two years in advance, but somewhere in between the 12 months and 24 months is generally what you can expect. Now, I haven’t seen and been close to a lot of recent turbine supply [00:15:00]deals and, and with delivery, so I, I, I can’t quote me on any of this. And obviously different safe harbor, PTC, windows are going to be more and more important. 20 eights preferred over 29. 29 will be preferred over 30. Um, and how quick can you act and how quick can you get in line? Allen Hall: Yeah, it’s gonna make a big difference. There’s gonna be a rush to the end. Wouldn’t you think? There’s must be operators putting in orders just because of the end of the IRA bill to try to get some production tax credits or any tax credits out of it. Dan Fesenmeyer: Absolutely. And you know. June of 2028 is a hell of a lot better than fall of 2028 if you want a COD in 2 28. Right. And then you just work backwards from there. Yeah. And that’s, that’s, we’ve seen that in the past as well, uh, with, with the different PTC cliffs that we’ve [00:16:00] seen. Allen Hall: Let’s talk service agreements for a moment when after you have a TSA signed and. The next thing on the list usually is a service agreement, and there are some OEMs that are really hard pushing their service agreements. 25, 30, 35 years. Joel, I think 35 is the longest one I have seen. That’s a long time. Joel Saxum: Mostly in the Nordics though. We’ve seen like see like, uh, there are Vestas in the Nordic countries. We’ve seen some 35 year ones, but that’s, to me, that’s. That’s crazy. That’s, that’s a marriage. 35 years. The crazy thing is, is some of them are with mo models that we know have issues. Right? That’s the one that’s always crazy to me when I watch and, and so then maybe this is a service, maybe this is a com a question is in a service level agreement, like I, I, I know people that are installing specific turbines that we’ve been staring at for five, six years that we know have problems now. They’ve addressed a lot of the problems and different components, bearings and drive, train and [00:17:00] blades and all these different things. Um, but as an, as an operator, you’d think that you have, okay, I have my turbine supply agreement, so there’s some warranty stuff in there that’s protecting me. There is definitely some serial defect clauses that are protecting me. Now I have a service level agreement or a service agreement that we’re signing that should protect me for from some more things. So I’m reducing my risk a little more. I also have insurance and stuff in built into this whole thing. But when, when you start crossing that gap between. These three, four different types of contracts, how do people ensure that when they get to that service level contract, that’s kind of in my mind, the last level of protection from the OEM. How do they make sure they don’t end up in a, uh, a really weird Swiss cheese moment where something fell through the cracks, serial defects, or something like that? You know? Dan Fesenmeyer: Yeah. It, it comes down to, I, I think it’s good to negotiate both at the same time. Um, it sometimes that’s not practical. It’s good. And [00:18:00] part of it is the, the simple, once your TSA is signed, you, you don’t have that leverage over that seller to negotiate terms in the services agreement, right? Because you’ve already signed a t to supply agreement. Uh, the other piece I think is really important is making sure the defect language, for example, and the warranty language in the TSA. Pretty much gets pulled over into the service agreement, so we don’t have different definitions of what a defect is or a failed part, uh, that’s important from an execution standpoint. My view has always been in the TSA, do as much on a warranty claim as you possibly can at that end of the warranty term. The caps and the coverages. And the warranty is much higher than under the services agreement. Services agreement [00:19:00] will end up, you know, warranty or extended warranty brackets, right? ’cause that’s not what it is. It becomes unscheduled maintenance or unplanned maintenance. So you do have that coverage, but then you’re subject to, potentially subject to CAPS or mews, annual or per event. Um. Maybe the standard of a defect is different. Again, that’s why it’s important to keep defect in the TSAs the same as an SMA, and do your warranty claim first. Get as much fixed under the warranty before you get into that service contract. Joel Saxum: So with Windquest, do you go, do you regularly engage at that as farms are coming up to that warranty period? Do you help people with that process as well? As far as end of warranty claims? Contract review and those things before they get into that next phase, you know, at the end of that two year or three years. Dan Fesenmeyer: Yeah. We try to be soup to nuts, meaning we’re there from the proposal to helping [00:20:00] negotiate and close the supply agreement and the services agreement. Then once you move into the services agreement or into the operation period, we can help out with, uh, filing warranty claims. Right. Do we, do you have a serial defect, for example, or. That, that’s usually a big one. Do you have something that gets to that level to at least start that process with an root cause analysis? Um, that’s, that’s obviously big ones, so we help with warranty claims and then if things aren’t getting fixed on time or if you’re in a service agreement and you’re unhappy, we try to step in and help out with, uh, that process as well. Joel Saxum: In taking on those projects, what is your most common component that you deal with for seald? Defects, Dan Fesenmeyer: gearboxes seem to always be a problem. Um, more recently, blade issues, um, main bearing issues. Uh, those are [00:21:00] some of the bigger ones. And then, yeah, and we can be main bearings. Also. Pitch bearings often an issue as well. Joel Saxum: Yeah, no, nothing surprising there. I think if you, if you listen to the podcast at all, you’ve heard us talk about all of those components. Fairly regularly. We’re not, we’re not to lightening the world on firing new information on that one. Allen Hall: Do a lot of operators and developers miss out on that end of warranty period? It does sound like when we talk to them like they know it’s coming, but they haven’t necessarily prepared to have the data and the information ready to go till they can file anything with the OEM it. It’s like they haven’t, they know it’s approaching, right? It’s just, it’s just like, um, you know, tax day is coming, you know, April 15th, you’re gonna write a check for to somebody, but you’re not gonna start thinking about it until April 14th. And that’s the wrong approach. And are you getting more because things are getting tighter? Are you getting more requests to look at that and to help? Operators and developers engage that part of their agreements. I think it’s an Dan Fesenmeyer: [00:22:00] oppor opportunity area for owner operators. I think in the past, a lot of folks have just thought, oh, well, you know, the, the, the service agreement kicks in and it’ll be covered under unscheduled or unplanned maintenance, which is true. But, uh, again, response time might be slower. You might be subject to caps, or in the very least, an overall contract level. Cap or limitation, let’s say. Uh, so I, I do think it’s an opportunity area. And then similarly, when you’re negotiating these upfront to put in language that, well, I don’t wanna say too much, but you wanna make sure, Hey, if I, if I file a claim during warranty and you don’t fix it, that doesn’t count against, let’s say your unplanned cap or unplanned maintenance. Joel Saxum: That’s a good point. I was actually, Alan, this is, I was surprised the other day. You and I were on a call with someone and they had mentioned that they were coming up on end of warranty and they were just kinda like, eh, [00:23:00] we’ve got a service agreement, so like we’re not gonna do anything about it. And I was like, really? Like that day? Like, yeah, that deadline’s passed, or it’s like too close. It wasn’t even passed. It was like, it’s coming up and a month or two. And they’re like, yeah, it’s too close. We’re not gonna do anything about it. We’ll just kind of deal with it as it comes. And I was thinking, man, that’s a weird way to. To manage a, you know, a wind farm that’s worth 300 million bucks. Dan Fesenmeyer: And then the other thing is sometimes, uh, the dates are based on individual turbine CDs. So your farm may have a December 31 COD, but some of the units may have an October, uh, date. Yeah, we heard a weird one the other day that was Joel Saxum: like the entire wind farm warranty period started when the first turbine in the wind farm was COD. And so there was some turbines that had only been running for a year and a half and they were at the end of warranty already. Someone didn’t do their due diligence on that contract. They should have called Dan Meyer. Dan Fesenmeyer: And thing is, I come back is when you know red lines are full of things that people learned [00:24:00] by something going wrong or by something they missed. And that’s a great example of, oh yeah, we missed that when we signed this contract. Joel Saxum: That’s one of the reasons why Alan and I, a lot, a lot of people we talk to, it’s like consult the SMEs in the space, right? You’re, you may be at tasked with being a do it all person and you may be really good at that, but someone that deals in these contracts every day and has 20 years of experience in it, that’s the person you talk to. Just like you may be able to figure out some things, enlight. Call Allen. The guy’s been doing lightning his whole career as a subject matter expert, or call a, you know, a on our team and the podcast team is the blade expert or like some of the people we have on our network. Like if you’re going to dive into this thing, like just consult, even if it’s a, a small part of a contract, give someone a day to look through your contract real quick just to make sure that you’re not missing anything. ’cause the insights from SMEs are. Priceless. Really. Dan Fesenmeyer: I couldn’t agree more. And that’s kind of how I got the idea of starting Windquest advisors to begin with. [00:25:00] Um, I used to sit across the table with very smart people, but GE would con, you know, we would negotiate a hundred contracts a year. The purchaser made one or two. And again, this isn’t, you know, to beat up the manufacturers, right? They do a good job. They, they really work with their, their customers to. Find solutions that work for both. So this is not a beat up the OEM, uh, from my perspective, but having another set of eyes and experience can help a lot. Allen Hall: I think it’s really important that anybody listening to this podcast understand how much risk they’re taking on and that they do need help, and that’s what Windquest Advisors is all about. And getting ahold of Dan. Dan, how do people get ahold of you? www.win advisors.com. If you need to get it to Dan or reach out to win advisors, check out LinkedIn, go to the website, learn more about it. Give Dan a phone call because I think [00:26:00] you’re missing out probably on millions of dollars of opportunity that probably didn’t even know existed. Uh, so it’s, it’s a good contact and a good resource. And Dan, thank you so much for being on the podcast. We appreciate having you and. We’d like to have you back again. Dan Fesenmeyer: Well, I’d love to come back and talk about, maybe we can talk more about Lightning. That’s a Joel Saxum: couple of episodes. Dan Fesenmeyer: I like watching your podcast. I always find them. Informative and also casual. It’s like you can sit and listen to a discussion and, and pick up a few things, so please continue doing what you’re doing well, thanks Dan. Allen Hall: Thanks Dan.

