Podcasts about mnh

Trong cuộc đọ sức Mỹ -Trung ở Kênh đào Panama, bàn thắng tạm thời nghiêng về Washington : tập đoàn Hồng Kông CK Hutchison chuyển nhượng lại cho một quỹ đầu tư của Mỹ hai cảng ở hai đầu con kênh mà chính quyền Trump đòi « thâu tóm trở lại ». Bắc Kinh trong thế lưỡng nan : Chận thương vụ giữa một công ty tư nhân của Hồng Kông với một đối tác quốc tế là một nước cờ mạo hiểm. Hôm 04/03/2025, vài giờ trước khi tổng thống Hoa Kỳ Donald Trump đọc diễn văn trước Quốc Hội lưỡng viện, quỹ đầu tư BlackRock thông báo đạt thỏa thuận với tập đoàn đa quốc gia của Hồng Kông, CK Hutchison, « mua lại quyền khai thác »  2 trong số 5 cảng dọc Kênh đào Panama : Balboa và Cristobal. Đây chỉ là 2 trong số hơn 40 hải cảng CK Hutchison đang khai thác tại 23 quốc gia trên thế giới. Trị giá hợp đồng 23 tỷ đô la.Trump đẩy Trung Quốc ra khỏi Panama Trên mạng xã hội Ủy Ban đối Ngoại Hạ Viện Hoa Kỳ phấn khởi khẳng định là « Trung Quốc bị đẩy ra khỏi Panama. Mỹ đang trên đà chiến thắng ». Dân biểu bang Florida, chủ tịch ủy ban này ông Brian Mast không bỏ lỡ cơ hội ca ngợi « công lao » và sự « sáng suốt » của tổng thống Donald Trump khi biết rằng, chủ nhân Nhà Trắng luôn khẳng định Kênh đào Panama « thuộc về nước Mỹ » và đã từng yêu cầu bộ Quốc Phòng xem xét các khả năng quân sự để bảo đảm quyền của Hoa Kỳ được sử dụng con kênh này vào lúc mà Trung Quốc « kiểm soát » 5 cảng dọc theo con kênh.Thắng lợi của Washington còn lớn hơn nữa do hai cảng Balboa và Cristobal ở hai đầu con kênh, mở Thái Bình Dương và Đại Tây Dương.Trả lời đài RFI Pháp ngữ giáo sư đại học giảng dậy môn Khoa Học Chính Trị, Kevin Parthenay trước hết giải thích vì sao việc một quỹ đầu tư của Hoa Kỳ giành lại quyền khai thác một số cơ sở ở Panama từ tay một tập đoàn Hồng Kông được coi là thắng lợi lớn của Mỹ :« Kênh đào Panama đã từng và sẽ luôn là một điểm chiến lược đối với quyền lợi của Mỹ và cũng như là đối với phía Trung Quốc nhất là khi hai siêu cường trên thế giới này bắt đầu lao vào một cuộc đối đầu. Qua hai quyết định gần đây chúng ta thấy Panama đã loan báo không tiếp tục tham gia dự án Con Đường Tơ Lụa với Trung Quốc, mà sự hợp tác này đã chính thức được khởi động từ 2017. Bên cạnh đó, tư pháp Panama đòi xem xét lại các điều khoản đã nhượng quyền khai thác hai cảng Balboa và Cristobal ở hai cửa ra vào con kênh cho tập đoàn Hồng Kông CK Hutchison. Đó là những tín hiệu mạnh để xác định vai trò trung tâm và ảnh hưởng của Mỹ đối với Panama » Dựa trên cơ sở nào Mỹ đòi « chiếm lại » kênh đào Panama ? Giáo sư Frédéric Lasserre Đại học Laval, Québec, Canada, chuyên nghiên cứu về khu vực Ấn Độ -Thái Bình Dương nhắc lại lập trường của tổng thống Trump đòi « lấy lại » con kênh mà Hoa Kỳ đã xây dựng cho Panama : « Donald Trump tố cáo các giới chức Panama bắt chẹt tàu thuyền của Mỹ, bắt họ trả phí đắt hơn so với tàu chở hàng của những quốc gia khác khi đi qua kênh đào Panama. Không một dữ liệu nào minh chứng cho điều đó và nếu quả thực tàu thuyền của Mỹ bị đối xử bất công, chắc chắn là các tập đoàn vận tải đường biển của Mỹ đã không để yên. Ngoài ra, cần chú ý là tập đoàn Hồng Kông, CK Hutchison khai thác : khai thác chứ không sở hữu, hai trong số năm cảng dọc theo con kênh Panama. Không có bất kỳ lý do nào để Hutchison phân biệt đối xử với tàu thuyền của Mỹ và nếu có đi chăng nữa thì liệu rằng tập đoàn này có được chỉ thị từ Bắc Kinh hay không ? Hiện không có bằng chứng nào cho phép xác định tàu bè của những quốc gia khác ngoài Trung Quốc bị  đối xử tệ. Và tôi muốn nhấn mạnh rằng tập đoàn của Hồng Kông, CK Hutchison chỉ khai thác có 2 trong số 5 cảng trên con Kênh đào Panama ».Tập đoàn Hồng Kông ngừng khai thác các hải cảng ?  Trên thực tế thỏa thuận giữa tập đoàn khai thác hải cảng và bảo đảm các dịch vụ của Hồng Kông với một « tổ hợp đầu tư do quỹ BlackRock đứng đầu » không chỉ thu hẹp ở phạm vi Panama. Theo các báo tài chính của Mỹ và Á châu, tập đoàn trong tay nhà tỷ phú Hồng Kông Lý Gia Thành chuyển nhượng tổng cộng 43 trong số hơn 50 hải cảng đang quản lý trên toàn thế giới. Trong số này có 10 hải cảng thuộc về Hồng Kông và Hoa Lục. Cristobal và Balboa chỉ là hai trong số 43 địa điểm liên quan. Nhưng con kênh này đang trở thành một tâm điểm trong cuộc đối đầu giữa Hoa Kỳ và Trung Quốc, hai siêu cường trên thế giới, chuyên gia Virginie Saliou Học Viện Quân Sự Pháp IRSEM giải thích về tầm cỡ chiến lược của công trình :« Mỹ là quốc gia sử dụng nhiều nhất Kênh đào Panama để vận chuyển hàng từ bờ đông sang châu Á, để đưa hàng từ bờ tây của nước Mỹ sang châu Âu, để bảo đảm các luồng cung ứng giữa hai bờ đông và tây của bản thân nước Mỹ. Cứ trên 100 chuyến tàu chở hàng của Mỹ thì có 40 chiếc phải đi qua Kênh Panama và trung bình có từ 60 đến 70 % giao thương hàng hải sử dụng con kênh này là những chuyến tàu khởi hành hoặc cập bến các hải cảng của Hoa Kỳ. Chỉ có 13 % tàu thuyền đi qua đây liên quan đến các hoạt động của Trung Quốc. Không chỉ có các tàu chở hàng của Mỹ sử dụng kênh Panama. Con kênh này còn là nơi mà tàu chiến của Hoa Kỳ cũng phải đi qua. Theo các số liệu gần đây trung bình hàng năm 40 trong số 291 tàu quân sự của Mỹ  phải đi qua ngả này ». Con Đường Tơ Lụa, cái gai giữa Panama và MỹCũng bà Saliou nhấn mậnh Kênh đào Panama thuộc quyền sở hữu của Panama, một quốc gia ở Trung Mỹ chưa đầy 5 triệu dân, không có quân đội và sử dụng đồng đô la Mỹ. Công trình này do cơ quan ACP gồm 13 thành viên quản lý và Hiến Pháp Panama ghi rõ con kênh này « thuộc quyền sở hữu không thể tách rời » của Panama. Năm 1997 vào tập đoàn Hồng Kông CK Hutchison ký hợp đồng với cơ quan ACP của Panama để được quyền « khai thác », đầu tư và bảo đảm các dịch vụ tại 5 cảng dọc theo con kênh. Đúng 20 năm sau, Panama chính thức tham gia dự án Con Đường Tơ Lụa với Trung Quốc từ đó căng thẳnh giữa Hoa Kỳ và Panama gia tăng. Virginie Saliou :« Từ khi Panama tham gia dự án Con Đường Tơ Lụa với Trung Quốc, đã có khoảng 30 dự án hợp tác và đầu tư ra đời nhưng chỉ một số ít được thực hiện đến nơi đến chốn, và kết quả không nhiều. Do vậy việc chính quyền Panama rầm rộ loan báo chia tay với dự án của Bắc Kinh trước hết là một tín hiệu nhắm gửi đến Nhà Trắng để làm vừa lòng tổng thống Trump. Một điểm đáng chú ý khác là năm 2001 tức là chỉ ít ít lâu sau khi tập tập đoàn của Hồng Kông được quyền khai thác Balboa và Cristobal thì chính phủ Mỹ đã ra một thông cáo xác nhận rằng sự hiện diện của Hutchison không là một mối đe dọa. 25 năm sau, tình hình đã có nhiều thay đổi vào lúc mà Washington và Bắc Kinh lao vào một cuộc đối đầu. Mỹ lo ngại Trung Quốc lợi dụng vị trí này để dọ thám Mỹ về mặt kinh tế và quân sự. Kênh đào Panama có thể là một địa điểm để quan sát các hoạt động của đối phương rất lợi hại ».      Sự im lặng đáng ngờ của Bắc Kinh Nhìn đến phản ứng của Trung Quốc, giới quan sát hơi ngạc nhiên trước sự im lặng của chính quyền trung ương. Kênh đào Panama là nơi mà 21 % các tàu bè qua lại là tàu chở hàng của Trung Quốc, là cửa ngõ của ngành xuất nhập khẩu nước này sang châu Mỹ. Kiểm soát « hai đầu con kênh » này mang tính chiến lược.  Vậy thì tại sao tập đoàn hàng hải Hồng Kông đã chuyển nhượng quyền khai thác lại cho một « tổ hợp đầu tư của Mỹ » mà không bị Bắc Kinh chống đối ?Tuần báo The Economist của Anh (20/03/2025) giải thích : trước hết về mặt chính thức Bắc Kinh không có cơ sở pháp lý để can thiệp hay ngăn chận CK Hutchison « bán lại » quyền khai thác hai cảng Balboa và Cristobal cho bất kỳ một tập đoàn nào khác.Nhưng một cách không chính thức, chính quyền Bắc Kinh hoàn toàn có thể « can thiệp » dưới nhiều hình thức : hoặc là gây sức ép trực tiếp với gia đình của nhà tỷ phú Hồng Kông Lý Gia Thành, vì CK Hutchison có nhiều cơ sở tại Hoa Lục. Chính quyền Trung Ương cũng hoàn toàn có thể sử dụng « luật an ninh quốc gia » để « chận » hoặc « hủy » thương vụ giữa tập đoàn Hồng Kông và quỹ đầu tư của Mỹ BlackRock. Một giải pháp khác, là trong giao kèo giữa CK Hutchison và BlackRock bao gồm nhiều hải cảng mà họ Lý đang kiểm soát từ ở Hồng Kông đến Pakistan, Sri Lanka … do vậy, Bắc Kinh có thể trực tiếp gây áp lực với các chính quyền liên quan.Trung Quốc tránh một nước cờ mạo hiểmNhưng theo các chuyên gia tuần báo Anh trích dẫn, can thiệp lộ liễu như vậy là thất sách, bởi thứ nhất đây không là thời điểm thích hợp để Trung Quốc can thiệp trực tiếp vào hồ sơ Kênh đào Panama vào lúc Bắc Kinh và Washington đang thu xếp để lãnh đạo Trung Quốc và Hoa Kỳ gặp nhau trong một tương lai không xa. Bắc Kinh cũng muốn tránh để các giới chức Mỹ « nhòm ngó » kỹ hơn đến các tập đoàn và doanh nghiệp Trung Quốc vào lúc mà hai trong số này là Hoa Vi và ByteDance đã trong tầm ngắm của các chính quyền liên tiếp ở Washington.Vì quyền lợi của Trung Quốc ở các bến cảng Úc và châu ÂuLý do thứ hai là chận một thương vụ giữa một « tập đoàn tư nhân » với một đối tác quốc tế cũng sẽ làm xấu đi hình ảnh và uy tín của các tập đoàn Trung Quốc đang vươn ra nước ngoài, từ ở Úc đến châu Âu. Tại châu Âu Trung Quốc đang đầu tư và quản lý 14 hải cảng lớn như như Hamburg (Đức) Fos và Le Havre (Pháp) Anvers (Bỉ) Pirée (Hy Lạp) hay Rotterdam (Hà Lan)…Lý do thứ ba là xét cho cùng, hợp đồng chuyển nhượng lại quyền khai thác 2 bến cảng ở hai đầu con kênh Panama cho một « tổ hợp đầu tư » của Mỹ không đe dọa đến « quyền lợi cốt lõi về an ninh của Trung Quốc ». Theo thẩm định của chuyên gia Isaac Kardon, thuộc quỹ nghiên cứu Cargegie Endowment for International Peace, trụ sở tại Washington, hiện tại các tập đoàn Trung Quốc quản lý hơn 90 hải cảng ở khắp nơi trên thế giới. Năm 2023, các tàu của Hải Quân Trung Quốc đã dừng lại tại 27 trong số những hải cảng do các tập đoàn của Trung Quốc quản lý. Nhưng Hải Quân Trung Quốc không dại để lai vãng ở các khu vực như gần Panama nơi vốn được coi là sân sau của Hoa Kỳ.Tổn thất về thương mại và hình ảnh chính trị của ông Tập ?Dù vậy việc nhường lại một phần sân chơi cho tổ hợp đầu tư của Mỹ do BlackRock dẫn đầu bất lợi cho ngành xuất nhập khẩu của Trung Quốc. Vẫn theo Isaac Kardon phía Hoa Kỳ nhân đà này sẽ áp đặt mạnh hơn luật chơi với các đối tác -nhất là trong bối cảnh mà chính quyền Trump đang dùng lá bài « thuế hải quan » để tạo dựng một trật tự quốc tế mới về mậu dịch, về giao thương hàng hải…Nếu như hợp đồng giữa tập đoàn của Hồng Kông và Mỹ này được thực hiện, thì dù muốn hay không « cổng đưa hàng Trung Quốc và châu Mỹ cũng bị khép chặt lại hơn một chút ».Cuối cùng về phương diện chính trị, rõ ràng là Hoa Kỳ ghi được một bàn thắng trước đối thủ Trung Quốc và làm « sứt mẻ hình ảnh của một ông Tập Cận Bình đang muốn phô trương thanh thế của một nhà lãnh đạo đủ sức bảo vệ quyền lợi quốc gia trên trường quốc tế ».

