Podcasts about Nellis

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Jim “JB” Bell shares his story from inside one of the Air Force's most secret Cold War programs, Project Constant Peg.In this episode, Host Rick Crandall talks with Jim, a retired crew chief of the legendary 4477th Test and Evaluation Squadron, about what it took to keep MiG fighters flying in the Nevada desert. From maintaining MiG-17s, MiG-21s, and MiG-23s at Tonopah Test Range to flying on unmarked C-5s into China and bringing home F-7 fighters, Bell offers a rare perspective on one of the most classified adversary air programs in U.S. Air Force history. This one is going to be cool!

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 UFOs At National #Space Symposium, Nellis #UFO, North Korea #NHI RetrievalThe Annual National Space Symposium in Colorado attracts top experts in space science, including elite defense contractors, military and intelligence officials, cutting-edge technologists, and leading scientists….Miike Gold.Alleged UFO  filmed over Nellis Air Force base in Nevada, US - 19th April 2026AttributionNellis UFO via UFO mania @maniaUFO on Xhttps://x.com/maniaUFO/status/2048337411696996374?s=20David Grusch via Interstellar @InterstellarUAP on Xhttps://x.com/InterstellarUAP/status/2048162551800770765?s=20Ross Coulthart via UAP James @UAPJames on Xhttps://x.com/UAPJames/status/2048385889756160464?s=20Rep Eric Burlison via Interstellar @InterstellarUAP on Xhttps://x.com/UAPJames/status/2048385889756160464?s=20Become a supporter of this podcast: https://www.spreaker.com/podcast/the-tempest-universe--4712510/support.Please follow the #podcast on YouTube: https://www.youtube.com/@TheTempestUniversePodcast?sub_confirmation=1

 UFOs At National #Space Symposium, Nellis #UFO, North Korea #NHI RetrievalThe Annual National Space Symposium in Colorado attracts top experts in space science, including elite defense contractors, military and intelligence officials, cutting-edge technologists, and leading scientists….Miike Gold.Alleged UFO  filmed over Nellis Air Force base in Nevada, US - 19th April 2026AttributionNellis UFO via UFO mania @maniaUFO on Xhttps://x.com/maniaUFO/status/2048337411696996374?s=20David Grusch via Interstellar @InterstellarUAP on Xhttps://x.com/InterstellarUAP/status/2048162551800770765?s=20Ross Coulthart via UAP James @UAPJames on Xhttps://x.com/UAPJames/status/2048385889756160464?s=20Rep Eric Burlison via Interstellar @InterstellarUAP on Xhttps://x.com/UAPJames/status/2048385889756160464?s=20Become a supporter of this podcast: https://www.spreaker.com/podcast/the-tempest-universe--4712510/support.Please follow the #podcast on YouTube: https://www.youtube.com/@TheTempestUniversePodcast?sub_confirmation=1

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Christopher Bartel, a 10-year U.S. Air Force veteran with an extraordinary background in high-security operations across some of the most secretive and mysterious sites in the world.Chris served with the Air Force Security Forces, including time at Nellis Air Force Base in Nevada. He later took on critical security roles with the Department of Energy at the Nevada Test Site and provided security at the legendary Area 51 test range. In 2010, he was hired by Bigelow Aerospace Advanced Space Studies (BAASS) as a security officer and investigator, where he spent the next eight years — six of them living and working full-time at the infamous Skinwalker Ranch in Utah. During that time, he patrolled the property (often alone), documented its remote landscape through photography, and witnessed events that continue to fuel discussions about the unexplained.Chris is also an accomplished photographer whose work from the ranch, known as The Skinwalker Ranch Portfolio, has been exhibited in art galleries and serves as a unique visual record of his years there. His perspective offers rare, firsthand insight into these restricted worlds, blending professional security experience with personal encounters at the edges of the known.https://artgallery.umd.edu/news/washington-post-review-christopher-bartel-skinwalker-ranch-portfolio Patreon - https://patreon.com/strangerecon?utm_medium=unknown&utm_source=join_link&utm_campaign=creatorshare_creator&utm_content=copyLink