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  

講到Volvo S40，大大們腦海裡第一個浮現的可能是由張鈞寗代言、採用Ford平台的第二代車型，但我們今天的主角是它的前身、與Mitsubishi戰略合作開發的初代S40！第一代S40與三菱Carisma(歐規Lancer)共用平台，不過Volvo引以為傲的SIPS側撞防護系統和WHIPS頸椎防護系統均為配備項目。當然它的外型和當年現行的960、850相較不僅圓潤許多，也多了些年輕氣息。還記得它嗎？它也曾在台灣販售了好幾年，一起來回憶這款帶著濃厚日本風的北歐小房車！ CELSIORS Youtube頻道：⁠⁠https://www.youtube.com/@CELSIORS⁠ #行動星球 #小徐說說話 #Celsior #S40 #Volvo #Crisma #Mitsubishi -- Hosting provided by SoundOn

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    

In today's episode, Donna and Tom sit down with Bill Lyons, President and CEO of Mitsubishi Fuso Truck of America, to discuss his career journey and the company's role in the global trucking industry. Bill shares how his early commercial experience prepared him for leadership, the challenges and complexities of today's supply chains, and the importance of building resilience through people, processes, and technology. He also provides insight into the upcoming integration with Hino Motors, the future of sustainable and connected vehicle technology, and the value of mentorship in preparing the next generation of leaders. Takeaways:  Supply chain resiliency and its dependence on strong people, clear processes, and adaptive technology  The complexity of tariffs and skills needed to overcome the challenges  Integration with and advancement in sustainable vehicle technology  The meaning of leadership and the values Bill holds close  Stay connected with CSCR on LinkedIn (Center for Supply Chain Research) and Instagram (@pennstatesupplychain), and be sure to follow us on Spotify, Apple Podcasts, or wherever you are tuning into Unpacked: Insights hosted by the Penn State Smeal Center for Supply Chain Research™. Thank you for joining us!  Visit our website: https://www.smeal.psu.edu/cscr  Guest Bio:  Bill Lyons currently serves as President & CEO of Mitsubishi Fuso Truck of America, Inc. (MFTA). Bill has served two stints at MFTA over the course of his career. Bill began his career in 1983 in Parts Operations at Iveco Trucks of North America, then moved to Vehicle Distribution. He then joined MFTA in March 1986, as Truck Sales Supervisor. For the next twenty-two years, Bill worked in the growing company, and was promoted several times, eventually attaining the position of Director, Select Sales and Vehicle Distribution.  He left MFTA in June 2008, when the company moved its headquarters briefly to Detroit. For the next six years he worked for ARI/Holman Global Fleet Management in Fleet Management Client Services. He returned to MFTA in 2014 as Vice President, Sales Operations, and assumed his current position as President & CEO in January, 2022. In his current role, he is responsible for all aspects of the company's operations in the United Stated and Canada.  Bill has a B.S. in Marketing from Penn State University. He and his wife Susan reside in Sewell, New Jersey and have three children, Victoria, Lisa and Bill.    