Dans cet épisode du podcast d'AVB, Virginie retrouve Clément pour explorer les enjeux de la réforme de la Protection Sociale Complémentaire (PSC), une évolution majeure qui redessine le paysage de l'assurance dans le secteur public.Cette réforme introduit l'obligation pour les employeurs publics de financer au moins 50 % des cotisations de complémentaire santé, un changement clé pour les agents de la fonction publique d'État, territoriale et hospitalière.Clément revient sur les impacts de cette réforme, notamment :Les nouveaux appels d'offres dans la fonction publique d'État.Les forces et défis des acteurs historiques comme les mutuelles spécialisées (MGEN, MNH, etc.).Les opportunités et limites pour les nouveaux entrants.Les enjeux techniques et financiers liés à la gestion collective et à la tarification des risques.Un épisode riche en analyses pour comprendre comment cette réforme façonne la concurrence entre acteurs de l'assurance et les perspectives pour les agents publics.Abonnez-vous à notre podcast pour rester informé des tendances et évolutions du secteur de l'assurance.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Quand on parle de santé, la langue est bien plus qu'un simple outil de communication ; elle peut être un pont ou un obstacle majeur. Pour de nombreuses femmes vivant en France, mais ne maîtrisant pas le français, l'accès aux soins devient un parcours semé d'embûches. Qu'il s'agisse d'une consultation médicale, d'un accouchement ou d'un suivi psychologique, la barrière linguistique intensifie les inégalités sociales et réduit considérablement la qualité des soins. C'est face à ce constat que le projet Médiation(s) Santé Femmes est né, pour favoriser une prise en charge plus juste et inclusive. Ce projet a été lancé par l'association Fable-Lab avec le soutien de nombreux partenaires dont la fondation MNH. Les chercheuses Mounia El Kotni et Lucia Gentile ont travaillé sur un rapport. Le jour de sortie du rapport, une table ronde a été organisée pour discuter de ce sujet. Et j'ai été invité pour réaliser deux épisodes de cheminements : une table ronde "Accès aux soins des femmes : vers une médiation linguistique en santé (partie 1)" ainsi qu'un épisode où j'ai interviewé d'autres participantes et qui nous permettra de pousser encore un peu plus la réflexion.Dans ce deuxième volet de notre exploration sur les inégalités linguistiques en santé, nous approfondissons les échanges entamés lors de la table ronde animée par Mounia El Kotni. Grâce à des témoignages vibrants et des regards d'experts, cet épisode met en lumière les réalités quotidiennes des femmes migrantes face aux défis de la langue dans leur parcours de soins.Témoignages marquants : Touria et Valentine partagent leurs expériences personnelles face aux barrières linguistiques et culturelles dans les consultations médicales.Perspective soignante : Aline et Fatimata expliquent comment ces obstacles influencent leur pratique et les stratégies qu'elles déploient pour y faire face.Une prise en charge pluridisciplinaire : Salomé et Céleste décrivent les dispositifs et outils nécessaires pour répondre aux besoins complexes des femmes migrantes.La recherche au service du changement : Gladys et Mounia El Kotni nous parlent des données et pistes concrètes pour améliorer l'équité dans les soins de santé.Ecriture : Marguerite de RodellecProduction : MedShake StudioHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

It's not every day you get to celebrate your 200th birthday. But that's exactly what the Royal National Lifeboat Institution has been up to this year! As the huge milestone year comes to a close, Siobhán Fletcher looks back at how and why the RNLI come into existence. She also takes a tour of Manx National Heritage's ‘All at Sea' exhibition, held at the House of Manannan, to explore the pillars of the RNLI's foundation.(With thanks to the RNLI, and Allison Fox at MNH.)

Bienvenue dans le tout premier épisode de Cheminements qui s'est déroulé devant un public. Cela fait plusieurs années que je voulais faire ça, et je dois dire que le résultat à dépassé mes attentes. Parce qu'en fait, la personne que vous allez entendre en animatrice n'est pas moi, mais une personne dont j'admire énormément le travail. Ce que vous vous apprêtez à entendre est l'enregistrement d'une table ronde qui parle de santé des femmes, animée par l'anthropologue Mounia El Kotni. Mais pour que vous compreniez pourquoi, j'ai besoin de vous expliquer plusieurs choses et de revenir un peu en arrière.Quand on parle de santé, la langue est bien plus qu'un simple outil de communication ; elle peut être un pont ou un obstacle majeur. Pour de nombreuses femmes vivant en France, mais ne maîtrisant pas le français, l'accès aux soins devient un parcours semé d'embûches. Qu'il s'agisse d'une consultation médicale, d'un accouchement ou d'un suivi psychologique, la barrière linguistique intensifie les inégalités sociales et réduit considérablement la qualité des soins. C'est face à ce constat que le projet Médiation(s) Santé Femmes est né, pour favoriser une prise en charge plus juste et inclusive. Ce projet a été lancé par l'association Fable-Lab avec le soutien de nombreux partenaires dont la fondation MNH. Les chercheuses Mounia El Kotni et Lucia Gentile ont travaillé sur un rapport. Le jour de sortie du rapport, une table ronde a été organisée pour discuter de ce sujet. Et j'ai été invité pour réaliser deux épisodes de cheminements : cette table ronde ainsi qu'un épisode où j'ai interviewé d'autres participantes et qui nous permettra de pousser encore un peu plus la réflexion.Un grand merci à Mounia et Léa Oriol de l'association Fable-Lab pour leur invitation et leur confiance ! Production : MedShake StudioEcriture : Marguerite de RodellecHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

In this first episode of our three-part miniseries, "Transforming Maternal and Newborn Health," we dive into a groundbreaking quality improvement programme that has made significant strides in integrating HIV, tuberculosis, and malaria services into antenatal and postnatal care across Kenya, Nigeria, and Tanzania. We explore emerging evidence on how health systems can adapt and respond to changing landscapes, including the impact of COVID-19, to deliver better outcomes for mothers and newborns. Featuring insights from leading experts, we discuss the challenges, successes, and innovative approaches that have strengthened the capacity of health workers and improved access to essential care. This episode sets the stage for the next discussions on capacity building and sustainability, making it a must-listen for anyone interested in global health and health systems strengthening.Chapters:00:00:00 – Introduction and Series Overview00:01:30 – Responding to COVID-19 and Building Resilience00:03:20 – Maternal Health Challenges in Sub-Saharan Africa00:04:45 – Strengthening Health Workforce Capacity00:06:20 – Key Findings and Lessons Learned00:08:04 – Addressing Gender-Based Violence and Mental Health00:09:17 – Practical Impact and Stories from Nigeria00:11:54 – Next Steps and Future Recommendations00:14:19 – Adapting to COVID-19 Challenges00:17:15 – Final Advice and ConclusionsIn this episode:Dr. Rael Mutai, Regional Technical Advisor (MNH), Liverpool School of Tropical Medicine TropicalRael is a public health specialist with over 21 years' experience in health and development. She is passionate about health systems strengthening, Sexual Reproductive Health and Rights and Quality Maternal and Newborn Health. Rael has been involved with the programme in the last 3 years, as the Regional Technical Adviser for Kenya and Tanzania. The Programme uses global evidence customized to country context for improved maternal and newborn outcomes. The programme has addressed gaps in ANC-PNC service delivery through capacity building of healthcare workers and integrated approaches to care.Prof. Charles Ameh - Programme Lead, Liverpool School of Tropical MedicineCharles led the implementation of the GF ANC/PNC quality improvement programme in the last 3 years. This involves identifying problems and co-creating solutions with stakeholders in Kenya, Tanzania and Nigeria. Key interventions designed and tested during this programme are relevant to several communities: maternity care providers, researchers, MNH programme managers, health professional associations and regulatory bodies, training institutions, women of reproductive age and their families in LMICs.Dr. Oladipo Aremu, Consultant Obstetrician & Gynaecologist, Adeoyo Maternity Teaching Hospital , Oyo State, NigeriaDr Oladipo Aremu has been involved in research work relating to post-partum haemorrhage, maternal and child health for the last three years. His contribution to the post-partum haemorrhage research has helped to reduce maternal morbidity and mortality. During the period of the research, the cost of the drug administered on patients resulted in remarkable cost savings when compared to cost of blood transfusion. Previous research activities involved in also contributed to improvement in respectful maternity care and upgrading the health worker-patient relationship. Useful links:This is a film from the WOMAN Trials at the London School of Hygiene & Tropical Medicine, as part of the Healthier Together series presented by the WHO Foundation and produced by BBC StoryWorks.

Bản tin 60s ngày 17/8/2024 có những nội dung sau đây:Cựu Cục trưởng Cục Đăng Kiểm bật khóc, mong được về với gia đình40 Kỵ binh diễu hành trên phố chuẩn bị cho lễ kỷ niệmNhân viên trong đường dây lừa đảo ở Tam Giác Vàng bị ngược đãi, ép làm việcChữa cháy ở phố Phó Đức Chính, một chiến sỹ bị ngạt khóiNga chặn đứng 12 tên lửa Ukraine tấn công cầu CrimeaHàng chục nghị sỹ Thổ Nhĩ Kỳ ẩu đả trong cuộc họpEU và 22 nước yêu cầu Venezuela công bố biên bản bầu cử'Cặp đấu' Harris-Trump rục rịch chuẩn bị cho màn tranh luận đầu tiên./.

Fiona McArdle is our host as we hear about Manx Wildlife Week (27th April - 4th May), which brings together Manx National Heritage, the Manx Wildlife Trust and UNESCO Biosphere Isle of Man and many of the volunteer groups they each support. The programme can be found at this website - https://manxnationalheritage.im/whats-on/ We hear an overview from: Lauren McCoy, curator of natural history at MNH; Lucy Chapman of the Manx Wildlife Trust; and Jo Overty of UNESCO Biosphere Isle of Man. We then join MWT's Community Ranger, Hannah Phillips, who tells us about something of the things the Trust is involved in during the week. We also hear about the Luke Jerram installation, Gaia, in St Thomas's Church in Douglas from Aly Lewin of Net Zero Isle of Man of which the website can be found at - https://www.netzero.im/

It's Wildlife Week 2024! Curator of Natural History at MNH, Laura McCoy, Team Wilder Co-ordinator at MWT, Lucy Chapman and Project Officer for UNESCO Biosphere IOM, Jo Overty talk to H about this years event.

Tracie Lund is the Manager of the Morwell Neighbourhood House and has worked tirelessly in the community since starting there in 2012. She has introduced and championed much-needed initiatives, resulting in the Morwell Neighbourhood House becoming a renowned hub where vital support is available for everyone, no matter their circumstances.One significant initiative of the Morwell Neighbourhood House, is People's Kitchen. Each week, community volunteers work together at A Kinder Cup, another initiative of MNH, to cook meals for local people experiencing food insecurity.Tracie is passionate about grassroots democracy and strongly believes that investment in and support of the community improves health and wellbeing, resilience, and employment opportunities. Her experience in supporting the local community every day on the ground has given her insight into what is required as the community navigates the future.Socials:Website: Morwell Neighbourhood House https://morwellnh.org.au/FB: Morwell Neighbourhood HouseA Kinder Cup cafe Website: Tracie Lund https://tracielund.com.au/Mentions:Latrobe Health Assembly Energy Australia Yallourn Enjoy the visual here on Youtube

H features a preview of the new HOME exhibition and podcasts at MNH, more from Sandra and Ryan Oberoi at Harmony Music School, details on the latest round of Arts Council funding and a great new film from Culture Vannin on Manx tholtans . .

Curator of the exhibition - and Curator of Natural History at MNH, Laura McCoy, joins H to talk about the importance of the exhibition at the House of Manannan in Peel (Ends O8 Oct 2023)