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Send us Fan MailPeaches is back for April 1st—and no, this isn't a joke.An F-35 goes down near Nellis, the A-10 Thunderbolt II is suddenly “needed again,” and we're now talking about laser weapons for base defense. If that sounds like chaos… it kind of is. Meanwhile, the USS George H.W. Bush is deploying, more Marines are moving, and leadership still won't rule out ground troops.Peaches calls it straight—this is what happens when strategy, politics, and reality collide. The Air Force tried to kill the A-10… now it's doubling down on it. Acquisition is still slow. And we're just now getting serious about force protection like anti-drone lasers and hardened shelters.Oh—and yes, someone tried to sell a Javelin missile. Again.Bottom line: this isn't clean, it isn't organized, and it's definitely not slowing down.⏱️ Timestamps: 00:00 No April Fools—This Is Real 01:15 Apache Flyover Drama—Relax 03:00 Cyber Training Cut—Finally 04:30 Anti-Drone Lasers—About Time 06:00 Carrier Deployment Doesn't Mean War 07:30 Laser Weapons Are Back (And Real) 09:00 Navy Mine Warfare—How Does That Even Work? 10:30 ICE at Bootcamp—Wait What? 12:00 Javelin Theft—Again… Seriously 13:30 OTS Nashville—Last Call Coming 14:30 F-35 Crash Near Nellis—Pilot Safe 16:00 A-10 Comeback—Air Force Hypocrisy? 17:30 MQ-9 Squadron Reactivated 18:30 Moon Mission—Big Deal or Not? 20:00 SecDef Trip & Ground War Talk 21:30 Bunkers, Drones & Force Protection 22:30 Trump: “Not Our Job” in Hormuz 23:30 War Timeline—Are We Actually Ending This?

In this episode of Long Blue Leadership, Joel “Thor” Neeb '99 explains this simple framework. “Yes” builds experience. “No” protects focus and time. SUMMARY In this episode of Long Blue Leadership, Joel Neeb '99 explains this simple framework. Yes builds experience. No protects focus and time. Leadership is knowing when to shift.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   JOEL'S TOP 10 LEADERSHIP TAKEAWAYS 1. Time is your most finite — and most misused — resource. Facing mortality created instant clarity: Stop letting others waste your time. You must actively protect time to focus on what matters most. 2. Regret comes from inaction — not failure. Neeb didn't regret failures — he regretted not trying things that were uncomfortable. Leadership growth = bias toward action in uncertainty. 3. Imposter syndrome + growth mindset = a leadership superpower — “I don't belong here… yet” paired with effort fuels growth. Elite teams are full of people quietly thinking the same thing — and pushing forward anyway. 4. Reinvention is not optional — it's continuous. You don't “transition” to a new role — you start over from scratch. The best leaders willingly become beginners again. 5. Comfort is the enemy of growth. When things become easy, growth stops. Leaders must intentionally seek discomfort, not avoid it. 6. Elite teams + inspiring mission = peak human performance The most meaningful work comes from: Being on a team where you feel you must earn your place and pursuing a mission bigger than yourself. This combination drives purpose and performance. 7. Say yes early in life, say no later in life. Under 35: Say yes to everything → build capability through exposure. Over 35: Say no to almost everything that doesn't align with your goals → protect focus. Leadership maturity = ruthless prioritization. 8. The future belongs to those who disrupt themselves first. AI (and any disruption) rewards those who move early. “Stay slightly ahead of the rate of change” = competitive advantage. 9. AI should be a thought partner in everything; not a replacement but an accelerator. Leaders who integrate AI into daily workflows will move exponentially faster. 10. Think in five-year transformations, not three-month wins. People overestimate short-term output and underestimate long-term transformation. Leadership requires a bold long-term vision and daily actions from that vision.   CHAPTERS 00:00:00 — Introduction: From Fighter Pilot to CEO-Level Leadership 00:00:49 — Stage 4 Cancer Diagnosis: The Moment That Changed Everything 00:03:48 — Clarity on Time, Regret, and What Truly Matters 00:07:02 — Reinventing Yourself: Leaving the Military & Starting Over 00:10:04 — Growth Mindset, Imposter Syndrome & Elite Teams 00:13:38 — Learning the Language of Business 00:17:14 — AI Is Disrupting Everything: What Leaders Must Know 00:22:46 — Using AI as a Thought Partner to Move Faster 00:24:58 — Say Yes Early, Say No Later: Mastering Your Time 00:35:06 — Big Goals, Long-Term Thinking & Final Leadership Lessons 00:37:22 — Joel's Big Audacious Goal: Leading Through AI Disruption 00:42:47 — Using AI to Learn Faster (Even While Working Out) 00:48:14 — Closing