- Volvo Throws Luminar Under the Bus - Elkann Proposes CO2 Emission Easing - Xiaomi's EVs Now Profitable, Stock Takes a Beating - Nissan Adds a Mitsubishi to Its Lineup - The Think Behind Ford's Dealership Design - Ford to Sell CPO Cars on Amazon - Next-Gen Ford Bronco and Ranger - Trafic Van is Renault's 1st SDV - Ram Offers 'Free-Agent' Rides in NASCAR Truck

- Volvo Throws Luminar Under the Bus - Elkann Proposes CO2 Emission Easing - Xiaomi's EVs Now Profitable, Stock Takes a Beating - Nissan Adds a Mitsubishi to Its Lineup - The Think Behind Ford's Dealership Design - Ford to Sell CPO Cars on Amazon - Next-Gen Ford Bronco and Ranger - Trafic Van is Renault's 1st SDV - Ram Offers 'Free-Agent' Rides in NASCAR Truck

VEGAS THE LAST BIG PARTY OF THE F1 SEASON, CAN NORRIS CONTINUE DOMINATING? WILL PIASTRI THROW IN THE TOWEL? AND… FERNANDO CAN'T WAIT FOR THE 2026 CAR! THIS WEEK'S NASIR HAMEED CORNER…MORE VINTAGE BANTER BETWEEN THE HOST AND NASIR HAMEED…THIS WEEK'S INTERVIEW…STEVE ROBERTSON…KIMI RAIKKONEN'S MANAGER. Olivier Jansonnie named Head of Stellantis Motorsport, Jean-Marc Finot to retire. VERSAILLES, November 17, 2025 – Olivier Jansonnie is appointed Head of Stellantis Motorsport, effective 2026, January 31st. He will report to Emanuele Cappellano, Head of Enlarged Europe, European Brands and Stellantis Pro One. Olivier will replace Jean-Marc Finot who has elected to retire, they will work together during this transition period.   A graduate from Centrale-Supélec, Olivier Jansonnie is rich in more than 25 years of international experience in motorsport leading technical teams in different categories from LMP1, Hypercar, DTM, WRC, WRX and Cross-Country. Starting his career at Peugeot Sport in 1998, Olivier moved to Mitsubishi in 2003 leading the development of the Lancer WRC, then contributed as freelance to many programs in WRC or Endurance for Peugeot, including Le Mans 2009 win. In 2012, he became head of vehicle development at BMW, supervising Design Office, Aerodynamics development and Quality engineering for all BMW Group motorsport activities. Back to Peugeot Sport in 2016 as Technical Director & Automotive Project Director, he led the technical team for Peugeot Sport programs: Cross-Country (Dakar), WRX and e-WRX. Since 2020, he leads the Endurance program for Stellantis Motorsport while being the team principal of the Peugeot Total Energies Team. “I am pleased to have Olivier Jansonnie leading Stellantis Motorsport in Europe. His strong expertise and wide knowledge of all racing activities will play a critical role in supporting each brand involved in motorsport. I want also to thank Jean-Marc Finot for his dedication to build and develop a strong Stellantis Motorsport team, achieving many victories, 2 world titles and enabling the development of iconic high-performance vehicles across many brands.” said Emanuele Cappellano.   “Motorsport has always been a cornerstone of the automotive industry, shaping the legacy of Stellantis brands through iconic victories. As we enter a new era of global championships, my mission is clear: to cultivate talent and expertise that will keep our brands at the forefront of innovation and performance. I extend my gratitude to Jean-Marc Finot for his support and Emanuele Cappellano for his trust. Backed by our passionate, competitive, and talented teams, I am ready to take on this challenge with determination and make our colors shine brighter than ever,” said Olivier Jansonnie. Jean-Marc Finot is an automotive and motorsport expert having held multiples positions at Peugeot, PSA, PSA Motorsport then Stellantis Motorsport between 1986 and 2025. During his longtime career in the Group from the 205 GTI to the 9x8, he tuned the 80's Peugeot GTI, developed the 406 chassis before being head of PSA chassis engineering, then head of Innovation. At Stellantis Motorsport, he won two Manufacturer and two driver titles in Formula E for DS, launched the Endurance and Le Mans program for Peugeot, restarted motorsport activities for Citroën, Lancia, Opel and Maserati, developed the Customer Racing business while supporting the creation of high-performance vehicles platforms for Abarth, Alfa-Romeo, Lancia, Opel, Peugeot, DS and Maserati. His retirement will be effective 2026, Jan 31st. LUKE BROWNING TO HIT THE TRACK IN ABU DHABI FP1 AND YOUNG DRIVER TEST Atlassian Williams Racing is pleased to share that Williams Racing Academy Driver Luke Browning will drive Alex Albon's FW47 in the first free practice session at the 2025 Abu Dhabi Grand Prix, and will participate in the end-of-season Young Driver Test. Luke joined the Williams Racing Driver Academy in April 2023 following his stand-out 2022 season where he secured the GB3 Championship and won the 2022 Autosport BRDC Young Driver of the Year Award. Since joining the Academy he has continued this upward trajectory, winning the Macau Grand Prix in 2023, also taking pole position and the fastest lap, and finishing the 2024 FIA Formula 3 season in third with two race wins and a podium in Monaco. As part of the Williams Racing Driver Academy's proud tradition of giving young talent a path into F1, Luke has regularly driven in the Testing of Previous Cars (TPC) and simulator programmes with the aim of preparing him for the future. He has balanced this with a successful FIA Formula 2 campaign, currently occupying third position in the standings and going into the final two races of the season in a fierce battle for the title. Luke Browning: “It's going to be an unforgettable weekend in Abu Dhabi fighting for the Formula 2 title while getting back behind the wheel of the FW47, and it's a challenge I'm going to relish. The Young Driver Test will give me a final opportunity to help the team prepare for 2026 and I'm looking forward to being part of a Formula 1 weekend for the last time this season. Thank you to everyone at the Driver Academy and Williams for the trust once again.” Sven Smeets, Sporting Director, Atlassian Williams Racing: “Luke's development continues to impress us, and we are looking forward to closing the season with him behind the wheel of the FW47. We have an incredibly talented group of drivers in the Williams Racing Driver Academy, and it is important for us to give them the opportunity to progress as they move up the ladder. These final sessions of the season will give Luke another valuable chance to learn from Alex and Carlos, the wider team, and further embed with our trackside operation as he looks towards a bright future.” Mighty Sunbeam 1000 HP to Make Post-Restoration Debut at 75th Pebble Beach Concours d'Elegance  Harry Segrave beside the Sunbeam 1000 HP. (Photo: Courtesy of the National Motor. Museum) PEBBLE BEACH, CALIFORNIA (November 12, 2025)­­­­ — The mighty Sunbeam 1000 HP, the first car to achieve a land speed record of 200 mph, has been asleep for over 90 years. But a team of restorers at the National Motor Museum in Beaulieu, England, is now in the process of gently waking this giant—and if all goes as planned, the restored beast will make its US debut at the 2026 Pebble Beach Concours d'Elegance before attempting a centennial run at Daytona the following spring.    “The process of restoring a one-off car like this takes real dedication,” noted Concours Chairman Sandra Button. “There is no pattern to be followed. It takes time and research, effort and expertise. We are thrilled to know that the National Motor Museum intends to send the restored car to Pebble Beach, to share with enthusiasts here.”   The Sunbeam 1000 HP was built to compete in the race for speed. The 100 mph barrier was first broken in 1904, and then it took more than two decades to reach 150 mph—a record Malcolm Campbell achieved in July of 1925 at the wheel of a Sunbeam 350 HP. The Sunbeam 1000 HP, crafted around two of the marque's powerful 22.4-liter Matabele aero engines placed to the fore and aft of the vehicle, came into being less than two years later and proved to be revolutionary. Driving it on the smooth sands of Daytona Beach on March 29, 1927, Harry Segrave recorded a speed of 203.79 mph.   “This car has been at Beaulieu since before I was born and feels like a member of the family, but one I never expected to run again,” said Ralph, Lord Montagu of Beaulieu. “Watching the restoration take place has been fascinating as it has revealed so much I never knew about the car. It will be quite a thrill to have the car at Pebble Beach and is a great opportunity for us to wave the flag for the National Motor Museum!” The car's restoration is now well underway. The rear engine has already been disassembled, re-machined, restored, and refitted into the frame—and it was first fired up before an adoring crowd at the Beaulieu International Autojumble in early September. The museum team is now focused on restoring the front engine. When that, too, is back together and in place, the bodywork, which has already been restored, will be reinstalled.   “Over the last three and a half years, the Museum's team have worked tirelessly to make the mighty Sunbeam 1000 HP roar again, with help from a wide range of supporters, stakeholders and heritage engineering specialists,” said Jon Murden, Chief Executive of the National Motor Museum. “Having experienced the first of the car's remarkable engines running once more, we are all now thrilled at the prospect of the Sunbeam returning to the United States for the first time in a century.”   John, the second Baron Montagu of Beaulieu, was a motoring pioneer, who campaigned for the rights of early motorists. In the 1950s, his son Edward founded what is now the National Motor Museum to honor him, and that museum shares a long history with the Pebble Beach Concours. Edward first showed a car—his 1913 Alfonso Hispano-Suiza—at Pebble Beach in 1981, and the following year, he donated the Montagu of Beaulieu Trophy, which the Concours presents annually to the best British car shown on its competition field. Ralph, the current Lord Montagu, was in attendance at the Concours this year.   To learn more about the National Motor Museum and its efforts to restore the Sunbeam 1000 HP, go to www.nationalmotormuseum.org.uk/USA.