Cuộc đảo chính tại Niger có nguy cơ tước mất một đối tác chính yếu của Liên Hiệp Châu Âu cũng như của Pháp trong việc kiểm soát luồng di dân bất hợp pháp ở vùng Sahel. Đâu là những hệ quả của việc buông lỏng kiểm soát các đường biên giới và tương lai nào cho những chương trình hợp tác đã được thiết lập từ nhiều năm gần đây ? Trừng phạt nhưng ưu tiên ngoại giaoThứ Năm, 31/08/2023, ngoại trưởng 27 nước thành viên Liên Hiệp Châu Âu tại phiên họp ở Tolède, Tây Ban Nha, đã thống nhất một khung trừng phạt nhắm vào các tác nhân của cuộc đảo chính lật đổ tổng thống Mohamed Bazoum do tập đoàn quân sự Niger tiến hành hôm 26/07/2023.Những biện pháp này, dựa trên các trừng phạt từ Cộng đồng Kinh tế Các quốc gia Tây Phi – CEDEAO/ECOWAS – bao gồm đình chỉ các giao dịch tài chính, phong tỏa tài sản hay cấm di chuyển trong khối Liên Hiệp Châu Âu (EU).Theo một nhà ngoại giao được Le Figaro trích dẫn, mục tiêu là gởi đi một « thông điệp đầu tiên » đến phe đảo chính. Nếu như quyết định trên của EU phần nào ủng hộ sáng kiến trừng phạt ban đầu mà Pháp và Đức đưa ra hồi đầu tháng Tám, thì điều này cũng cho thấy khối 27 nước chưa sẵn sàng đi xa hơn, nghĩa là hậu thuẫn một hành động quân sự mà CEDEAO nhắm đến và rất được Pháp ủng hộ để đưa ông Mohamed Bazoum trở lại cầm quyền.« Con đường ngoại giao » vẫn là ưu tiên hàng đầu như tuyên bố của người đứng đầu ngành ngoại giao Liên Hiệp Châu Âu Joseph Borrell tại hội nghị các ngoại trưởng ở Tây Ban Nha:« Chúng tôi bày tỏ sự ủng hộ hoàn toàn đối với những nỗ lực của CEDEAO nhằm gây áp lực tối đa lên tập đoàn quân sự Niger. Đương nhiên, chúng tôi ưu tiên giải pháp ngoại giao, không ai muốn can thiệp quân sự. Đảo chính quân sự chắc chắn không là một giải pháp. Điều khốn khổ ở đây chính là ông Bazoum, vị tổng thống duy nhất được bầu lên một cách dân chủ trên khắp vùng Sahel. »Niger : Chốt chặn di dân chiến lượcSự việc làm lộ rõ nỗi lo lắng ngày càng lớn của khối 27 nước : Nguy cơ tập đoàn quân sự Niger bãi bỏ các thỏa thuận hợp tác kiểm soát di dân được thiết lập từ năm 2015.Vì sao Niger có một tầm quan trọng trong chính sách di dân của Liên Âu ? Về mặt địa lý, Niger là một quốc gia có hơn 25 triệu dân, trải rộng trên 1.300.000 km2. Đây là một quốc gia bán sa mạc, không giáp biển với nhiều dải đất màu mỡ nhưng cực kỳ mong manh trước hiện tượng khí hậu ấm dần và những căng thẳng về nước dọc theo biên giới Nigeria. Với tỷ lệ sinh là 7 con trên một phụ nữ, dân số nước này có mức tăng trưởng khoảng 3,5% mỗi năm. Niger có một dân số rất trẻ, số người dưới 15 tuổi chiếm đến 50% dân số, nhưng GDP bình quân đầu người chỉ khoảng 2 đô la.Niger bị bao bọc bởi các nước Libya, Cộng hòa Tchad, Nigeria, Bénin, Burkina Faso, Mali và Algeri, quốc gia mà Niger có chung hơn 1.000 km đường biên giới. Chính vì điều này mà Niger đóng vai trò quan trọng trong các cuộc đàm phán hiện tại cho các hồ sơ Libya và Syria trong các chính sách của Algeria, bên cạnh vấn đề gai góc về nhập cư vùng cận Sahara.  Nằm lọt thỏm giữa vùng Sahel, Niger trên thực tế là một điểm trung chuyển quan trọng cho những người di dân tìm đường đến châu Âu thông qua ngả Bắc Phi, cụ thể là Libya. Báo Pháp Le Figaro nhắc lại, ngay ngày hôm sau thượng đỉnh La Valette được tổ chức ở Malte năm 2015, Niamey đã được xác định như là pháo đài cho chính sách di dân của Liên Âu. Đó cũng là thời điểm khối 27 nước đang trải qua một cuộc khủng hoảng di dân nghiêm trọng, chỉ tính trong năm 2015, hơn một triệu người vượt biển đến châu Âu làm lung lay tình liên đới của khối.Nhiều khoản hỗ trợ tài chính đã được cấp nhằm kiểm soát và hạn chế dòng di dân bất hợp pháp. Theo các số liệu từ Tổ chức Di dân Quốc tế (IOM), từ năm 2016, Niger đã « giữ chân » hơn 95.200 di dân, chủ yếu ở Assamaka, vùng Agadez, phía bắc đất nước.Niger và những tuyến đường tội phạmNhưng không chỉ có vấn đề di dân, Niger còn là một trong những tuyến đường được nhiều mạng lưới tội phạm khác sử dụng. Trên đài phát thanh France Culture (02/09/2023), Élie Tenenbaum, giám đốc Trung tâm Nghiên cứu về An ninh, Viện Quan Hệ Quốc Tế Pháp (IFRI) giải thích thêm :« Quả thật Niger không phải là tuyến đường duy nhất, mà là một phần của một trong những tuyến đường buôn người, buôn ma túy và là một trong số các tuyến đường buôn lậu đến vùng Bắc Phi và nhất là đến Libya. Đúng là có một số nạn buôn lậu khiến các nước phương Tây nói chung phải quan tâm. Chúng ta còn chưa nói đến Hoa Kỳ, quốc gia có sự hiện diện lâu đời không kém trong khuôn khổ cuộc chiến chống khủng bố cũng như cuộc chiến chống ma túy. Cơ quan chống ma túy của Mỹ (DIA) cũng có đại diện ở Niger, và do vậy, nước này còn là một đối tác thiết yếu cho cuộc chiến chống các mạng lưới tội phạm khác nhau. »Kết quả chính sách di dân này của Liên Âu từ nhiều năm qua vẫn còn điều tranh cãi, do việc, « những kẻ đưa đường bắt đầu tránh những con lộ an toàn nhất, các điểm có nước để đi theo những lộ trình đắt hơn và nguy hiểm hơn », theo như quan sát từ nhà nghiên cứu Florence Boyer, Viện Nghiên cứu vì Phát triển, được nhật báo Công giáo La Croix trích dẫn.Nhưng một cuộc can thiệp quân sự như Pháp mong muốn nhằm tái lập trật tự Hiến định lại vấp phải nhiều phản đối từ các nước thành viên khác trong khối. Ý và Hungary lo sợ phải đối mặt thêm một làn sóng di dân mới. Ngoại trưởng Ý Antonio Tajani, trả lời phỏng vấn La Stampa hôm thứ Hai 04/9, đã cảnh báo rằng « mỗi ngày trôi qua mà không đạt được một thỏa thuận nào chỉ làm nghiêm trọng thêm tình hình. Nếu chiến tranh nổ ra ở Niger, đây sẽ là một thảm họa. »Nước Pháp bị cô lập, Nga – Trung Quốc trong tầm ngắm ?Trước lập trường « khá hòa dịu » này của Liên Âu và nhất là từ đồng minh Mỹ, phải chăng nước Pháp đang bị cô lập do những quan điểm cứng rắn của mình ? Chuyên gia về an ninh, Élie Tenenbaum phân tích rằng trong vấn đề này, ngoài hồ sơ di dân, còn phải tính đến một tác nhân khác mang tính chất địa chính trị nhiều hơn, gây lo ngại không kém cho Mỹ và Liên Âu.« Họ ôn hòa hơn một chút khi lên án cuộc đảo chính với ý định sau cùng là có thể duy trì các mối quan hệ với chính quyền mới, ngay cả khi đó không hẳn là lựa chọn họ muốn. Mỹ và châu Âu trước hết muốn tránh chứng kiến một quốc gia mới chuyển sang quỹ đạo của Nga như chúng ta đã thấy ở Cộng hòa Trung Phi, ở Mali và có nhiều khả năng xảy ra ở Burkina Faso. Tóm lại, Mỹ và các nước châu Âu đang nỗ lực duy trì một phần giải pháp mà Paris đã chọn và công bố vào năm 2020 ở Mali với những kết quả mà chúng ta đã biết. »Từ nhiều năm gần đây, châu Phi bị rung chuyển vì nhiều cuộc đảo chính ở Mali, Cộng hòa Tchad, Guinea, Burkina Faso và gần đây nhất là Gabon. Theo quan sát từ chuyên gia Tymothy Murphy, thuộc Hội Đồng Đối Ngoại Châu Âu, trên kênh truyền hình Euronews, những sự kiện này đang đặt Liên Hiệp Châu Âu trước nhiều thách thức lớn về an ninh :« Châu Âu có nhiều lo ngại thực sự về an ninh bắt nguồn từ khu vực này cũng như là những bận tâm về địa chính trị. Vấn đề an ninh có liên quan đến chủ nghĩa khủng bố theo trào lưu Hồi giáo chính thống, đang gia tăng mạnh ở Mali từ khi châu Âu và nhiều nước khác rút quân. Trên bình diện địa chính trị, Nga đang đặt ra một thách thức. Nước này đã biết cách tạo ra một không gian buộc châu Âu phải rút lui. Và bây giờ chúng ta đang phải đối mặt với viễn cảnh một vành đai ảnh hưởng của Nga ở sườn phía nam châu Âu, nếu chúng ta coi phần Sahel này của châu Phi như là sườn nam của châu Âu. »Làm thế nào bảo vệ tốt nhất các lợi ích và mục tiêu của châu Âu tại khu vực Sahel đầy biến động sẽ là một phương trình khó cho khối 27 nước. Tuy nhiên, một nhà ngoại giao châu Âu cảnh báo không vì thế mà Liên Âu phải « bỏ rơi khu vực này cho các bên thứ ba, như Nga hay Trung Quốc ». Trả lời trang mạng Euractive, nhà ngoại giao này khẳng định « bất kỳ một ý tưởng nào về vai trò của chính sách an ninh và phòng thủ Liên Âu tại vùng Sahel đều được hoan nghênh ! »

In this episode, the focus is on Tanzania. Together with co-host Lucy Nyaga, we have conversations with Dr Ahmad Makuwani, Assistant Director, Reproductive Health & Child Health, Ministry of Health and Social Welfare, Tanzania, Dr Leonard Katalambula, Head of Department of Public Health, University of Dodoma and Dr Rukia Bakar Rajab, Dean, School of Medicine, State University of Zanzibar. We discuss how the programme ‘Quality Improvement (QI) of integrated HIV, TB, and malaria services in Antenatal and Postnatal care (ANC and PNC)' funded by the Global Fund and Takeda Pharmaceuticals uses a blended learning and master training approach to improve the skills, practice and attitudes of health workers within women and newborn health services. We hear how much community engagement is valued by the Ministry of Health and how the programme will ensure sustainability through partnerships with universities, multilevel health system and communities.  Dr. Leonard Katalambula   Dr. Leonard Katalambula is PhD holder in public health and head of public health department at the University of Dodoma. He has over 14 years' experience in teaching research and consultancy related to public health. He is a project lead of the Quality Improvement for Integrated HIV, TB and Malaria Services during Antenatal and Postnatal care in Tanzania, The project is funded by Global Fund and implemented by LSTM, Ministry of Health and the University of Dodoma. Dr Katalambula is also a principal investigator of the project “Meals Education and Garden for School in Adolescents. He has been engaged in several implementation research including Effectiveness of letter and brochure and brochure to a male partner on increasing women's uptake of cervical cancer screening in Bahi, Dodoma: A randomized controlled trial. Effectiveness of a community-based intervention (Konga model) in addressing the factors contributing to viral load suppression among children living with HIV in Tanzania: A cluster-randomized clinical trial study. Dr Katalambula is a champion of a youth club at the University of Dodoma whose main objective is to promote health among youths especially reproductive health.  Dr. Rukia Rajab Bakar Acting Dean, School of Health and Medical Sciences, School of Health and Medical Sciences, State University of Zanzibar (SUZA) Connects research/implementation with people and communities is very important through working in partnership with policy makers, local leaders and communities. This will definitely improves the quality of maternal and new-born health care and reduce maternal morbidity or mortality in the community. Lucy Nyaga Country Director, Liverpool School of Tropical Medicine, Kenya  My name is Lucy Nyaga. I am the Country Director, Liverpool School of Tropical medicine, in Kenya. I have a background in Medical Anthropology and Public Health with extensive experience in promoting implementation of research results into policy and practice with a special focus on MNH.  With twenty years' experience working in health programming, my experience and expertise in MNH has involved managing and implementing programmes that incorporate implementation research to inform effective programming and policy influence. Working with a range of organizations ranging from governments, academic and research institutions, UN agencies, and national & INGO, I have led and contributed to key MNH research that has led to policy influence in Eastern Africa.  https://www.lstmed.ac.uk/about/people/lucy-nyaga (https://www.lstmed.ac.uk/about/people/lucy-nyaga)  https://www.linkedin.com/in/lucy-nkirote-2062832b/ (https://www.linkedin.com/in/lucy-nkirote-2062832b/)  TWITTER HANDLES  @Lucynnyaga  @MOH_Kenya 

In this week's episode co-host Lucy Nyaga, together with guests Amina Baraka, a Nursing Officer in charge of Vihiga County Referral hospital and Fatuma Iman, a Reproductive Health Coordinator in Garissa County discuss their involvement in the ‘Quality Improvement (QI) of integrated HIV, TB, and malaria services in Antenatal and Postnatal care (ANC and PNC)' programme funded by the Global Fund with funding from Takeda Pharmaceuticals. The project is supporting 61 health facilities across 3 counties to provide capacity building, mentorship and to generate evidence to inform decision-making and policymaking to support improvements of maternal, new-born and child quality of care.  Lucy Nyaga Country Director, Liverpool School of Tropical Medicine, Kenya  My name is Lucy Nyaga. I am the Country Director, Liverpool School of Tropical medicine, in Kenya. I have a background in Medical Anthropology and Public Health with extensive experience in promoting implementation of research results into policy and practice with a special focus on MNH.  With twenty years' experience working in health programming, my experience and expertise in MNH has involved managing and implementing programmes that incorporate implementation research to inform effective programming and policy influence. Working with a range of organizations ranging from governments, academic and research institutions, UN agencies, and national & INGO, I have led and contributed to key MNH research that has led to policy influence in Eastern Africa.  https://www.lstmed.ac.uk/about/people/lucy-nyaga (https://www.lstmed.ac.uk/about/people/lucy-nyaga)  https://www.linkedin.com/in/lucy-nkirote-2062832b/ (https://www.linkedin.com/in/lucy-nkirote-2062832b/)  TWITTER HANDLES  @Lucynnyaga  @MOH_Kenya  Amina Anyango Baraka Nursing manager Vihiga County Referral Hospital In Vihiga County Referral Hospital we offer a range of reproductive health services to the women and their families. These include antenatal care during pregnancy, intrapartum care, and postnatal care to include contraceptive use.  Despite all these interventions, the data available still show that a large number of maternal and neonatal deaths occur during birth and 48 hours after.  The major causes of the mortalities being hypertensive disorders of pregnancy and haemorrhage. The audits have showed that in many circumstances either there is delay in seeking the needed care or delay in the health facility to initiate the appropriate interventions.  In this regard the provider ability to do correct diagnosis and intervene appropriately is key. Thus we regularly do training needs assessment to ascertain the provider gaps. In the community we hold dialogue days and verbal autopsies to determine the possible causes of ill health and mortalities and factors influence the uptake health services. Fatuma Iman Maalim  Mrs. Fatuma Iman Maalim holds a Master of Science Degree in Community Health & Development and a Bachelor of Science Degree in Nursing. She has 35 solid years of experience working with the Ministry of Health - Kenya, 18 Years' experience working in Maternal Newborn Health programme and 1 year in ANC/PNC programme.  Mrs. Fatuma, is the County Reproductive Health Coordinator Garissa. She overseas and coordinates Reproductive, Maternal, Newborn, Child, Adolescent Health and Gender Mainstreaming services in the entire county. She is a Master trainer, a Manager, a Mentor & a Decision maker. She is also the focal person of the World Bank's Transforming Health Systems for Universal Care (THS-UC) Project. Before devolution Fatuma was the Provincial Reproductive Health Coordinator, covering the entire Garissa, Wajir and Mandera districts. Garissa County is among the most underdeveloped counties in Kenya, with the highest Maternal and Neonatal mortality burden of 646 out of 100,000 and 24 out of 1000 respectively (KDHS...