Thoughts and Key Takeaways   ABOUT JOEL BIO Joel "Thor" Neeb '99 is a recognized business leader in the software-as-a-service (SAAS) industry. He most recently served as vice president of execution and transformation at VMware, where he led a cultural and operating model transformation for the 40,000-person company as well as helped launch VMware's AI roadmap and strategy. Prior to VMware, he served as chief executive officer at Afterburner Inc., where he led more than 100 elite professionals, including former fighter pilots, Navy SEALs, and Army Rangers, in helping global organizations achieve breakthrough performance. Neeb is a former United States Air Force F-15 mission commander. He was the tactical leader of 300 of the most senior combat pilots in the U.S. Air Force and oversaw the execution of a $150-million-per-year flight program.   CONNECT WITH JOEL LINKEDIN  |  8x8   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS: Guest, Joel "Thor" Neeb '99 | Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Col. Naviere Walkewicz 0:11 Joel, my friend, welcome to Long Blue Leadership.   Joel Neeb 0:13 Thank you very much. So glad to chat with you.   Col. Naviere Walkewicz 0:15 Oh gosh. Well, we are excited for this. It's going to be just a filled conversation of incredible insights, and you have so much to share. And I think what's really special about this is how we're going to touch into AI, because it is relevant, and it's everywhere now, but I actually want to dial it back first to a very specific moment in time, and it's probably an area that has really transformed your life, right? So you went through stage 4 cancer. I mean, not many people can say that they have gone through that and survived it, and I think it also really impacted others in your family. Can you just share a little bit about your story? Joel Neeb 0:49 Yeah, so back in 2010 I was flying, on top of the world. I was going through the interview process for the Air Force Thunderbirds, and I found out, out of nowhere, that I had a stage 4 cancer diagnosis. So within just a couple of weeks, I went from feeling like I was at the peak of good health to now being told that I had about 18 months to live and a 15% chance to live five years. And those would be a pretty gruesome five years if I did make it that far. And so that was the new reality that I had to contend with. Col. Naviere Walkewicz 1:19 I can't even imagine that. I mean, just… Was there some kind of indication, like, you went in and you were checked up and they found this? I mean, it just wow, just boom. Joel Neeb 1:30 You know, it's funny. I actually have to credit the flying role with most likely diagnosing and solving this for me early. Because when I would fly and I'd have my G suit on my abdomen, it would inflate against me when I pulled Gs, and it was a pain that I was experienced on the right side of my abdomen that right around my appendix. On a scale of one to 10, it was like a two. So nothing big, but big enough that when I went and saw the flight surgeon for my annual physical, I mentioned it, and I said, I'm sure it's nothing, but they did the right thing, and did some quick tests and ultrasound on that area and some MRI work, and they were able to very quickly determine that a big tumor grown in that spot. Col. Naviere Walkewicz 2:09 Wow. Well, I guess right there, just a lesson off the bat is listen to your body. You know your body, and if something doesn't feel right, seem right, you know, say something and get it checked out.   Joel Neeb 2:18 That's exactly right.   Col. Naviere Walkewicz 2:19 Oh, my goodness. OK, so you got that diagnosis. You're sitting there with that information. How do you process that? What is the conversation with your wife, you know, what's the next step when you're given some kind of timeline like that? Joel Neeb 2:34 Yeah, you know, it's interesting. I would have thought having gone through like fighter pilot training and even the Air Force Academy, and, you know, all the things that build resilience in life, that I would have felt more prepared for that moment. In other words, that I would have felt more prepared than the average individual. But I did not. I felt, I felt very much like I was in a catastrophe from which I couldn't see how to get through the day to day activities. I was a zombie around the house and it really relied on my wife and my family stepping in to help me. And so for a good couple months, it's was just kind of inconsolable and, you know, I always