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      

This week wraps up our Faith & Justice series… and it's good!  I sat down with Jessica Honegger, the founder of Noonday Collection, a fair-trade fashion brand that's changing lives around the world. Jessica shares how her faith led her to step out in courage. Starting a business that empowers artisans while also partnering with IJM to fight injustice. We talk about what it really looks like to live out your faith in your work, how to slow down when life feels full, and why small steps of obedience can lead to big impact. This one will leave you inspired to use what's in your hands to make a difference.   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 and watch the full interview -- youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew    

Mynt: invista R$150 em qualquer cripto e tenha R$50 de Bitcoin no Cashback! - https://bit.ly/425ErVa Promoção válida para novos cadastrados na plataforma do BTG através do uso do cupom MOTOR50; o Cashback de R$50 no Bitcoin em sua conta é creditado no 5º dia útil do mês seguinteNesta semana, o Podcast Motorsport.com recebe Sérgio Siverly, do BOTECO F1, para debater toda a expectativa para o GP de São Paulo de F1, que acontece nesta semana em Interlagos. Erick Gabriel (@erickjornalista) e Carlos Costa (@ocarlos_costa) apresentam e também abordam Mitsubishi Cup.

Hay un “gigante silencioso” del que pocos parecen acordarse. Mientras el debate del motor se centra en la nueva ofensiva china, en el diseño europeo o en la fiabilidad japonesa, hay un actor que, sin hacer mucho ruido, se está comiendo el mercado. ¡Los coreanos! ¿Cómo lo han hecho? Por supuesto, cuando hablamos de “Corea”, sin más, nos referimos a Corea del Sur que en su propio país en 2023 fabricación 4,25 millones de coches mientras Corea del Norte… a ver, no hay cifras fiables, pero las estimaciones dicen que no llegan a las 1.000 unidades… Corea del Sur fabrica 4.000 veces más coches que Corea del Norte. Ahí lo dejo. Tras esta aclaración y como aperitivo vamos con más datos. En 2023, el grupo formado por Hyundai y Kia vendió la friolera de 7,3 millones de vehículos en todo el mundo. Y no están contentos, pues su objetivo era superar los 7 millones y medio porque las marcas coreanas fabrican en otros muchos países, entre ellos, por ejemplo, China, EE.UU. de Norteamérica, India y al menos 5 países más. En Europa, su avance es más notable. En 2023, la cuota de mercado combinada de ambas marcas superó el 7 por ciento. Y en un mercado tan competitivo como el español, Kia fue la segunda marca más vendida y Hyundai la cuarta, sumando entre ambas un 13,18 por ciento del total. La historia del motor en Corea del Sur es relativamente reciente y es una epopeya de superación industrial. Tras la devastadora Guerra de Corea, el país necesitaba reconstruirse y el gobierno apostó fuerte por la industrialización. En la década de los 60, los fabricantes coreanos empezaron ensamblando coches de marcas europeas y americanas, aprendiendo el oficio desde cero. Kia, fundada en 1944, empezó fabricando bicicletas y luego pequeñas camionetas. Hyundai, por su parte, nació como una constructora en 1947, y no fue hasta 1967 que fundó su división de motor. Su primer coche propio, el Hyundai Pony de 1975, es el perfecto ejemplo de sus inicios: diseño italiano de Giugiaro, motor y transmisión de Mitsubishi... un puzle de piezas extranjeras. Era un coche honesto, pero básico y de calidad digamos que justa. Durante los 80 y 90, los coches coreanos llegaron a Europa y Estados Unidos con una única carta de presentación: el precio. Eran baratos, sí, pero también poco fiables, con diseños anodinos y una calidad de materiales que dejaba mucho que desear. Se ganaron una reputación de "coche para salir del paso" que les ha costado décadas sacudirse. ¿Qué hicieron para pasar de ser el patito feo a uno de los cisnes del sector? No hay una sola razón, sino una estrategia múltiple ejecutada con una disciplina férrea. Uno. Obsesión por la calidad y la fiabilidad: Aprendieron de la mejor escuela, la japonesa. Muchos los consideran los “Nuevos japoneses”. Invirtieron miles de millones en mejorar sus procesos de producción, en control de calidad y en desarrollar su propia tecnología. Dos. El diseño como bandera: A principios del siglo XXI, entendieron que, para competir en Europa, no bastaba con ser fiable; había que ser atractivo. En 2006, Kia fichó a Peter Schreyer, un reputado diseñador proveniente de Audi y responsable, entre otros, del Audi TT original. Schreyer revolucionó la imagen de la marca, introduciendo la parrilla "Tiger Nose" y dotando a los modelos de una identidad más audaz y europea. Tres. Tecnología para todos: Los fabricantes coreanos democratizaron el equipamiento. Elementos que hace una década estaban reservados a las marcas premium como pantallas táctiles, asistentes a la conducción, conectividad avanzada, empezaron a venir de serie o en acabados intermedios en modelos generalistas. Un camino que han seguido los chinos. Un argumento de venta potentísimo. más por menos dinero. Cuatro. Una gama para cada necesidad: Han sabido leer el mercado a la perfección. Su gama abarca desde utilitarios asequibles como el Hyundai i10 hasta grandes SUV como el Kia Sorento, pasando por compactos superventas como el Ceed o el i30. Y, sobre todo, han apostado por los SUV en el momento justo y con los productos adecuados. Cinco. Integración vertical. Este conglomerado es líder en la producción de acero, componentes y baterías. No nos olvidemos que el grupo cuenta con divisiones como Hyundai Steel, líder en el acero, Hyundai Mobis fabricante de los componentes de sus coches entre otras cosas y alianzas estratégicas y “joint ventures” con los gigantes coreanos de las baterías, como SK On y LG Energy Solution. Seis. Electrificación, Ahora o Nunca: Aquí es donde han dado el verdadero golpe de autoridad. Mientras muchos fabricantes europeos y japoneses parecían dudar o moverse con lentitud, Hyundai y Kia se lanzaron de cabeza a la electrificación, con tecnología de 800V que permite cargas rápidas. Aunque, el tiempo lo dirá, esta apuesta por la electrificación, puede volverse en su contra.