In this week's episode we hear from Dr. Leonard Katalambula, the project lead of the ‘Quality Improvement for Integrated HIV, TB and Malaria Services during Antenatal and Postnatal care' in Tanzania and Dr Uzochukwu Egere, Senior Research Associate, Emergency Obstetric and Quality of Care Unit at the Liverpool School of Tropical Medicine (LSTM). Together with co-host Lucy Nyaga, Country Director at LSTM Kenya, our guests discuss the scope of implementation research under the Global Fund programme, the institutional research collaborations and capacity strengthening opportunities, and the benefits of the programme to communities.  Lucy Nyaga Country Director, Liverpool School of Tropical Medicine, Kenya  My name is Lucy Nyaga. I am the Country Director, Liverpool School of Tropical medicine, in Kenya. I have a background in Medical Anthropology and Public Health with extensive experience in promoting implementation of research results into policy and practice with a special focus on MNH.  With twenty years' experience working in health programming, my experience and expertise in MNH has involved managing and implementing programmes that incorporate implementation research to inform effective programming and policy influence. Working with a range of organizations ranging from governments, academic and research institutions, UN agencies, and national & INGO, I have led and contributed to key MNH research that has led to policy influence in Eastern Africa.  https://www.lstmed.ac.uk/about/people/lucy-nyaga (https://www.lstmed.ac.uk/about/people/lucy-nyaga)  https://www.linkedin.com/in/lucy-nkirote-2062832b/ (https://www.linkedin.com/in/lucy-nkirote-2062832b/)  HASHTAGS  Primary Hashtag: #KML_MNHQoC  Other Hashtags: #MaternalHealth #NewbornHealth #MNH #SDG3  #MNHCommunity #AcceleratingTogether #SavingLivesTogether #Antenatal  #Postnatal #MNH policy #EffectiveANC&PNC #EquityANC&PNC  TWITTER HANDLES  @Lucynnyaga  @MOH_Kenya  Dr Uzochukwu Egere Senior Research Associate (M&E and Data management), Emergency Obstetric and Quality of Care Unit, Liverpool school of Tropical Medicine  I am primarily a paediatrician with extensive research experience and interest in Implementation research and health systems strengthening in the areas of Maternal and Child health, Lung health and Tuberculosis. My work focusses on health and health systems challenges relevant to low-and middle-income settings and facilitates interactions between researchers and consumers of research outputs (the community) to ensure timely policy change and uptake of interventions.  https://www.lstmed.ac.uk/about/people/dr-uzochukwu-egere (https://www.lstmed.ac.uk/about/people/dr-uzochukwu-egere)  Dr. Leonard Katalambula   Dr. Leonard Katalambula is PhD holder in public health and head of public health department at the University of Dodoma. He has over 14 years' experience in teaching research and consultancy related to public health. He is a project lead of the Quality Improvement for Integrated HIV, TB and Malaria Services during Antenatal and Postnatal care in Tanzania, The project is funded by Global Fund and implemented by LSTM, Ministry of Health and the University of Dodoma. Dr Katalambula is also a principal investigator of the project “Meals Education and Garden for School in Adolescents. He has been engaged in several implementation research including 'Effectiveness of letter' and 'brochure' and 'brochure to a male partner' on increasing women's uptake of cervical cancer screening in Bahi, Dodoma: A randomized controlled trial. Effectiveness of a community-based intervention (Konga model) in addressing the factors contributing to viral load suppression among children living with HIV in Tanzania: A cluster-randomized clinical trial study. Dr Katalambula is a champion of a youth club at the University of Dodoma whose main objective...

In episode 7, we discuss how health needs, and the provision of health services, in humanitarian response works and where using Cash and Voucher Assistance (CVA) may help.  What we know already is that CVA may be used for health outcomes but giving cash via Multi-Purpose Cash Assistance (MPCA) via the Minimum Expenditure Basket (MEB) isn't enough to meet health needs.  We look at best practice on including health in the MEB, innovations in using CVA on the demand side, and exciting new hybrid approaches that are bridging demand and supply to improve access and quality.Globally, meeting health needs is known to be an inherently complex challenge.  This is because both the demand side (who needs care, what care do they need), and the supply side (hospitals, doctors, nurses, pharmacies – and their funding) of quality health care are critical factors. Within a humanitarian context, accessing quality health services when needed is generally difficult for socio-economically vulnerable people, since individual health needs are often unpredictable. At the same time, access and availability of quality health services is likely to be affected by the crisis. The results of post-distribution monitoring and other surveys show that people in receipt of cash, especially multipurpose cash, repeatedly spend a large proportion of the cash on accessing health services.  Given this context, in this episode of the CashCast, our panel of experts explore the following questions:How do health cluster members approach meeting health needs in a humanitarian crisis? Why are health needs and health services different to other needs and services? For example, food security and markets.Should we include health needs in an MEB and thus in the MPCA transfer value?  Are there recent innovations in using CVA for health outcomes? The host and guests are:Julie Lawson-McDowall (host) – Technical Advisor at the CALP Network.Andre Griekspoor – a medical doctor and public health expert with long experience in humanitarian health response. Andre is currently working in the Fragile, Conflict affected and Vulnerable settings unit of the World Health Organization' s department for Health Emergency Interventions. Among other things, he is responsible for health policy development in protracted crises, which includes approaches for health system strengthening in fragile contexts, and support to post conflict and disaster recovery planning processes. Anna Gorter – a medical doctor with a PhD in epidemiology. She has 40 years of experience working in low- and middle-income countries as a public health expert. Since 1995, she has been involved in the development of various approaches for Results Based Financing (RBF) for Health, such as health vouchers, and cash transfers. Corinne Grainger – an independent consultant working in health financing and health systems strengthening, with more than 20 years' experience providing technical assistance across a range of intervention areas including Sexual and Reproductive Health, Family planning, MNH and adolescent health. In addition to support for programme design, management and evaluation, she has provided capacity development and strategic planning support for a range of government and NGOs.  We invite you to listen to this fascinating and in-depth conversation!Further reading: there are associated resources produced by Global Health Cluster, WHO's Cash Task Team and CALP. These include 

Phil Talks to MNH, Biosphere IoM, Manx Wildlife Trust and Friends of the Neb about Manx Wildlife Week

La Maison de la Nature de Vieux Canal s'intéresse de près aux amphibiens en ce moment. Plusieurs animations permettent de participer à leur sauvetage ou bien à leur observation. Participez au ramassage des amphibiens sur le plus grand site de protection du Haut-Rhin. Vêtements chauds conseillés. Déplacement en voiture à prévoir.   Rdv à la MNH* de 9h à 12h le samedi 26 mars Gratuit, sur inscription uniquement Avec Fernand KASEL de BUFO  Sur un site de migration des crapauds, accompagné d'un membre de BUFO, vous serez surpris de l'activité nocturne de ces amphibiens. Vêtements chauds conseillés. Déplacement en voiture à prévoir. Dates et heures communiquées en fonction des conditions météo Rdv à la MNH* à la tombée de la nuit Gratuit, sur inscription uniquement Avec Fernand KASEL  Venez rencontrer le dessinateur Phil UMBDENSTOCK lors d'un débat sur le métier de dessinateur de presse et sur le dessin satirique. Les œuvres de l'artiste sont exposées à la Maison de la nature du 4 mars au 4 mai. Rdv à la MNH* à 19h30 le vendredi 26 mars Gratuit, sur inscription uniquement Avec Phil UMBDENSTOCK  Infos et réservations au 09 64 25 55 54 

En este episodio de Salón de Moda, Laura Beltrán-Rubio entrevista a Laura García Vedrenne sobre la conservación y restauración de textiles e indumentaria.Laura García Vedrenne es Maestra en Conservación de Textiles por el Centre for Textile Conservation and Technical Art History (CTC-TAH) de la Universidad de Glasgow y Licenciada en Restauración de Bienes Muebles por la Escuela de Conservación y Restauración de Occidente (ECRO). Desde el 2019, forma parte del equipo del Laboratorio de Conservación de Textiles del de Young Museum, en los Fine Arts Museums of San Francisco (FAMSF). Antes trabajó en el Museo Nacional de Historia (MNH) “Castillo de Chapultepec” y en el Museo Textil de Oaxaca (MTO).Recibió el Premio Paul Coremans por su tesis de maestría (2018) y de la mención honorífica por su tesis de licenciatura en Premios INAH (2016), así como del Karen Finch Prize (2018), entregado a la excelencia académica en conservación de textiles. Sus principales temas de interés incluyen los objetos textiles vistos como cultura material, la conservación de indumentaria civil y la ética en la profesión de la conservación-restauración. En los últimos años, ha realizado numerosos esfuerzos por reducir las barreras lingüísticas en la profesión al traducir contenido del inglés al español para fomentar que los hispanoparlantes tengan mayor acceso a la información.Entre los proyectos que ha concluido se encuentran la restauración del pañuelo funerario que cubrió el cráneo de Hernán Cortés, el estudio tecnológico y material de un vestido de terciopelo de alta corte de finales del siglo XVIII, una investigación sobre la resistencia al agua del carmín de índigo y, recientemente, el reemplazo de los forros de dos vestidos hechos por Callot Soeurs. Ha participado en el montaje de varias exposiciones, como Hilos de Historia: La Colección del Museo Nacional de Historia (MNH), Intervención: Índigo (MTO) y Frida Kahlo: Appearances Can Be Deceiving (FAMSF). También ha impartido cursos de conservación preventiva y de remoción de manchas con limpieza localizada.**Encuentra el trabajo de Laura en su perfil de Academia: https://independent.academia.edu/LauraGarciaVedrenneReferencias:Jules Prown, “Style as Evidence”, Winterthur Portfolio 15, no. 3 (1980): 197–210. Laura García-Vedrenne, “El reconocimiento tecnológico y material como fundamento para la conservación de un vestido de alta corte del siglo XVIII, perteneciente al acervo del MNH”, tesis de pregrado, Escuela de Conservación y Restauración de Occidente, 2016. Sarah Scaturro, “Confronting fashion's death drive: conservation, ghost labor, and the material turn within fashion curation”, en Fashion Curating: Critical Practice in the Museum and Beyond, editado por Annamari Vänskä y Hazel Clark (Londres: Bloomsbury Visual Arts, 2017), 21–38. Otros documentos y programas mencionados:Maestría en Conservación de Textiles de la Universidad de Glasgow: https://www.gla.ac.uk/postgraduate/taught/textileconservation/. Licenciatura ECRO: http://www.ecro.edu.mx/. Licenciatura ENCRyM: https://www.encrym.edu.mx/principal/licenciatura.php. Documento del ICOM-CC de Nueva Delhi (2008): https://www.ge-iic.com/2008/11/17/2008-terminologia-del-icom-para-definir-la-conservacion-del-patrimonio-cultural-tangible/ (consultado el 22 de octubre de 2021).

Cʹest le titre de lʹexposition à découvrir au MNH de Genève jusquʹau 6 novembre 2022 et quʹAdrien Zerbini a visitée, en compagnie de son commissaire Hervé Groscarret

- Mặc dù Luật Đấu thầu và các văn bản liên quan đã có những quy định điều chỉnh khá đầy đủ, chặt chẽ các vấn đề liên quan đến hoạt động đấu thầu, song thực tế gần đây những vi phạm, tham nhũng từ hoạt động đấu thầu đang có chiều hướng gia tăng- nhất là trong đấu thầu quyền sử dụng đất, thực hiện các dự án và đấu thầu mua sắm vật tư thiết bị chuyên ngành. Thực trạng đó diễn ra như thế nào, làm gì để ngăn chặn có hiệu quả với những sai phạm trong hoạt động đấu thầu. Chủ đề : Đấu thầu, Công khai, Mnh bạch --- Support this podcast: https://anchor.fm/vov1nc/support

On Spotlight this week, we're at the launch of ‘Boundaries' with our roving reporter Dollin Mercer. He speaks to Kirsty Neate of MNH, Carola Rush of the Creative Network, and two of the show's curators Ian Coulson and Helen Fox, plus artists Beth Louella, Janet Lees, and Janet Corrin, at the exhibition now on display at the House of Manannan until October.

Kirree talks to MNFU president Tim Johnston and joins friends of MNH in Santon for tea and cake in a beautiful garden .. . while Simon celebrates camping in Ballaugh and tries to tempt Kirree under canvas again ..  

No new cases of Covid-19, Steam Packet report out Friday, future of Corrin Home, new MNH boss, Richmond Hill distress, ME, Long Covid & Middle candidate Keiran Hannifan. It's Update with Andy Wint #iom #news #manxradio

Manx National Heritage have recently made the first batch of films of the Island by amateur film maker J Walter Royston available through the iMuseum (www.imuseum.im). Katie Clugston of MNH tells us about the background of them, and of more to come. Sara Goodwins is the author and illustrator of a fourth book in the series Tram Tales of the Manx Electric Railway, 'To the Rescue'. She tells us how she came to produce the story about tram number 14 which she has called Fenella. Chloe Woolley, Culture Vannin's Greinneyder Kiaullee (Manx Music Development Officer) reminds us of how to involved in the Manx Fiddle Orchestra and its first practice session in the Centenary Centre in Peel at 3.00pm on Saturday 8th May.

Jean Sibilia est médecin, PU-PH en rhumatologie au CHU de Strasbourg, Président de la Conférence des Doyens des Facultés de Médecine et doyen de la Faculté de Médecine de Strasbourg. Il revient sur le modèle proposé par le "Manifeste citoyen pour un Hôpital public, acteur et coordonnateur territorial du soin, de la formation et de la recherche" et engage une réflexion prospective sur son avenir, engagé sur le territoire et écoresponsable // Les conversations d'#hopitaldufutur De tout temps, l'architecture de l'hôpital a été à l'image de la santé de son époque. De l'hôpital pavillonnaire au monobloc, elle a accompagné les grandes ruptures médicales, scientifiques ou technologiques. En aboutissant à ce paradoxe : "plus on modernise, plus vite on devient obsolète". Les hôpitaux ont aujourd'hui un cycle de vie de plus en plus court : est-ce acceptable dans un modèle de ville durable ? A l'heure de la pandémie Covid, quels sont les nouveaux enjeux pour l'Hôpital de demain ? Comment offrir un cadre plus humain aux soignants et aux patients ? #hopitaldufutur est une plateforme de réflexion dédiée à la compréhension des mutations de l'Hôpital. Ses conversations rassemblent les témoignages des différents publics de l'hôpital et d'experts, afin de décrypter ses transformations. Elles sont disponibles sur le web : groupe-6/hopitaldufutur © Groupe-6 - Tous droits réservés - Musique : Tango Romantico, de René Aubry  © & (p) Music Box Publishing (Extrait de l'album "Petits Sauts Délicats Avec Grand Ecart")

This week's Bob into Buildings is all about Rushen Abbey, looking back at its history with Allison Fox from MNH, looking at the various models of the abbey on display and also checking out possible future excavations

Take a trip in the MNH time chamber back to where it all began, from recording on Waleed's iPhone on Dan's bed(Nick and Scott's crusted couch). Some solid memories we have built over the last 18 months, this is only the beginning! Hope you enjoy! Always Stay Hustlin'!