like to say it was, I would wake up and go through my day very, very tired because I didn't sleep the night before. And then I go to bed staring at the ceiling fan spinning, trying to figure out, you know, any options that I would have to extend my life for my kids to remember me a little bit. I had a 1- and a 3-year-old and so I went through life for a couple of months just a zombie and doing very poorly. Col. Naviere Walkewicz 3:38 So what changed in that couple of months that, I guess, changed the trajectory of how you looked at things, or how you approached her, or what happened? Joel Neeb 3:48 Yeah, you know, there's a great quote that I repeat a lot, which I think makes a lot of sense, which is “the dying have the most to teach us about life.” And what it really means is that when you're faced with these types of struggles, that all of a sudden, whether you're 80 or 33 like I was, you get a certain amount of clarity right in that moment and it's good for eliminating the rest of the noise in your life and identifying what's most important and what should have been most important all along. And that comes through and is in the forefront is it was fascinating to me that the moment I got the diagnosis, immediately I was mad at myself for spending any extra time at work, like it was like a light switch in my head went off and said, like, “You shouldn't have stayed that extra hour at work just to watch the clock turn. You were done with your job there.” I had a boss at the time that I was a huge fan of and he was a clock watcher, and wanted just to be in there to fill up time. And my mind immediately went to “now my finite resource is time, and I've been wasting it.” And I remember vowing that I'll never waste my time again, and I've been very disciplined against letting anybody steal time from me from that point forward; that was one of the key things I took away. And then looking back in my life, there were things I regretted, things that I celebrated and that I was proud of, and also considered what I would do differently if I was given a second chance. Col. Naviere Walkewicz 5:05 So, you know, you wrote a book called Survivor's Obligation. I'm curious about this journey, though, because obviously you beat it 15 years later, you're here. So, you know, you beat the odds of the 18 months. What was that like when you still had to provide for your family? You know, you were still working like, what was that journey like? Joel Neeb 5:25 Yeah, first of all, I have to credit the Air Force with showing up in a huge way. At that time, I was watching other people in the civilian sector who were undergoing cancer struggles, and they had a much more difficult time than I did. The Air Force had stepped in and was making meals around the clock for my family. I didn't have to show up to work. I you know, they afforded me every opportunity to get better and I really credit the Air Force family with getting me through that period of time, in ways I just certainly would not have been able to get through on my own, and in terms of, like how I looked at my life as I was thinking about the things I was proud of and the things I regretted. The things that I was proud of I was a little surprised by, and the things I regretted I was surprised by. I didn't regret my failures, of which there were many. I didn't regret them, because what I actually regretted were those times that I didn't try, where there's times where I didn't make the effort into doing something new that was a little bit scary, that would have put me outside of my comfort zone, and maybe would have challenged my ego a little bit. And now the end of my life was here, and I'd never have a chance to do anything else. You know, my story was complete. And I said, you know, really angry at that. Had I gotten a second chance, I would do things very differently. I love being a fighter pilot, but I would have preferred it to have been a chapter in my life, not the entire book. I would have tried to go to the business world and done all these things, and when I did get that second chance, and basically, God called my bluff and said, “All right, let's see if you actually follow through with this.” Then, of course, I had to hold myself accountable to living differently in that next chapter.  