In this episode, I sit down with Christ-follower, author, pastor, and teacher, Sharon Hodde Miller, to talk about what it looks like to find real freedom. Not the kind the world talks about, but the kind that comes when we stop trying to control everything and let God be in charge. We talk about everything from how to respond to the next big news story, to how to tell the difference between the Holy Spirit's nudge and plain old overthinking. Sharon shares wisdom on what healthy responsibility looks like versus unhealthy control, and how surrendering to God's authority actually brings more peace (and not stress)! This conversation is honest, practical, and full of truth. If you've ever struggled with anxiety, control, or just feeling overwhelmed by the world around you, this is for you! Thanks to our amazing partners on this episode, First Interstate Bank and 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 Subscribe to The Conversation on YouTube and watch the full interview with Sharon: youtube.com/@adamaweber Sign up for The Crew: adamweber.com/thecrew

Allen, Rosemary, and Yolanda discuss the IEA's 27% cut to offshore wind forecasts, GE's wind financials, and Ming Yang's revolutionary 50MW dual-rotor turbine. Register for the next SkySpecs Webinar! 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! You are listening to the Uptime Wind Energy Podcast brought to you by build turbines.com. Learn, train, and be a part of the Clean Energy Revolution. Visit build turbines.com today. Now here's your hosts, Allen Hall, Joel Saxon, Phil Totaro, and Rosemary Barnes.  Allen Hall: Welcome to the Uptime Wintery Podcast. I'm your host, Allen Hall in the Queen city of Charlotte, North Carolina. Rosemary's in Australia on her way to Sydney and Yolanda Padrone is here on site at a wind farm in Texas and there has been a, a number of news articles this week. Joel's over actually in Copenhagen enjoying, uh, the sites and sounds of that great city, the International Energy Agency slash its five year offshore wind growth forecast by. Are you ready for this? 27% citing policy shifts, obviously in the United States and [00:01:00] project cancellations across Europe and Asia. The big one in Asia is the Japan's Mitsubishi pulling out a couple of projects there when costs, um, more than doubled according to them. And Denmark is changing from, uh, negative bidding auctions in favor of contracts for different, so there has been a, a big pullback in offshore wind. It's not zero, you know, it's not going to zero at any time. I think there's just a lot of projects that appear to be reassessing the interest rate environments, the ability to get turbines, the cost of ships, everything. And rosemary in Australia, it does seem like there's been a little bit of a pullback there too for offshore wind. Uh,  Rosemary Barnes: yeah. I mean it's, it's hard 'cause we're still like in such a, just a nascent part of the. Industry. It's still really far from clear whether we need or are going to get any offshore wind at all. Victoria has some pretty solid commitments to it. The government [00:02:00] does so. That's probably as close as, um, anything to being certain that we'll get some offshore wind. But, um, probably we've all learned, America has shown us that a political com commitment is not as, you know, a government commitment is not as locked in as what we probably would've thought it would mean, um, a few years ago. So, yeah, we'll see. I think Australia is struggling like the rest of the world. We're struggling a bit just in general with getting projects to, um, FID and. You know, getting construction actually underway and offshore wind is just like, you know, the same problems but on steroids. So it's no surprise that you'd be seeing more challenges there. There's been a few projects that have, um, been canceled or paused, but you know, they weren't at the point where there were definitely going ahead. So it's, you know, like there's a huge pipeline that makes almost no sense for how many projects there are in planning. Obviously some of them are going to [00:03:00] not go ahead, probably most of them. Um, and yeah, so we'll, we'll probably see many more cancellations and I think we'll see at least a few offshore wind farms and probably those early examples are gonna dictate a bit how easy it is for other people to follow, or how much anyone even wants to follow. Allen Hall: Well, is it gonna become a case where. Certain countries are, uh, focused on certain energy sources like France and Nuclear, and the UK will be offshore wind, onshore wind, and solar. Germany sort of a mix of everything,

Welcome to part 3 of a very special podcast series we are calling Faith & Justice. In this series, we're diving into what it looks like to follow Jesus in a world that is deeply in need of hope, healing, and justice. We have been partnering with the International Justice Mission, an incredible organization working to end violence, exploitation, and modern-day slavery in some of the darkest corners of the world.  Today, we hear from former NFL linebacker Mark Herzlich. Mark's story is powerful. He's battled cancer, walked away from two dream careers in the NFL and sports broadcasting, and is now following God's call into ministry.  He also opens up about how his wife Danielle's story of childhood abuse has fueled his own passion for justice and standing up for those who can't stand up for themselves. This conversation is real and raw, especially for men of faith who want to live with purpose, courage, and conviction. Learn more about IJM and become a Freedom Partner: ijm.org    Listen to Part 1 with Ellie Holcomb here: https://podcasts.apple.com/us/podcast/ellie-holcomb-on-being-diagnosed-with-adhd-at-age-42/id1119318768?i=1000730732860  Listen to Part 2 with Nick Hundley here: https://podcasts.apple.com/us/podcast/leadership-gold-from-texas-rangers-executive-nick-hundley/id1119318768?i=1000731914448   Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide 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 powersports 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 and watch the full interview with Mark: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Very excited to bring back Chris Okada of Okada & Co., this time in person, since he last joined us back during the depths of COVID back in the summer of 2020.   Chris is the founder & owner of Okada & Co, a commercial real estate brokerage firm specializing in the ownership, acquisition, & leasing of office, building, land, & storage facilities across NYC & New Jersey.  Chris & his firm are tasked with overseeing a portfolio of more than 110 Manhattan properties spanning 6.5 million square feet, a market share that he has grown significantly since 2021.  He's also been involved in residential new development at 432 West 52nd Street, along with acquisitions of commercial building 41-15 West 34th Street, retail properties like 894 Avenue of Americas on West 32nd Street, 148 West 24th Street (where the Barcade is located), and the retail at 135 West 52nd Street (across 6.5 Avenue)    Chris's story is a unique one, as he hails from a real estate family whose parents moved from Japan in the 60s. His father carved out a niche in the commercial real estate world, working with companies like Toyota Motors, Mitsubishi, Kawasaki, Sony, and many restaurant and hospitality companies to establish their first North American headquarters back in 1967.   Chris has been featured numerous times in publications including The Wall Street Journal, The New York Times, Crain's Business, The New York Post, The Real Deal Magazine, & The NY Observer, to name a few.  He also has a powerful presence on his social media platforms, including Instagram & LinkedIn, which I will plug in the show notes.  His insightful posts are educational, thought-provoking, and likely the most interesting among the many commercial thought leaders in his business.  Please give Chris Okada a follow on:  Instagram Linkedin Okada & Co Website  