Hail to the king! The 1981 cult classic The Evil Dead gets the MNH treatment this week! So grab your favorite ghoul, curdle up a little closer because this one is gonna make your blood cuddle! GROOVY! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/mike-trentacosta/support

Hey there folks!! Welcome to the hustle. Tonight we talk about turkey and how to not mess it up, tic tok, #2 pencils, investing in the right stocks, getting gold, space cowboys, nano satellites, and buggies. Tune in, wild out, turn left, stay right. #MNH

Say heyyy say hooo, say heyyy, say hooo....NO. Say that you love me (MNH). Today we’re talking about Mexico’s Independence Day, Polska, Why college tuition is too damn high, why you’re gonna spend too much money on screws at Home Depot, and of course...dragons. BONUS!! You learn what our childhood dreams are.

What what!! You landed on gold today. MNH is coming in hot with some

Did you see Will Smith tweeted about MNH?!?! You didn’t. That was an April Fools Joke. And this week, we talk about how companies should stop pulling April Fools Pranks, Madden Respect, Loving Life, maintaining a buzz forever, and food quality.

What are the different aspects needed to grow a sustainable business that is transferable and valuable? Today's episode is all about planning a successful strategic exit plan when selling your business.  Whether it be online, offline, or hybrid, how you lay the foundation for your business is the key to a smooth transaction even before you start the process of selling. We are talking with Ryan Tansom, a fellow podcaster, consultant, and successful business seller all about how he turned his sale into a springboard for helping others accomplish a great exit. Episode Highlights: How a strategic exit compare to a financial exit. Figure out how to align growth strategy with exit strategy in order to get what you want out of the deal while taking into account the financials, the company culture, and the potential legacy involved. When an offer comes to the table it is important to weigh all the variables. Think about any way that the buyer can do to add to his profitability. Show them all the things the things they can do and package it up for them. Network early and often with people who align their motives with yours. Make sure you know what the buyer's business continuity goals are. From knowing their goals you can come up with ways to fill their strategic plan. Understand the industry on both sides of the transaction so that you can design how the business can look for a strategic exit. Prepare early for the sale of a business so you don't get any nasty surprises during due diligence or negotiation. Ryan lays out the framework of a strategic sale. When strategic exits work and when they don't. Transcription Mark: Joe, how are you? Joe: I'm good, feeling old and tired but pretty good how about you? Mark: You are old and tired and I'm catching up quickly. Joe: But I'm not cold it's 63 in North Carolina today and you going to get snow this weekend right? Mark: Stop it, Stop it, by the time this episode airs it's going to be a beautiful year and I will no longer be recording episodes, I'll be outside enjoying it. Joe: Yes. I mean 36. Mark: Something like that, alright when we talks to people that want to sell their business, pretty common scenario, they're looking for a strategic exit or maybe they'll say, you know, we go to the whole valuation process and then they come back and then say “I've got a couple of companies of mine that might be really good fits to acquire the business right?” Nothing about strategic. I'm sure you get the pretty often on your side. Joe: Sure. Yes. Mark: Yeah, right. So strategic, how do you actually do them? Are they worth it? Do we actually get more money from them? That is the subject of today's interview. I sat down with Ryan Tansom. Ryan has his own podcast which we talk about a little bit, but he's got a really cool story, he and his dad were in business together in a traditional offline business. They are selling copiers and had all sorts of contracts there. And they went to the process of merging that company with another one. They first try to sell the company, and found out how difficult it was, then they spent some time retooling in and really planning their exit, and after they've retooled and planned their exit they were able to do a deal in just a few weeks. So his whole thing right now is to help people plan their exit and build value on the business at the same time, but I wanted to talk to him about how do you plan an exit if you want to do a strategic sale? Does that make sense? That you actually get more money from it and what are the chances that's going to happen? This is a fascinating conversation. Joe: Good. One thing that most people don't do, and that's plan their exit. They usually just wake up one day and decide, “I'm tired I want to sell the business I'm ready to move on, So you know I've talk to Ryan a number of times and I think He's life experience, what he went through  with his business with his father trying to sell finding, it was difficult and then actually putting a plan together and deciding, when he executed that plan and he'd sold the business very quickly and I think to a strategic buyer. He learned a lot and he's sharing that with people now. So It's nice that he's got the first hand experience in the sharing with people and I think he does a really good job at it. Mark: Yeah, and so in this we're going to talk about what do you need to do to get strategic exit setup and not surprisingly, it's a lot of the same stuff you have to do  if you're going to have a financial exit or a regular market type sale. Just take a little more upfront work and we talk about the chances of it actually happening. I also talk about how that it's not always the best thing. The very first business I sold went itself to a strategic exit. We ended going to a financial buyer because they actually got more money from it so we talk little about that as well. Well we get on into it because it's a lot good mini topics in this episode. Joe: Let's do it. Mark: Ryan, hey how are you? Ryan: Good Mark, how are you doing? Mark: Thanks for joining me. It's been a while since you and I met, well I think we're just talking about this a year and a half ago or something like at Caribou Coffee here in the Twin cities. Yeah you're local to me which I like. Ryan: I know we're local yet we're sitting here on video right? Mark: We should've done the very first podcast with [inaudible 0:03:58] and where he would have be like saddled up right next to me. Alright cool, well on our podcast we like to better a guest introduce him selves, probably because we're really lazy and don't like to do the upfront research but also because guest  do a better job at introducing themselves. So could you introduce yourself a little bit to our listeners? What is your story, what's your background and why are we talking. Ryan: Yeah, I appreciate it, I'm glad to be on the show I'm usually the one doing the interviewing so this is actually a lot of fun. So Ryan Tansom, my Dad and I had a family business kind of a little bit of backdrop back in 2014 we end up selling it. He grew it from the ground up, bought a semi [inaudible 0:04:32] of copiers in the mid 90's and ended up growing a very substantial business that I think we've topped for about 20 million and a hundred employees, and I joined the firm full time in financial crisis, and it was pretty much lot of all hands on deck for the seven years I was there. It was.. We realized that company was not sellable  because there's a private equity firm that was buying out platform companies in each marketplace, and we have the opportunity of potential to be one of those, and they passed on us so we spent pretty much in next 6 years, 7 years going. Okay what do we need to do to build a sellable business that either I buy it or we sell it to someone else we didn't really know what were options so we just roll up our sleeves and did a bunch of stuff. Build out the outsource, the IT. Remarketed ourselves, did a bunch of stuff, and then in 2014 ended up selling it to a local competitor here which the sale went very well financially, but we left a lot of money in the table from a lack of tax planning and some other deal structure that things we could done creatively, and then also we found out a strategic sale like that that there's a lot of redundancies, so I ended up having to fire a lot of my good friends, and family and the employees, so since then I've been in a mission to figure out how do you align your grow strategy with your exit strategies so that you will get what you want, regardless whether it's financial or you know, anything associated with your business that you know, whether it's legacy or culture, and stuff like that. Hopefully I sent too much but it's definitely the backdrop of why I'm doing what I'm doing. Mark: Alright so there's a lot that we can unpack here and we're going to have try to pick a branch and go with it, because I think there's a lot that we can unpack here. Business that you and your dad sold, this is more of a traditional offline business right? copier sales? Ryan: Yeah, where on we have15 sales representatives that were knocking on the doors and I wish we would have done something that would have been a hybrid, and we would have probably gone that direction, had we, continue grow on the business, but I think, you know, every offline businesses, which is what we were, has the opportunity to have the hybrid online stuff that a lot of that community that you're involved and I'm involved you know. Mark: Yeah, I think a lot of the online community is moving towards this more traditional business model, at least in the E-Com Space and you've seen it all. So in the and largest as company, because they do develop our staffs and in onboarding, customer service and all that. So similar to your stuff.. So I guess, let's talk first about the fact that you left money on the table, with your.. You spent six years trying to hammer the business industry, I think there's a discussion in there on it's own, like, how do you line your crawl strategies and your business strategies with an extra strategy, but I like to know a little more about the money on the table. A lot of times when we say people leave money on the table, that's because they have maximized the sale price of their business, but were there other areas where you've guys felt that you left money on the table? Ryan: You know, I think yeah, there's a lot of different variables in this, and you know, I've got a Podcast too. I've interviewed lots of entrepreneurs that have soul and I've tried to unpack this exact topic as well and there's the “Hey there's a price so I might want to give you 2 million dollars for your business” it doesn't mean that you're getting 2 million bucks because you're paying taxes, so there's the whole deal structure whether it's asset sales or stock sales, or how the deal structured from earn outs, from an SBA loan financing, whatever it is, you know, when someone starts courting you, whatever dollar amount is thrown out, there's a lot after the fact than what actually comes in your bank account. So whether that's a tax planning, the deal structure, you know, escrow all that kind of stuff, and then there's the maximize the value of the business, so there's kind of, two different key components to it. Mark: Yeah and I think, just by way of example, within online businesses, say that your [inaudible 0:08:10] corp, and somebody wants to buy your business for 5 million dollars. Great, and they're getting an SBA loan and everything looks good, but then you get to it and at the end of your purchase agreement there's this asset allocation agreement that's to how is this been allocated tax wise, and the buyer says “Well, we want to pay, out of 5 million, we want 1 million to be your salary for the next 2 years for consulting, that's part of the purchase price” well now that comes at ordinary income tax, cruise up your whole tax, percent tax situation.. Ryan: Because you know [inaudible 0:08:41]? Mark: Yeah, how much are you getting from that point, and you're from, for buyers trying to relegate towards income, makes sense because they can learn it off in a way, because they were going towards assets, it's a long period of times that they can make that of. So, there's a lot of, like you said there's a lot more complexities there, in terms of the deal structure. So let's talk about maximizing the value, the dollar amount. Did you feel like you guys left some money on the table with that? Ryan: No, actually we did as much as we could of, because our business naturally.. I got it appearing to what is the, honestly the best kind of business because we had contracts, that were locked in with reoccurring revenue, backed by bank financing, we've bundled them with maintenance, so like, if you want to buy, manage IT services with.. You know, bundle them with servers, firewalls, maintenance, copiers. I mean you'd be bundled in finances and then, it'll be 60 months typically and it'll be in.. It's as good as a mortgage, so when you're looking at what we did and what our industry.. It wasn't something that we were like geniuses or anything, either the whole industry, I've been gone that way and I think the whole industry was built of greedy sales people. In reality it was good as mortgages because you can't cancel. So, it didn't really matter when you think about a strategic sale like that, the relationships of the sales people, the admin, all the infrastructure was redundant. Because we can literally just take a bunch of paperwork and give it to someone else. And so what you're mitigating less on the sale on like the, EBITDA, multiples, because the cash flow is not the situation, it is your Han dinging over contracts. So I don't think there's anything we could have particularly done on that aspect to maximize the sale of the business, but the industry itself taught me, what, “we got lucky, is pretty much what it came to” versus “we could always use other business, where it might be, a 50 million dollar consulting company and there's nothing to sell besides a bunch of people”. So, I realized, after the facts that we got lucky and there's a lot of other ways to maximize the value of the business from the strategic operational side of it. And then it comes down to, we sold a couple of branches prior to selling the corporate headquarters, so the first time we sold our branch we got  about half the price because we didn't have preliminary due diligence done, they didn't trust us, we couldn't get the right documents and all these different things so there was technical stuff on that aspect that we, by that time we ended up selling, we knew what questions are coming at us and why. Mark: How did that impact the price the second time around? Ryan: Second time around when we ended up settled…  I mean we closed in 2 weeks. Mark: I know how. Ryan: Very substantial sale so average closing is, either we talk in months and months and months, either because, we came there with a package and said this is exactly what we have, here's our profitability, here's where every single dime goes in and out of the business, here's why, here's our, I mean employee contracts, customer contracts, lender contracts. I mean everything was just ready, versus the first time and we knew it was like, we're bumbling idiots. Didn't have any clue what they're asking and why. Mark: Yeah, we've created a very simple paradigm at Quiet Light Brokerage that we call the 4 pillars of value and that is, look at the risk of your business, the growth opportunities, how transferable it is and the last one would be in documentation. Now I think sometimes people take that documentation that light as to.. Well, it may not really make that much of a difference on the value of the business, it's just going to make it easier, actually makes a difference in the value of the business too. Ryan: 100% yup, I got people that I know, that I've interviewed and talked to, where their value actually went up by 30% because.. But with a click of a button, especially by drop box these days and software where you can, “Hey here's everything” A – you can get more buyers at the table quickly, if you can do that instead of having threads through all these documents, but, you end up as the seller end up guiding the process more than the buyers. Because in the marketplace 90.. No, plus % the time the buyers are coming in there and they're going to find every reason to discount that companies so they can  make in return.   Mark: Right! and on top of that it's risk right? So a buyer takes a little good in business with poor documentation, and they don't know what they don't know. And so they see that as being risky and they will discount an account for that risk as well on the purchase price, and you don't have your stuff together, you can't defend against it. Alright let's talk about strategic sales. Because you guys did a strategic sales and this is something that I find a lot of questions on. First let's talk about what was the difference between a strategic and a marketplace sale in your realm. Ryan: So it's my world it's every world right? So a strategic sale realm, let's start with the financial sale. The financial sale whether it's an ecommerce business or if it's a traditional business or whatever it is, someone's looking for a cash flow. What's transferable cash flow? So if I want to buy Quiet Light, if you guys are dropping a half a million bucks to the bottom line or whatever it is, I want to.. How transferable is that? So that's where the multiple EBITDA comes from. So, if I can buy that chas flow without having any risk that it's going to decline, and you apply a multiple which is how many years, what's my rate of return that I want,  3 years, 5 years, whatever it is, and the more transferable that is the higher the multiple goes up. So, I mean someone that's looking for cash flow as a lifestyle buyer, a private equity buyer, I would say that there's also strategic financial buyers which is someone that understands MNH extremely well and knows how to do this, that's kind of like a hybrid. So they're looking for cash flow and they're applying a rate of return based on the risk of the business and the asset. Then you and this strategic sale which I think is one of the funniest ones because every business owner, every entrepreneur that I sit down in front of, or I talk to, you know your business, you're intrigued better than anybody else out there, right? So you know who you'd partner with, where they collaborations with you, all these different things, and I don't want to say the multiples even they go out the window, but it's more of how fast, in terms of, if thinking of rate of return from 3 years to 5 years, or wherever the buying might be, and the rate of return is, how fast can we pay for that? So regardless of the EBITDA, now you're saying “okay well, are there complimentary products and services? Is there a cross pollination between customer list” Is there horizontal ways, there are vertical ways you guys can expand, and if you can think about everything in the terms of the buyer, the strategic buyer and what they would do with your business, you can literally model it out for them, how fast they can pay you for your company. Mark: Yeah, so this is great. I want to talk about this because we get this question, wow goodness, probably one out of every four or five people that contact us to sell. One of the very first things that they say is “Well I have a few companies of mine that might be a good fit for us” and they're thinking it in terms of that like strategic sale, they think it's going to be much more valuable to them and there is some truth to this the webhosting industry it's a classic example, webhosting, at the very first I sold working with Quiet Light Brokerage, first started Quiet Light Brokerage was a webhosting company, and webhosting company has a tons of roles because it has a bunch of user accounts that is on our servers and it's very easy to migrate that user accounts over to another server, keep the packages the same as really just paste and transfer it **** sometime **** and a monthly contract so it's really really easy without transfer overall stuffs, so like you said all of the expense profile of those companies you do really care about that because if I me acquiring a company I already have those expense profiles. I know what to cost me to host for 500 clients, so it will become a client count. Now when you're talking about strategic sale, like I said, there is not only to redundancies which you dea'lt with, first hand, it sound like,  in your sale redundancies where you have multiple sales people doing the same thing so you a lots of people go, but there is also the synergies of my crop up with one company that is a name in an industry right? Ryan: Right! And there's [inaudible 0:16:28]for us, it was, that we didn't sell telecom. It was the one thing in outsource, the IT in office technology that we didn't do, since okay, we got, you know, 2 or 3 thousand accounts, how many people can you sell telecom to? A lot, probably. So that is not guarantee in profit that they're going to make, but it makes a deal look better, you know, then you can make some basic assumptions or something like that, and then you know, cash or order discount on suppliers. We weren't taking advantage of that. So we start to think about any way. Going to that buyer and saying, here's all of the things that you can literally get packaging up for them, and you know, I think there's some people that you and I know in Rhodium, and why see that, the reason that they start on their family to start in the retail, wedding industry, they got online… well, weddings usually don't have repeat customers, you know there are couple every now and then.   Mark: Hopefully not.   