Welcome to part 2 of a very special podcast series we are calling Faith & Justice. In this series, we're diving into what it looks like to follow Jesus in a world that is deeply in need of hope, healing, and justice. Over these four episodes, we're honored to be partnering with International Justice Mission, an incredible organization working to end violence, exploitation and modern-day slavery in some of the darkest corners of the world.  Today, I get to sit down with former MLB player Nick Hundley, but even more than that, a man of deep faith and incredible leadership. Nick's now the Director of Team Freedom, IJM's program that brings pro athletes together to use their influence for good. Nick shares about his journey from playing in the big leagues to working in the front office with the Texas Rangers, how he juggles all his roles and what it really means to live out your faith right where you are.  And parents… there's a piece of advice Nick's dad gave him that you're gonna want to tuck away. It's gold. Learn more about becoming a Freedom Partner: ijm.org  If you missed Part 1 with Ellie Holcomb, go back and listen. It's so good. https://podcasts.apple.com/us/podcast/ellie-holcomb-on-being-diagnosed-with-adhd-at-age-42/id1119318768?i=1000730732860  Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide 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 and watch the full interview with Nick: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Stephen Roth—founder of Carmel Software and current owner of Hands Down Software—joins Bill and Eric to trace a multigenerational journey from a 1920s Ohio roofing firm to modern HVAC software that powers everyday field work. Stephen shares how family roots in commercial roofing and energy management shaped his path as a mechanical engineer and coder, eventually leading to Autodesk acquiring his early load-calc assets and, later, to relaunching Carmel with one of the industry's first mobile HVAC app suites. Today CarmelSoft offers field-friendly tools from PT charts and duct/pipe sizers to an ACCA-approved Manual J (HVAC ResLoad J) iPad app. Stephen also discusses custom projects for Carrier, Mitsubishi, SMACNA, and ASHRAE (including Building EQ), plus the acquisition and revitalization of the ubiquitous Hands Down psychrometric chart software. Looking ahead, he sees AI accelerating data entry, plotting psychrometric processes by prompt, and facilitating web-based collaboration—always in service of the core mission: helping technicians and engineers accurately size systems and design energy-efficient buildings. Notable quotes: “Our mission is to help technicians and engineers easily and accurately design energy-efficient buildings.” — Stephen Roth “The city of Phoenix wouldn't exist without our industry.” — Stephen Roth     Stephen's LinkedIn: https://www.linkedin.com/in/stephenbroth/ Camelsoft website: https://carmelsoft.com/ HandsDown website: https://www.handsdownsoftware.com/ Upcoming webinars: https://carmelsoft.com/Carmel-Software-Mobile-Training-Webinars Past recorded webinars: https://carmelsoft.com/Carmel-Software-Video-List Contact form: https://carmelsoft.com/Carmel_Software_ContactUs.aspx   This episode was recorded in September 2025.  

Hey friends, Welcome to a very special podcast series called Faith & Justice. In this series, we're diving into what it looks like to follow Jesus in a world that is deeply in need of hope, healing, and justice. Over the next four episodes, we're honored to be partnering with International Justice Mission, or IJM - an incredible organization working to end violence, exploitation, and modern-day slavery in some of the darkest corners of the world.  Today, I sit down with singer/songwriter Ellie Holcomb who has supported IJM in lots of different ways. We talk about why justice and compassion matter so deeply to her, and some practical ways you and I can make a difference too. Ellie also shares how she was diagnosed with ADHD at the age of 42 and how it has deepened  her relationships. She also opens up about how she navigates the challenges of parenting while pursuing her passion for music (oh, and she's got a brand-new album coming out too!).  This conversation is honest, encouraging, and full of hope. I can't wait for you to hear it. Learn more about becoming a Freedom Partner: ijm.org  Check out Ellie's new album Far Country Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide 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 and watch the full interview with Ellie: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew    

From Living In A Car To Building Cars The $7,500 EV Vision Of Mike Brennanhttps://www.reddosev.com/Entrepreneur Mike Brennan says he's homeless living out of a 2013 Mitsubishi—while building Redos, an EV company pricing cars at $7,500 and targeting 2028 delivery. We talk patents 14 and counting roof-rack air filters to clean the air Level 2 driver assist a coffee maker in every car mental health funding without VC $75 preorders and a subscription model that plants trees and funds kids' futures.Subscribe Like and Share this with someone who needs a push today ✋

OEG celebrates 500 offshore turbine toilet installations while BlackRock acquires AES for $38 billion, signaling continued investment despite global wind auction slowdowns and European wind droughts. 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! Welcome to Uptime News. Flash Industry News Lightning fast. Your host, Allen Hall, shares the renewable industry news you may have missed. Allen Hall 2025: There's good news today from the wind energy sector, and it starts of all places with toilets. OEG and Aberdeen Headquartered company just reached a milestone. They've installed their 500th in turbine welfare unit across the UK's offshore wind sector. If you've ever worked on an offshore wind turbine, you know why this matters. These aren't just convenience facilities. Their dignity and their safety. The other difference between a dangerous transfer to a standby vessel and staying on the job. The units operate in the harshest offshore conditions with no external power or water. Nine offshore wind farms now have these facilities and they're making offshore work accessible for [00:01:00] women helping retain a more diverse workforce. And while OEG celebrates 500 installations, something much larger is happening in the American Midwest. Gulf Pacific Power. Just completed a major transaction with NL Green Power North America. Gulf Pacific acquired all of E L's interest in five operating wind facilities, totaling over 800 megawatts of capacity. The portfolio includes Prairie Rose in Minnesota, Goodwill and Origin, and Rocky Ridge in Oklahoma, and a facility in North Dakota. Projects with long-term power purchase agreements and high credit counterparties. And then there's BlackRock. The world's largest asset manager is placing a $38 billion bet on American clean energy. They're close to acquiring power Giant a ES, which have give BlackRock ownership of nearly eight gigawatts of wind power capacity. A [00:02:00] ES leads in sign deals with data center customers with artificial intelligence driving unprecedented electricity demand. That positioning matters. The weather numbers tell their own story about wind's challenging year. Most of Europe recorded wind speeds four to 8% below normal in the first half of this year. The wind drought curtailed generation in Germany, Spain, France, and the United Kingdom. But the Northeastern United States saw winds seven to 10% above average in parts of Norway, Sweden, and Northern China also benefited. And in storm, Amy, which is passing through the uk, it drove wholesale electricity prices negative for 17 hours. 20 gigawatts of wind power flooded the grid and the grid paid users to consume electricity. Too much wind, not enough demand. The offshore wind industry faces real headwinds. Global awards fell more than 70% in the first nine months of this year. Of about 20 gigawatts of expected auctions, [00:03:00] only 2.2 gigawatts have been awarded. Germany, the Netherlands and Denmark are preparing new frameworks to restore investor confidence and Japan designated two promising offshore zones, but confidence there is still shaken when Mitsubishi pulled out of its first auction due to some sorry costs. So here's what we have. An Aberdeen company celebrating 500 toilet installations that transform working conditions. A Midwestern power company expanding its wind portfolio by 800 megawatts and the world's largest asset manager, betting $38 billion on American energy infrastructure. All while offshore auctions stall globally, all while Europe experiences a wind drought and the UK experiences at times too m...

My guest this week is Kimberley Gardiner, the CMO of Tractor Supply Company. Since 2022, she's been leading the charge on all things marketing for the country's largest rural lifestyle retailer, from big national campaigns to loyalty programs that keep their 30 million-plus Neighbor's Club members engaged. Kimberley's career isn't just impressive, it's diverse—she's held senior marketing roles at Volkswagen, Mitsubishi, Kia, and Toyota, and even jumped into the tech space as CMO of a digital asset management company. She knows what it takes to connect with people, whether they're shopping for cars, tractors, or anything in between. On top of that, she's a Mills College graduate with an MBA from Indiana University, and she still makes time to shape the future of the field, serving on the Brand Innovators Marketing Leadership Council and helping guide the PopTech Advisory Board.

Last year, the Wall Street Journal reported that Bible sales are up by 22% from the year before (how cool is that?!). So in today's episode, we're hanging out with Amanda Bible Williams, the amazing co-founder of She Reads Truth. If you've never checked it out, it is an incredible community that helps women engage with the Bible every single day. Amanda opens up about her journey and shares some cool insights on why more people are opening up their Bibles, and why community matters when it comes to sticking with it. Plus She gives some practical tips for those just starting out on their faith journey (like what translation of the Bible to buy and what chapter to start with when reading the Bible for the first time).  She also offers some heartfelt encouragement to anyone who has been hurt by the church - find out who Jesus is for yourself by reading His Word. He loves you and will meet you right where you're at. Friend, this conversation will encourage you to keep opening your Bible and remind you that you don't have to do it alone. Grab a copy of The Bible is For You: https://amzn.to/3VyYuXY To learn more about She Reads Truth visit: shereadstruth.com To learn more about the American Bible Society “State of the Bible” survey visit: americanbible.org/news/state-of-the-bible/  To learn more about coaching with Adam visit: adamweber.com/coaching  Thanks to our amazing partners on this episode: Mission Haiti & Vern Eide Mission Haiti is a nonprofit organization whose mission is to love Jesus, love others, and make disciples in the country of Haiti. They live out that mission by training and coming alongside current and future leaders for the cause of Christ. To learn more, visit Mission-Haiti.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 and watch the full interview with Amanda: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Today is part 4 of our marriage series and we're wrapping things up with an incredible couple: Justin & Trisha Davis. Their story? It's real. It's raw. In 2002 after planting their first church, Justin had an affair with a staff member (who was also Trisha's best friend). They walked through four years of deep pain, grief, counseling and by God's grace… restoration. Here's the thing… not every hard season happens because of choices we make. A medical diagnosis. A failed business. A struggling child. Family drama. A pandemic. These moments can easily pull us apart or force us to stand together even closer. Justin & Trisha remind us that marriage works best when you choose to face challenges as a team instead of as enemies. We talk about the importance of honesty, vulnerability and turning towards your spouse when things get tough.  This episode is full of practical wisdom and a whole lot of grace. I hope you are encouraged. Learn more about Justin & Trisha: https://justinandtrisha.com  To find out more information about the marriage event at Embrace Church visit iamembrace.com/marriage   Listen to Part 1 of the marriage series with Jason and Jodi VanRuler: https://podcasts.apple.com/us/podcast/living-on-mission-together-jason-jodi-vanruler-marriage/id1119318768?i=1000724686484 Listen to Part 2 with Gary & Lisa Thomas: https://podcasts.apple.com/us/podcast/how-to-keep-the-fun-and-sex-alive-in-marriage-gary/id1119318768?i=1000725836347  Listen to Part 3 with Nicky & Sila Lee: https://podcasts.apple.com/us/podcast/the-little-things-that-keep-love-alive-nicky-sila-lee/id1119318768?i=1000727147245  Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide 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 and watch the full interview with Justin & Trisha: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

It's EV News Briefly for Friday 19 September 2025, everything you need to know in less than 5 minutes if you haven't got time for the full show. Patreon supporters fund this show, get the episodes ad free, as soon as they're ready and are part of the EV News Daily Community. You can be like them by clicking here: https://www.patreon.com/EVNewsDaily MITSUBISHI LAUNCHES ELECTRIC ECLIPSE CROSS https://evne.ws/48nzR84 HYUNDAI TO SELL EREV MODELS IN 2027 https://evne.ws/3VrhBTJ AUDI'S ENTRY-LEVEL ELECTRIC CAR PLANS https://evne.ws/3VpAeaK CHINESE STARTUP TARGETS EUROPEAN MICROCAR MARKET https://evne.ws/3IvI8MG TESLA REDESIGNS DOOR-RELEASE AFTER NHTSA PROBE https://evne.ws/47QtdqL GERMANY EV SALES RISE IN AUGUST, TESLA CONTINUES TO FALL https://evne.ws/46tJEHd HYDROGEN RETREATS IN EUROPEAN ROAD TRANSPORT https://evne.ws/46wZmBn ONVO L90 TOPS DONGCHEDI SUV COMPARISON https://evne.ws/47JUHhM ONTARIO URGES CANADA TO KEEP 100% EV TARIFF https://evne.ws/4n7UFox AUTEL ADDS 1,000-AMP LIQUID-COOLED CCS2 CABLE AND CONNECTOR https://evne.ws/4mkkHnl DRIVING TESTS MOVING TOWARD AUTOMATIC CARS https://evne.ws/3I3kwz2 TOYOTA APP NUDGES OWNERS TO PLUG IN https://evne.ws/4gta4NM RIVIAN SPIN-OFF ALSO TO REVEAL COMPACT PEDAL-ASSIST VEHICLE https://evne.ws/3K7zsN3