Ryan: I usually do subscription services so, what are different ways that they can expand their products and services, because they have a crazy amount of volume that come through their doors every single year. Because they got a very good foothold in Minnesota here, but so it's their robes, it's their jewelry, it's there. Other things that they can sell them and they know the volume of their customers, so you know, yeah there's the sale or the purchase price and the profit but they're more looking at do I build it or I buy it? So they know how long it's going to take the opportunity cost of how long it's going to take to build it, screwing things up, all that kind of stuff. Mark: Right, alright so let's talk about how you would.. Let's say, we have a listener out there, they own a business and they're thinking, “I've really like a strategic sale just because my business is unique enough I think there will be enough benefit for maybe 3 or 4 companies that are sort of [inaudible 0:18:03]my industry. How would they want to go about preparing their business and thinking about that exit, a potential strategic sale. Ryan: That is a good question and I think you know this whole conundrum of exit planning and grow planning.. I believe that if entrepreneurs are running the business the way that they should and working on the business not in the business, and treating their business like an actual investment, then it is like, where are all the different options that I can sell to whenever and how fast can I [inaudible 0:18:29] so it's being ready no matter what. If you are in love and addicted to a girl then you're having a blast, great! But always be ready for industries that change, Google changes their algorithm, Facebook gets kind of a little bit a heat like they are right now, always preparing yourselves so that, the first and foremost is the due diligence, your docs, and knowing, and really cleaning up your financials because, if you can answer any kind of questions that even your friend would ask, the buyer is gone just, completely slam you down. So getting your house in order, the financials, and the due diligence is one thing, but then, thinking about, “Okay so these are going to be.. These five companies are companies that i can eventually sell to” Who are they and what, why and how will your decisions in the business affect where you're going. So for example if one of the companies is running and you know, he is an Amazon merchant or something or someone is running on Shopify, don't go build out a Magento, you know, spend 300 grand in Magento if someone that you're going to sell it to is doing Shopify. I mean, that's the same thing that we did. We spent 300 grand on an ERP's because 85% of the people on our industry had it. That's why we could close in 2 weeks. Knowing how you are spending the money and why in relationship to where you're going to sell, and again, so if you think about, if your service has complimentary service to just someone else. Don't go spent a bunch of money building out something that they have. Because you are not going to get a return so you're going to spend, your immediate cash flow, but then you're not going to get the attitude because they don't seem [inaudible 0:19:58] I think it's aligning where want to go and why and then also that strategic decisions that you are doing in between there. Mark: Yeah, alright I want actually bring a really basic level here, because the thing is important point to make special more talking about strategic sales. I think people get with the financial market sale where you take a look at the profitability of the company and you have Joe blow buyer come in who really isn't related to the industry. We all know that he wants to get return on that investment after 3 or 4 years, you'd see that investment come back in so it's pretty easy to apply a multiple. Sometimes when we're talking about strategic sales people come and go crazy and they start thinking, well, look at all the upside potential that is going to come about from this and so they start lowering their valuation expectations through the roof because sometimes strategic do get really high relative valuations of this realm to the financials, that said, I'm going to make a very basic statement here and I'm sure you'd agree. Strategic still need to see an ROI, right? They still need to see a return of investment. Yeah so, what you're saying is when you're building out your company, when you're really planning that exit and working on the company, think about the ROI that the potential buyer is going to have and don't build something that's going to super expensive for them to migrate it over, right? Ryan: Right and it's like, so how we went about it is, I want to know this business, I want to know why they should buy this business more than anybody else. So like, I want to know everything about their business, I want to know exactly what their marketing strategy is, what their profitability strategy is, I want to know their strategy just as well as they do, whether you can or not. Because then you can show exactly how you fill their strategic plan, based on what they're buying. Mark: Right, so let's talk about modeling a little bit. When you're talking about strategic sale in your case with your dad in your business, [inaudible 0:21:41] done in season staff and so, when you're looking at presenting the financial picture to potential acquiring company, how did you go about that? How did you pitch it as far as the ROI? Ryan: So, I had like literally our entire.. I mean we have cash list statement and we learned a lot first time, right? So I knew every single penny that went in our business and why, so we did some serious cash flow modeling so we had our whole P&L, and then we had the forecast of what was going on to the sales and the cost of goods, our profitability, and I hacked a bunch of stuff through it, and I said okay, and I buy GL code Mark.. Mark: Wow Ryan: We did a.. Yeah, I know. Because there's the, in the financial buy, there's the add backs, right? So, a hundred grand might be 300 grand on the value, whether it's being added to the value or not. So, usually in the financial buys, you want to take that off to increase your EBITDA, so that way it's applied to the multiple. But in this system the same thing were [inaudible 0:22:41] you don't need these people, you don't need these servers, you don't need these things because you already have them. So, that is all dropping to the bottom line which will then help them calculate the ROI's so, we just looked on them and say okay, here's how much of the expenses you can take out of this, with these assumptions and then move back and forth, you said, what we actually need these people, we need these things, and then you're just negotiating back and forth but it was not more in the add backs, it's more of understanding the redundancies and the strategic value behind this. So it's a similar exercise but, you know, and now comes actually kind of the same but it's more specifically to operations. Mark: Well on the key pieces I think, needs to be understood is you need to understand the industry and the business itself. We work for the financial, forex leads site, this was several years ago. And they were getting lots of leads that they were selling and they wanted to arrange a strategic sale to a forex broker. Because they knew that they were jittering these leads and so that the equation really became okay. We know how much we're getting paid out on their [inaudible 0:23:43] basis for these leads. But as a forex broker, here's where the dollar amount for the valid leads are, and now we can start modeling our what does this look like, how much revenue is this site really making, from a forex broker's standpoint and then the other value proposition there. Ryan: Yeah it's literally of about knowing both of the businesses and the industry as well as you possibly can. So you can just design exactly how it looks. And then you backing up numbers, you know, I'm just kind of making some other things up but like, you and I have talked and I think that was when you were on my show, we're talking about the hybrid of the online versus offline and so, if someone has literally the best data ever on their drip marketing, their automation in their online marketing and knows exactly the entire cost of acquisition of one wheel, and whether it's Facebook ads or Google ads, all of what the email mark and you say “here's how much all this stuff cost,” they can go in and if you're going to [inaudible 0:24:38] and sink that up with an offline business, like there's some huge power there because you know that they're not doing that potentially. So you can, there's just so many different ways to design that I guess. That's kind of the fun part. Mark: Yeah and the nice thing about strategic is that there's really, you have the ability to blow a traditional valuation out of the water, right? That's one of the big advantages. Transitions can also be a little bit easier because they already know the industry and so you don't run saying “here's how you do this little process that you should probably know anyways” it's a little easier to transition. When I talk to people about doing strategic, so I often tell them that I don't think it's a good idea for them. And the reason I say that is mainly because they're difficult to do if you haven't been preparing. How long do you think it takes to really prepare business for a strategic? Ryan: So I think maybe I'll go back with remarkable steps which is what's the order of operations I think you should do to do this correctly, right? So kind of the assumptions to repeat is beat your foundation setup, build your financials, build healthy business from recurring revenue, the clarity of all these different things, making sure you don't have a bunch of concentration in one client, all the typical ways of de-risking your business and if you're striving to make a healthy business like that then you'll have lots of options. So at the bare minimum, you should be able to sell to a financial buyer, so then called to 3 to 5 times multiple EBITDA. So you know that, financially going okay, if it's 200 grand, I know that I'm going to be getting 600 or a million. Whenever it might be, right? So I know that's how or that's my target. But with a strategic sale, you could completely blow it out of the water, but that's kind of like hunting. It's hunting for unicorns or really specific synergies so you mention 5 people, that's fantastic but, what if they don't want it? What if they're struggling? What if they don't have the money? Don't have the ability to get banked? All those different things. Those are things that you don't know and yes you should work towards them so I think, to answer your question, I don't know but really helps with that, it's like, we knew our buyer. Like  half of our employees has hog back and forth, you know, we're in the same industry trade associations so, I actually had taught the woman I interviewed yesterday at my show, she would have spent 2-3 years building and fostering those relationships, so those people could have been at the table. She didn't do that, so this is more of a relationship building, going in Rhodium Weekend, going to the YC Events, going to [inaudible 0:27:00] all these different things where people build relationships. And then what ends up happening is, I [inaudible 0:27:06] the bar over a napkin, and then you're back in the stuff. Mark: Yeah absolutely, that's actually normal when I [inaudible 0:27:13] people that want to do strategic is, if you want to know strategic, 2 or 3 years down the road, contact the companies now and don't say “Hey I want to sell to you” just contact and do that real networking stuff and get out there. Once they've become aware of your company, and you start to learn each other's companies, then you can sort of see that conversation for down the road. Ryan: And then you get out on their radar, right? Because you're not on their radar otherwise. So, there was actually a really interesting story that I heard Mark from one of the guys I interviewed in my Podcast, where he was at a trade association, he started talking one of the base competitors and he goes “Why don't you buy me?” and that's how he started and they started, you know, BS and then it went around and then the guy has said “You know what? Let's have a [inaudible 0:28:00] every 6 months call to see how you're doing” and these people literally told him exactly what to do, so they could buy him. Mark: That's great. Ryan: That was super unique, right? His name is Norm Brodsky, he wrote Street Smarts and he was a part of the small giants book, so he's on the cover of [inaudible 0:28:16] and a lot of exposure but like, I think the concept is very unique, because if you wanted to buy my business, why don't you just keep telling me what to do, and if everything works, I mean, like I said it's kind of a shooting for the starts, but I mean, you got really nothing to lose at that point especially if you don't need to sell. Mark: Yeah alright. So you said a couple of things a while ago, I think is a good foundation I have and this is a general advise, and feel free to disagree with it if you disagree with any of the advice that I typically give people and respect them on this. With strategic, yeah you can get the out of the water valuation sometimes. But it all starts with first making their business safe, financially viable business and in someone that you can sell in a financial market. You are dealing few buyers, this is probably the biggest obstacle to a strategic sale, you might have half  a dozen companies that can potentially acquire a business and the sake people make is they went in and say “I want to sell my business” then they called ABC company and ABC company's saying “Yeah we don't have a million dollars” or “You were not in our annual budget this year” or “Acquisitions were not in our plan for this year”. Ryan: Right, I'd pause you there for a second. They may have the money, but like, everybody's busy, right? So what if they're developing their own software or doing something else, they might just not have the physical time to integrate the two companies. Mark: Right. Yeah absolutely. So you need to have that relationship in place and it has to make sense as being a natural evolution. Kind of like a marriage, right? I mean.. Ryan: Yeah, totally. I mean, you're partnering up with someone. Mark: Yeah, and last thing I would say is, take a look to see if actually does make sense. That first company that is sold, in the webhosting space, I could've sold that very easily in a strategic sale, because there was so many strategic happening, we did a financial sale because we knew we're going to get more money. So, where you can often blow the top of the valuation with this strategic, it doesn't always happen that way. Sometimes financial actually does work a little bit better. Kind of a weird, odd case. Ryan: Sorry you're.. Mark: No, go ahead please. Ryan: I think the one thing to that people really need to think about, because you might blow the valuation off the charts, but I tell you what Mark, the reason why I do what I do now is because we got the financial target that we wanted to hit, I literally had to fire 60 of my friends and family. So if your culture in your employees and the clients.. You have to understand what's important here because in a strategic sale redundancies are huge. So, how will you stomached that afterwards? Like going and calling all of our employees in, they was way at 85 or something like that at that time and they only kept [inaudible 0:30:47] I mean like, that's literally the stomached ache. Are you going to be proud and happy about what you build? Is it just a financial target that's fine and you have people dispersed across the US and there's a lot of VA's and you're not orally loyal to them or if there's people that you care about, like they are role playing that strategic sale I think is extremely important so you can calibrate against all your options. Mark: That's a really, really good point. So what do you do now? What are you doing these days? after the sale, of course. Ryan: So other than being in the Podcast just like yourself, so, we have a company called GEXP Collaborative, so, it's Growth and Exit Planning collaborative, that's what it's stands for, and it took a lot of time, over the last for years.. Exit planning I think there's some negative [inaudible 0:31:33] to it because you might not want to sell right now, but it's literally both having a good business. So we combined the two which is growth and extra planning because it's like, we're talking about what are your plans and then how do you back in to all your strategic plans, they sell where you're trying to go with you options and I found some amazing people in the industry that have different disciplines because you got legal, finance, the front insurance, deal structures, you have the business brokers, you got all these people, and they all play a roll, and how do you back into that plan? So, if you kind of think, we're almost like a building, If you start a building you start with the budget and a blueprint, because you can't build a building without either of those, so the budget is your financial targets, where you want to go and why, so is there debt, net, the amount that you need or cash [inaudible 0:32:22] and what's the blueprint. So what are the five different strategic buyers and then you got the six financial purchase, timing, role, responsibility, and you're back and do it, so you can then hire the team [inaudible 0:32:34] so the growth next to planning that we do with the collaborative team is literally building the budget and a blueprint, and then actually coordinating the team like a general contractor because no one person can do all this stuff. I've been doing it non-stop day and day of four years, and I still couldn't single hand lay out to someone. Mark: Yeah, there's a lot involved with that.. now if somebody is listening to this, one of the misconception running to all the time, with clients that come to us and say I want to sell, I'm not really ready because I did not plan ahead maybe should've talked to somebody 2 or 3 years ago. We try to get people to talk to us, the brokers, a few years in advance. For you, you're focusing again on that growth as well so even if somebody isn't ever planning to sell, it still makes sense to talk about that growth. Ryan: Because the reality is you're going to do the best of your business at some point. I mean, there's people, like I work within this, the baby boomers, well they're going to die in your business but then what you're doing is you're working on the shares and the estate planning and dispersing the shares to employees, and to kids, and do trust, so he's going to sell his company, and you know what, he loves it, great! But then there's, build a business that has value and has cash flow and you de-risks then you can literally do whatever you want whenever you want. So yeah you're right it's coming ahead of time but then also knowing the people like you and building these relationships, you can't do this at the last second, you're going to leave money on the table, you're not going to be as happy with terms and conditions and so many times Mark, and I don't know if you see this, but a lot of people that are out there, and the people that are in aggressive growth path, they're all acquiring company so the out of the blue offers happen all the time. So whether it's PE firms or funds or other strategic buyers, and how do you know what to weigh that against if you don't have a plan? So you don't even know like how much I'm going to get? What terms? I mean, you're thinking on the fly and that usually doesn't go as well..   Mark: Right! The number of time I've heard from clients, get in to this process and say, “Man, I really wish I've contacted you a year ago” I mean it happens all the time, no one ever thinks about selling their business until they actually want to sell their business and I think what's really cool about what you're doing is you're focusing again not just the exit, you're focusing on growth. Because a good growth strategy is a good exit strategy they often go hand in hand. Ryan: You're back can do it. You know, I just have a little plug for you guys too, because we do not do what you do, and I think a lot of entrepreneurs, they really think, because they understand their business so well that they can sell their business by themselves, and “Oh my gosh” it's the first time you're going to do it and why.. Like every one of those professional should pay for themselves, it should be your return of investment, what to spend, because you know it's an emotional roller coaster first of all and it's like a 24/7 fire drill while you are in the process which is what your team does, right? so I think all the people, if you have the right advisors, and that's another reason left a lot of money on the table, is you need to have the right advisers. I mean it wasn't people that do it all they want, they do transactions, they understand the market, your industry, and so having the right team is crazy important. Mark: Yeah, alright could you plug as well if anyone listen to this and enjoys the Quiet Light podcasts, and hopefully you do if you've listened this long, Ryan's Podcast talks a lot about the same stuff, you talk a lot about selling, you talked to a lot of entrepreneur's who has sold their businesses before, and you go over a lot of the same material, but with a little bit of a difference spinned to it, really, really high quality content and another one, what was name of the Podcast where can they find it? Ryan: “Life after Business” Mark: Life after Business. Awesome! So we will link to it in the show notes on our Podcast page, we'll also link over the Ryan's website, and Ryan, anything else that you want us to link or to want to draw attention to, please feel free. Ryan: We got a resources tab just like you, you're my model right? So I guess I said year and a half ago, you put me in the right direction with the presence that I wanted online, so we got white papers, and resources and Podcasts and all that kind of stuff so. Mark: Awesome, so definitely check at his site and feel free to reach out to him, if you just want to talk, he's a good guy to talk to. You know I can talk all day about this stuff and someday we probably will. Thanks for coming I really appreciate it. Ryan: Yeah, had a blast Mark, Thanks! Mark: Alright. Links and Resources: www.gexpcollaborative.com Ryan's website Life after Business Podcast Ryan's podcast link