Join me later for the first of a two part documentary on the 10th anniversary of ‘dieselgate'. Check out ‘Dieselgate10: From Lies to Lithium – Part 1”. It will be live tonight for Patrons, and all Patreon exclusives go onto the free feed after 7 days. If you want the content first, it's just one of the member benefits. Can you help me make more podcasts? Consider supporting me on Patreon as the service is 100% funded by you: https://EVne.ws/patreon You can read all the latest news on the blog here: https://EVne.ws/blog Subscribe for free and listen to the podcast on audio platforms: ➤ Apple: https://EVne.ws/apple ➤ YouTube Music: https://EVne.ws/youtubemusic ➤ Spotify: https://EVne.ws/spotify ➤ TuneIn: https://EVne.ws/tunein ➤ iHeart: https://EVne.ws/iheart MITSUBISHI LAUNCHES ELECTRIC ECLIPSE CROSS https://evne.ws/48nzR84 HYUNDAI TO SELL EREV MODELS IN 2027 https://evne.ws/3VrhBTJ AUDI'S ENTRY-LEVEL ELECTRIC CAR PLANS https://evne.ws/3VpAeaK CHINESE STARTUP TARGETS EUROPEAN MICROCAR MARKET https://evne.ws/3IvI8MG TESLA REDESIGNS DOOR-RELEASE AFTER NHTSA PROBE https://evne.ws/47QtdqL GERMANY EV SALES RISE IN AUGUST, TESLA CONTINUES TO FALL https://evne.ws/46tJEHd HYDROGEN RETREATS IN EUROPEAN ROAD TRANSPORT https://evne.ws/46wZmBn ONVO L90 TOPS DONGCHEDI SUV COMPARISON https://evne.ws/47JUHhM ONTARIO URGES CANADA TO KEEP 100% EV TARIFF https://evne.ws/4n7UFox AUTEL ADDS 1,000-AMP LIQUID-COOLED CCS2 CABLE AND CONNECTOR https://evne.ws/4mkkHnl DRIVING TESTS MOVING TOWARD AUTOMATIC CARS https://evne.ws/3I3kwz2 TOYOTA APP NUDGES OWNERS TO PLUG IN https://evne.ws/4gta4NM RIVIAN SPIN-OFF ALSO TO REVEAL COMPACT PEDAL-ASSIST VEHICLE https://evne.ws/3K7zsN3

Today is part 3 of our marriage series and I had the privilege of sitting down with Nicky and Sila Lee, a well-known couple from England who developed The Marriage Course - a program that's impacted couples around the world. They've been married 49 years (yes, 49 years!) and they share the small but powerful habits that have kept their love strong: praying together, saying thank you (especially for the little things) and making time for regular date nights - even after almost 5 decades of marriage! My favorite part? Watching how they laugh together. They balance each other so well, you can just tell how much they truly enjoy one another. Their wisdom is simple, practical and so encouraging. No matter what season of marriage you are in. Listen to Part 1 with Jason and Jodi VanRuler: https://podcasts.apple.com/us/podcast/living-on-mission-together-jason-jodi-vanruler-marriage/id1119318768?i=1000724686484 Listen to Part 2 with Gary & Lisa Thomas: https://podcasts.apple.com/us/podcast/how-to-keep-the-fun-and-sex-alive-in-marriage-gary/id1119318768?i=1000725836347 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 The Conversation on YouTube and watch the full interview with Nicky & Sila: youtube.com/@adamaweber Sign up for The Crew: adamweber.com/thecrew  

For part 2 of this marriage series, I get to sit down with my friend, pastor and author Gary Thomas and his lovely wife, Lisa, about having a marriage that is built to last.  They've been married 41 years (yes, you read that right!) and they share about the ups and downs they faced early on as parents, and the habits that have helped them keep growing together. My favorite part of the conversation? When they talk about how they keep the fun - and yes, even the sex - alive in their marriage!  Tune in for tips on staying connected, loving for the long haul and how to show up together through the years.  Listen to part 1 of the series here: https://sites.libsyn.com/578090/living-on-mission-together-jason-jodi-vanruler-marriage-series-pt-1 To find out more information about the marriage event at Embrace Church visit iamembrace.com/marriage Thanks to our amazing partners on this episode: Vern Eide & Mission Haiti 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 Mission Haiti is a nonprofit organization whose mission is to love Jesus, love others, and make disciples in the country of Haiti. They live out that mission by training and coming alongside current and future leaders for the cause of Christ. To learn more, visit Mission-Haiti.org Subscribe to The Conversation on YouTube and watch the full interview with Gary & Lisa: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Today's episode is part 1 of 4 in a series on marriage and to kick things off, I sit down with my friends Jason and Jodi VanRuler. They have been married for 18 years, and they are the real deal. They share their journey through the ups and downs of married life, discussing how they support each other's dreams , and how they have stayed connected along the way.  Join us as we delve into the importance of communication, having shared goals, and the little things that make a big difference in your marriage. To learn more about Jason and Jodi, visit jasonvr.com To find out more information about the marriage event at Embrace Church visit iamembrace.com/marriage  Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide 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 and watch the full interview with Jason & Jodi VanRuler: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

We first aired this episode in 2012, but at the show we've been thinking a lot about resilience and repair so we wanted to play it for you again today. It's about a man who experienced maybe one of the most chilling traumas… twice. But then, it leads us to a story of generational repair. On the morning of August 6th, 1945, Tsutomu Yamaguchi was in Hiroshima on a work trip. He was walking to the office when the first atomic bomb was dropped about a mile away. He survived, and eventually managed to get himself onto a train back to his hometown... Nagasaki. The very next morning, as he tried to convince his boss that a single bomb could destroy a whole city, the second bomb dropped. Author Sam Kean tells Jad and Robert the incredible story of what happened to Tsutomu, explains how gamma rays shred DNA, and helps us understand how Tsutomu sidestepped a thousand year curse.Signup for our newsletter!! It includes short essays, recommendations, and details about other ways to interact with the show. Sign up (https://radiolab.org/newsletter)!Radiolab is supported by listeners like you. Support Radiolab by becoming a member of The Lab (https://members.radiolab.org/) today.Follow our show on Instagram, Twitter and Facebook @radiolab, and share your thoughts with us by emailing radiolab@wnyc.org.Leadership support for Radiolab's science programming is provided by the Simons Foundation and the John Templeton Foundation. Foundational support for Radiolab was provided by the Alfred P. Sloan Foundation.