En este episodio contamos con la MNH y educadora en diabetes Gilda Zacarías, quien nos comparte algunas generalidades de la diabetes, donde conocerás los tipos, métodos de diagnóstico, etc. Descubre además las 7 conductas saludables para las personas con diabetes; tu o tus familiares, encontrarán muy informativa este podcast. Te invitamos a compartirlo.

MNH is back for the second session of Masks of Nyarlathotep under Pulp Cthulhu rules.  If you like what we do, whether it is gaming on Monday and Friday nights or the Saturday Night talk and review show, please consider supporting Microphones of Madness by subscribing or following one or more of our outlets.   The Microphones of Madness Blog https://microphonesofmadness.wordpress.com/ On Twitter: @MadMics  @MonNightHeroes On iTunes: https://itunes.apple.com/us/podcast/microphones-of- madness/id1043101096?mt=2 On Google Play: https://play.google.com/music/m/Igjwl6cydc3odp5oniypo234hdy?t=Microphones_of_Madness On Podbean: http://mnh.podbean.com/

One distraction coming right up! The original scenario by MNH regular Wesley James Young is back. Due to some rather disturbing content, viewer discretion is advised. Never miss a minute of the action. Visit http://microphonesofmadness.wordpress.com for articles and archives. Catch the MoM crew on Twitter: @MadMics, @MonNightHeroes, @garnetankh

This week's podcast covers the case of MNH Government Services v. Zaborowski, which determines whether or not mandatory arbitration clauses violate California laws on unconscionability.  Brett and Nazim discuss how this case plays into contract law and federal preemption, all continuing their transformation into a food podcast while eating dessert on the air.

Free is when you don't have to pay for nothing or do nothing, I want to be free (Free as the wind). Well, at least not indentured. Having payed their debts to Walker, LLC., the MNH crew is given a job offer. There is a cheeseburger clause in the rider. Players: Rodney, Lillie, James, Steve, and  "Baby Face" Nick. GM: Wes. Eclipse Phase by Posthuman Studios. Ozymandias by Wesley James Young Remember...Friday is the return of Friday Fungi: 90's Call of Cthulhu. 

Murder most matrix! The MNH crew gets resleeved and relocated, to a school? Yes, welcome to virtual Hogwarts where the psychos get to help shape the minds of the future...as if one apocalyptic event wasn't enough. Players: Rodney, Lillie, James, Steve, and  "Baby Face" Nick. GM: Wes. Eclipse Phase by Posthuman Studios. Ozymandias by Wesley James Young 

Audio File:  Download MP3Transcript: Lucy Sanders:  Hi this is Lucy Sanders, the CEO, co‑founder of NCWIT. The National Center for Women and Information Technology. We have another one of our really fabulous interviews today with women who have been very successful in the entrepreneurial space. Today we're interviewing a woman who has experience across for profit and the non‑profit entrepreneurial sectors. Larry Nelson:  Good. Lucy:  Good. With me is Larry Nelson, w3w3.com. Hi Larry. Larry:  Hi, I'm really happy to be here. I really loved your site and our listeners are going to learn it. A number of wonderful lessons and were posted on our home page and NCWIT channel as well as a podcast directory and blog. Of course, we're in really shine is on the ncwit.org site. Lucy:  Yes, very excited about that. Today we're talking to Christina Wallace and as I mentioned before, Christina has a lot of experience in both for profit and the non‑profit sectors. She was also named as one of Mashables 44 female founders to know. Now, all of our listeners are going to know Christina. Larry:  There you go. Lucy:  That's absolutely awesome. Today she's the founding partner of BridgeUp: STEM and certainly near and dear to our heart. For those of you listening, STEM is Science, Technology, Engineering and Math and BridgeUP: STEM is a new educational initiative at the American Museum of Natural History and it's focused on introducing girls and minorities to computer science again, something that we care passionately about. Before her role at BridgeUP STEM, she was vice‑president at Startup Institute and the founder and CEO of Venture Back eCommerce brand, Quincy Apparels. A management consultant with Boston Consulting Group, who we used to hire when I worked at AT&T, and an arts manager at the Metropolitan Opera. Wow, what a span of things. I can't wait to hear about it in addition to, she has an MBA from Harvard University. Christina, welcome. We're really happy to have you here. Before we start and get into the interview questions maybe just a little bit more for listeners about BridgeUp: STEM. I'm sure they'll be curious to know what you're up to there. Christina Wallace:  Sure, we're very excited. We're about six months into a five year grant to build BridgeUP: STEM. Helen Gurly Brown Foundation was very generous in being our founding partner to support this. It is a new portfolio of programs actually. There's several pieces of this that we're building over the next five years at the museum, really focused on diversifying the pipeline of talent going into STEM. Really trying to get more girls, more minorities, under‑served students into the pipeline, getting them into computer science and encouraging them and inspiring them. Our first piece of initiative is what we call our Brown Scholars Program and that is intended as an intensive two‑year after school program for 9th and 10th grade girls to come to the museum two days a week after school and we'll teach them to code in python. We'll introduce them to some statistics and data science and a little bit of algorithms and databases and data visualization. We'll do that through using the scientific data sets here and letting them become mini data scientists. Getting to play with genome data, getting to play with our digital universe atlas of the universe and, in their second year, do real research with some of our scientists here and the opportunity to really contribute to some of the work being done. That's our first big kick off for this program. Our girls start in our first cohort in February and we'll do another cohort sort of every trimester. Fall, Spring and Summer for the next few years. Then we're adding additional programming this summer for middle school students, boys and girls, trying to get out into the boroughs of New York City so it's not just something we have on the upper west side. Then we're really looking into professional development and curriculum development opportunities for public school teachers. Trying to bring computational thinking and computer science into existing math and science classrooms. Trying to really give the students of New York an opportunity to get exposed to this discipline and hoping to piquÈ their interest so that they're, you know, thinking about this as a real opportunity when they go to college. Lucy:  And we like that at NCWIT, I'll tell you what. [laughs] Larry:  Yes. Ain't that the truth. Lucy:  That is the truth. Christina, why don't you tell our listeners a bit about how you first got interested in technology and, as you look out there with all the great technologies you mentioned, data science for example. What other kinds of technologies do you see that you think are really exciting? PARTICIPANT:  Sure. So, I got into technology pretty young without realizing that it was a thing, or a thing that I could get into. My mom was a secretary in the computer science department and Michigan State University. We got to play with one of the very first laptops. It didn't have an internal hard drive, it was a dual floppy with a green screen so you could boot it up on one floppy and then you could run a program off the other. And got to participate in some of the early experiments that some of the professors at Michigan State were doing with fingerprint scanning, which seemed so out there in 1991. And really got to see that this was something kind of cool and exciting from the future. I've always was a math nerd, was a math major all through college and took some early programming classes as part of that major. I didn't really put one and one together until business school. I started my career, as you said, at the Metropolitan Opera, I started off on the art side. I've always been both the technologist and a creative artsy person and sort of thought the arts was where I was going to be where I made my home. When I got to business school and discovered there were all the tech start‑ups and sort of the creativity that came with creating something from nothing from a product and a business and really getting to kind of imagine something and then go build it, combined with the power of technology and computer science and data and all of those pieces. It just kind of clicked for the first time. That's how I made my path back into this. It's a little bit secluded, but technology is always been there from the beginning. In terms of the stuff I'm really excited about, I think data science is the thing right now. Computer programming, web dev, it's exciting. I like to make pretty things and I like to have them live online. Certainly mobile apps have been of focus for a long time. Being able to ask big questions from giant data sets and really get those in place that can help you design better products. It can help you think about customer segmentation a little bit better. In our case, to help you understand the human body or how different fossils might have originated from different family trees within evolution. In the case of our digital universe, finding new XO planets or seeing what else is out there in the giant universe. I think that's what's really exciting because there's more data now than there's ever existed ever. Larry:  [laughs] Christina:  It just seems to be compounding. Learning the tools and the skill set to be able to ask those questions and answer them is what gets me excited. Larry:  Wow. That's really interesting. Lucy:  What's an XO planet? Larry:  Yeah. What is an XO planet? Christina:  An XO planet is a planet that exists outside of our solar system. Our planet all rotate around the sun. Lucy:  I'm such a moron. Christina:  The sun isn't the only star that has planets. Our astronomers that search for XO planets are looking for planets that rotate around other stars. Lucy:  Thank you for that. [laughs] Christina:  You could tell I work at a science museum now. [laughs] Lucy:  Yup. That's awesome. Larry:  With all of these, this is very fascinating. Just why is it that you are an entrepreneur? What is it about entrepreneurship that makes you tick? Christina:  Oh, man. The creating something from nothing is just the thing that drives me. I was a theater director and a producer all throughout college. Going from that, spark of an idea to the plan of how we're going to do it, and then actually building it even if it requires some duct tape and holding two sticks together. Larry:  [laughs] Christina:  Hoping no one pushes a little bit too hard on the scenery. That's always been the conception to the execution in its first, second and 12th iteration, ideally under intense time, pressure with fewer resources than you would like is just what gets me excited, I think. I've never been at the point of scaling companies. I certainly haven't been at the point to make them big and IPO or any of that. It's sort of that zero to two that gets me really excited. When I created Quincy Apparel with my co‑founder, it's sort of the first time that we got to take this experience from the arts and kind of throw it onto a business model and see how that works and just...I don't know. Butting your head against the wall a hundred times and having it work 101 is just so exciting that I had to do it again [laughs] . When I moved onto Startup Institute and got to open a New York office, it was great to be given a product and ideas that they already figured out, but the question of how do we make it work in New York or will it work in New York? Larry:  [laughs] Christina:  If it works in New York, how do we make it work in other places too? Then, now getting to be able to start‑up inside a museum that has such an amazing brand and cultural trove. Everyone thinks who about MNH, their first reaction was always, "I love that museum. It's love." Larry:  [laughs] Christina:  You don't get to build something that's attached to love very often. Lucy:  Awesome. I loved the Night at the Museum movie. [laughs] I love them also. Christina:  We just had our first hackathon here at the museum, which was a big deal. To say the word "hackathon" in the museum and to let people spend the night and create something on our digital universe is exciting. Lucy:  It was at the museum? Christina:  It's the best of both worlds. The Night at the Museum, the 3:00 AM in the Hall of the Universe combined with, "Here, take our data. Build something cool on top of it." Lucy:  It's so cool. That is awesome. Along this pathway, who has influenced you? You have mentors, role models, or people you've admired from afar? Christina:  Yeah. There's been quite a few. One of them that stands out so immediately was a professor I had at business school, Dr. Noam Wasserman. He teaches this course called Founder's Dilemmas. It basically goes through all the ways that a start‑up could fail. It had nothing to do with your products sucking. Larry:  [laughs] Christina:  It's mostly about interpersonal skills, founder things, legal things, and how to think about who you need on your team. It's just the nuts and the bolts and the playbook for how to actually take an idea and turn it into a business that can continue to exist. It was a complete accident that I got into this class as a virtue of our class selection process. Maybe the second time he was teaching it, it wasn't in demand then as it is now. I actually tried to get out of the class, and I told him that. Lucy:  [laughs] Christina:  I was going to take this other education class and I couldn't get out of it. I was like, "I'm so sorry. Please forget that I told you I was trying to leave the class." [laughter] Christina:  It ended up being one of the best experiences that I had at school. He stayed as one of my close mentors throughout this thing. Always on speed dial when I needed him during Quincy and even post my startup as I thought about, "What do I do next?" "How do I build a career within the start‑up world without being always the founder or always kind of driving this?" He's just been always there for me. I try to pay it back when I can, going back and teaching in his class or contributing when I can. He's been just a huge supporter, from the beginning, even when I told him I wasn't interested in being there on purpose. Larry:  [laughs] Christina:  And then I think the other person that really just has been driving me, especially in New York is Rachel Sklar. Lucy:  Oh sure. Christina:  She's the founder of "Change the Ratio" and "The List" and just has been on the forefront of trying to get more visibility and opportunity and access for women in tech, trying to make sure that not every conference is the stale pale male lineup of speakers. Trying to really call out biases when she sees them in media, or in companies, in the way that funders and VC's think about the work they're doing. She's unflagging in this regard. She takes a lot of criticism sometimes. It's hard getting to the forefront of a revolution, but she just does it and she always looks great doing it. She has so much energy and has been one of the reasons I've gotten such a great network of women in New York, from the beginning that have exponentially helped me succeed here and have become some of my best friends, which is pretty awesome to have that kind of a community. Lucy:  Absolutely. Larry:  Boy, that's better than dessert. Yes, that's good. Christina:  [laughs] Lucy:  Better than dessert. Larry:  Though, Christina, let me ask this, with all the things you've been through and you've developed and you've been a part of and everything else, what's been the toughest thing you've had to do in your career? Christina:  The toughest thing I've had to do in my career was to get back up after my company failed. It's something that I try to talk a lot about, because I don't think failure is something that high‑achieving, go‑getter people really think about it until the moment that they're in it themselves. It can feel really, kind of career ending or overwhelming or any of those things, and it's not, at least in the start‑up world. The moment that I knew that we were going to shut down and went through that whole process of unwinding the company. Then I went home and I crawled into my bed and I didn't leave for three weeks. There was this moment of paralysis, of like, "Well what do I do now? " In addition to the, "I have no skills. I'm generalist. I'm a little bit of everything and no one's going to want to hire me," through to the like, "How do I look my investors in the face again," and say, "I lost your money. I'm so sorry. That was never something that I thought would happen." To, "What about my employees?" They pay their rent with paychecks that I was giving them and they don't have them anymore. I've had kids on my health insurance plan. All of these things are going through your head and it can feel overwhelming. I gave myself a couple of weeks to watch The West Wing and to eat seamless and not see anyone. Then I got back up. That four‑week period was probably the hardest thing I've ever had to do personally or professionally, but I did it and it all worked out. I don't think any point in the last two years, anyone has asked me, except from a "I want to learn perspective," no one's asked me "Why did your company fail? That's such a terrible reflection of you as a human being or an indication of your ability or your potential or your worth as a person." It's never came up. That was surprising and something I hope especially more women experience, at least in a lot of the public speaking I do and the mentoring I do. High achieving young women have never really failed at basically anything. The potential for failure, I hope, doesn't prevent them from trying. Lucy:  That is so well said. In many of these cases, in both of the last questions you answered, you said like in the case of your professor, you know, "I didn't want to be there and yet, I learned so much." Nobody wants to fail, but definitely it's one of the places you learn a lot. Larry:  Yep. Christina:  Oh yeah. Lucy:  You learn how to lead in hard times. That's very hard. I don't want to say it's remarkable experience because you don't say, "I hope you fail," but there's a lot of learning that can happen there. Sort of along those lines, you've already given us great advice about being an entrepreneur. If you were sitting here now, with young people talking about entrepreneurship, what other advice would you give them about being an entrepreneur? Christina:  Not everyone should be an entrepreneur. Right now, it's being very popularized. It's in the Zeitgeist. We're sort of turning a lot of entrepreneurs into these rock stars. That's great that we're giving the visibility and the platform to sort of show off that this is one potential path, but it's not the path for everyone. There's also a lot that can be done, and it can be very fulfilling. It can be the right path to be an early hire at a start‑up, and to be employee number two or number one or number ten. To recognize that I want to be in a place that creates value. I want to be at a place that is very close to it's customers and listens for their feedback and iterates. I want to be at a place that values learning of it's employees and is really focused on professional development and opportunity for us as well as creating value for investors. Identify that start‑ups or technology companies or however you want to define this is a sector that you would really like to be part of without being the first one off the ship, with the idea and no money and living on the couch and taking all the risk. There's a lot of great experiences and obviously, we need entrepreneurs in order to drive innovation. But you don't have to be an entrepreneur to be entrepreneurial. That's the distinction that, when I'm talking to a lot of the young students that I'm mentoring, really trying to help them define "Why do you want to be an entrepreneur? What specifically are you impassioned about solving a specific problem. Do you just see a potential opening in a market that you want to take advantage of?" Or, do you say, "I'm looking at the jobs in front of me in consulting and banking and brand management. None of those look exciting. I really liked that startup movie. I'm going to go start a company because it's not that hard to get $25,000 and two friends to build something at a hackathon." Those are very different things. To really identify where you think you sit and that it might change over time. You might not be ready to be an entrepreneur right out of school, or even in your 20's, but you want to get that experience. At some point, when you find that thing that you can't stop thinking about, and that opportunity that you just have to build, because no one else can build it except you, then you go and take that plunge. You risk everything to build it and that's totally legitimate. It doesn't have to be just his second and you don't have to be the founder to still get that entrepreneurial experience. Lucy:  That's very wise. Larry:  Boy, that's for sure. Christina I want to thank you for sharing the experience that you went through a few years ago. It's really a great turn on for a lot of people who really could use that extra push. Now I'm going to ask you another question... Christina:  Sure. Larry:  ...That kind of ties in with that. What are the personal characteristics that you have that given you the advantage of being an entrepreneur? Christina:  This is a great question. I was reading a Steve Blank blog post on this today on the "First Round Capital" blog about what to look for when you're basically dating for co‑founders or what specific traits to look for. I don't remember the exact quotes that he put in there, but he basically outlined it as someone who can focus in the midst of extreme turmoil. Larry:  [laughs] Christina:  And it's function and moving pieces. Someone who is resilient and has endurance, that this is not a sprint, and it's such a clichÈ but it's so important to especially if you've never run a marathon. To understand what it means to run a marathon because it's not a sprint, it's a marathon. To have that resilience to keep getting back up and continue to try and push through. Someone who just has that work ethic to put in the hours. It's not just about long nights so that you can claim that you're working hard. But it's not like a work‑life balance thing. At least that's the beginning. To have that understanding of the discipline required for the home marshmallow test. Can you wait till tomorrow to get two marshmallows versus getting one marshmallow right now? Do you have the discipline to push through for a delayed gratification? Do you have the resilience and the endurance to pick yourself up even after you've been thrown to the ground 20 times? Do you have that ability to focus and make decisions when you're in sort of extreme chaos and dysfunction? Or does that paralyze you? Because that's an early stage company, the very beginnings of entrepreneurship. It's not about executing against an idea, it's trying to narrow down what that idea is. Triggering out what type of business plan that you are trying to execute against his and being able to prioritize and assign resources to different things when everything is priority number one. Some people have life experiences that just naturally prepare them for it. Thanks to you for saying that the ideal founder in his opinion of someone who grew up in a dysfunctional family and was a platoon army leader. [laughter] Christina:  That gives you that perspective of chaos but decision making and leadership. Some people have those experiences. I would argue that, I was a costly trained pianist, and challenged for 16 years. That honed my discipline side of my brain, the ability to sit still and practice six hours a day. In hopes that three months from now, this piece will be ready to perform. I certainly grew up in a slightly dysfunctional, crazy things moving around and changing all the time kind of home life. From the endurance and the resilience piece, I run marathons and I climb mountains. I don't do either those things because I really like sweating. It's a way to sort of build that endurance muscle to push through and kind of recognize that head space that you've been there before and you can kind of get to the end of it. Lucy:  Here in Boulder we have mountains and marathons. [laughter] Larry:  Uh‑huh. Christina:  There you go. Lucy:  We have all those things here and we have craziness too. Larry:  That's true, that's true. Christina:  I believe that. Lucy:  Totally crazy. You mentioned the work‑life balance and that's actually our next question around. How do you then sort of in some sense blend your personal and professional lives? Because we all have something that we do outside, what we call "work." Right? Larry:  Yeah. Christina:  Again, it's sort of a horrible not answer, answer. But it also sort of depends. It depends on what stage of life you're in, it depends on how you need to balance those things to make it work. It depends on who else is involved in the room with you right? So with Quincy, I made the decision very early on that it was all I was going to do. I worked seven days a week at it. I didn't sing in a choir, I didn't run marathons, I didn't date, I didn't see my friends, I didn't really see my family. It was just all I did, seven days a week. All I could think about even when I was sleeping. It was the one I needed. At the beginning we were getting from a running start with no money. We had a very specific length of time before we were out of money so that was the runway we had, it was about eight months. It either had to work or it was over. At the end of those eight months, we did managed to raise a venture capital. We had some resources and we were able to hire some people and my co‑founder and I looked at each other and said "We have to have slightly more work‑life balance, or we're going to burn out." So now we're in a different stage in our company. We're able to say, "OK, now we're working six days a week. We'll take one day off every weekend." She was married so she tried to find time and space to make room for her husband. I decided to take up long distance running and I got to go back on audition for a choir, so I'd have something. We got eight months more into that and we were nearly to a point where either was going to work or we were going to have to shut down. In either case, killing ourselves wasn't going to make that difference. We said "OK, now we're going to work five and half days a week" and make a little bit more space for ourselves. In the case of per jobs done at MNH, it's a very different culture here. It's a museum, it's a non‑profit. We have hours that the museum are open, we have hours that the education programs happen. A lot of the partners that I meet to interact with in order to build this program, they're not going to be on their email at four in the morning on a Sunday. There's no point in me being on email at four in the morning on a Sunday. There's a lot more space for me to have a work‑life balance here because the other partners in the room, insists on it. It's the culture that we have here. It can be frustrating sometimes. It can feel a little bit slow sometimes and that's the pay off, right? The nice thing is, I'm not competing with other companies to be the first to market with our product. It's a different type of a start‑up and a different type of an organization. Larry:  Wow, that's really something. One of the things I would like to ask is, what mountain are you going to climb next but I'm... [laughter] Christina:  Well I can tell you, I leave in two days. I'm going to Nepal to go to average base camp. Lucy:  Oh my gosh. Wow, be careful. Larry:  Oh wow. Christina:  Thank you. Larry:  Yeah, you have a great time. Yes. [crosstalk] Larry:  Well, you've already been through a great deal, you achieved a lot. What's up for your next? Christina:  I mean, I'm excited for project STEM. This could be a program that isn't just something we run at the American Museum of National History. But something that other museums and other informal learning areas might be able to adapt. One thing that we're already seeing in our early development here, is that by teaching coding in computer science through the lens of a subject that girls and minorities already know and are familiar with. We're getting a much higher sort of response rate to the applications and to the programs than we were expecting because if you look at biology, they don't have the gender gap that we have in computer science. Or at least not nearly as much, and certainly in a place like museum where a lot of these kids have been going on school trips since they were in kindergarten. It's a place that they recognize and that they feel comfortable in. We're not having this "Oh I'm not sure I fit in there" piece. For me, the big question that I wanted to ask with this program and I hope that will be able to publish the results and help others think about replicating is, can we teach computer science a lot like we teach English? Which is a tool to help you do other things. If the thing that you're interested in is biology or if it's fashion, or if it's art, let me teach you different languages and process season. Algorithms and things that it might be interesting tools for you to do that other thing that you care a lot about. We might be able to really see this change in this diversity of the talent that's interested in it. This is my big focus, what's got this grand for five years and I intend to take the most of it. But I really want to see this as something that scales beyond just MNH and beyond just New York City. As a way to think about computer science and STEM education. Or populations that aren't necessarily just attracted to the idea of "Let me learn to code, cause I want to learn to code." Lucy:  Amen to that. If NCWIT can help you, we are here. Christina:  Excellent. Lucy:  We are absolutely here. Larry:  Wow I'll tell you, that's a fact. We'll have your interview course up on our home page at w3w3.com, in our blog, in our podcast directory, in our newsletter. Most of all, go to ncwit.org and you'll see some fantastic information and stories. Lucy:  Well, thank you Christina, very much of just great advice. We always love these interviews. We ask the same questions to everybody and they're all different, the answers of course. Very interesting, thank you very much. Christina:  That's awesome. Thank you, I was so happy to be here. This is such a great initials of you guys have. Lucy:  Thank you very much. Larry:  Christina, I'm glad you didn't ask me to carry your bag on a couple of days so... [laughter] Lucy:  Well, thanks very much. We're sort of done with the interview now. But I should just reinforce that offer to help, in any way, NCWIT got a lot of research and practice. What you're doing with bridge up STEM is very much in our will house in terms of interest. Larry:  Yes. Christina:  Excellent. I will absolutely follow up with you guys on that. Lucy:  Yeah. We have a K12 alliance and all the organizations are working together in different things. There's no membership fees for non‑profits so could be some natural affinities there. Christina:  Excellent. I will look into that more when I'm back from Nepal. Series: Entrepreneurial HeroesInterviewee: Christina WallaceInterview Summary: Christina Wallace is the founding director of Bridge Up: STEM which is a new educational initiative at the American Museum of Natural History focused on introducing girls and minorities to computer science. Before her current role at BridgeUp: STEM, Christina was a Vice President at Startup Institute, the Founder and CEO of venture-backed e-commerce brand Quincy Apparel, a management consultant with the Boston Consulting Group, and an arts manager at the Metropolitan Opera. "I'm excited for project STEM," said Wallace about her program. "This could be a program that isn't just something we run at the American Museum of National History. But something that other museums and other informal learning areas might be able to adapt.  One thing that we're already seeing in our early development here, is that by teaching coding in computer science through the lens of a subject that girls and minorities already know and are familiar with." Release Date: March 22, 2015Interviewer(s): Lucy Sanders, Larry NelsonDuration: 27:52