Col. Naviere Walkewicz 7:02 So that's what you're doing now. You're living in this next chapter. And so, I mean, I think there's a transition out of the military. Obviously, you retired as a lieutenant colonel. And so talk us a little bit about in this moment of what you're going to do if given a second chance. Let's talk about what some of those things that you took a chance on, maybe in the business world first. Joel Neeb 7:24 Sure. So our mutual friend, Kovacic, he says, “I'm in the middle of my Texas Longhorn MBA right now. It's amazing. It's just down the street from you.” He knew — he was following my cancer struggle closely. And he said, “Look, you're two years into this journey. Who knows what the future holds?” But I talked to him about wanting to be in the business sector and trying something new. And he said, “If you're serious about that, you should join the MBA program.” And so that's what I did. I went and joined the MBA program and had a blast being the dumbest guy in the room, by far, in business school. At the same time, it almost reminded me of being a fighter pilot again, or at least the early days of being a fighter pilot, because it was a little bit of a combination of terror and exhilaration, which is really what I loved about being a fighter pilot. That first time you go upside down by yourself and in pilot training and you prove to yourself you can do it, you're a little bit terrified, but fully exhilarated, and knowing that this is exactly what you should be doing. At the same time, I had that same sentiment as I'm sitting in business school classes, as I'm trying to keep up with the conversation there, and you say, “Well, you know that's so different from flying a plane, how are you getting the same joy out of it?” And it's really because where I landed with, you know, what did I value most in life. It came down to the times when I was on an elite team with an inspiring mission, an elite team, meaning I felt like I didn't deserve that spot there. And the little secret was, everybody on the elite team didn't feel like they deserve that spot there. But boy, are they going to try to earn it. And then that inspiring mission that we're pursuing, whether it was our time at the Air Force Academy, I always felt like I didn't deserve to be there. I felt like that was an incredibly elite team with an inspiring mission. Felt the same way about being a fighter pilot. Had a healthy dose of imposter syndrome going through all of this, but I've learned to believe that that's a bit of a superpower, in a sense, because if you have imposter syndrome coupled with a growth mindset, which means I don't belong here today, but I can sure earn the right if I try hard. I think that helps us to really realize the full potential of our lives. Col. Naviere Walkewicz 9:26 Really well said. And I think that actually kind of helps us see how you're able to make that transition. I want to go back to the fact, — first off, Kope is amazing. I love that he, you know — it talks about the Long Blue Line and our networks from the Air Force Academy. They really are for life. And I think, you know, you just, kind of just showed that you applied and you participated in this MBA program when you're in your mid-30s. Then can you talk about that a little bit? I think there's an interest in, “Oh, if I didn't do this in my 20s, it's too late.” Can you talk about that transition in, you know, your mid-30s, and do you think that was the right time? Can people do it later in their life, etc? Joel Neeb 10:04 So I would say you certainly can do it at any point in life. You can recreate yourself at any point. A lot of — gonna go totally off topic, but a lot of longevity science is saying that the first person to live to be 150 is alive today, meaning we're all going to see a lot more healthy years hopefully in our lives than ever before. So that should mean that all of us should pursue multiple chapters, and there's certainly not a point in life where we're done reinventing ourselves. But the key is the word “reinventing.” And I was at a point in my career where, at 33 years old, I was very, very comfortable flying. I was very, very comfortable doing air shows and flybys and leading missions and signing autographs. And so my identity was a lot of ego and not a lot of growth, meaning it felt good to be told how great I was at doing a certain skill set, but it wasn't that hard to do anymore. It becomes rote, and I wasn't growing at this point. In order to go into the business world, I had to completely reinvent myself. And I like to tell people that are transitioning out of the military, as difficult as it was to do the first thing, whether that's be a fighter pilot or an intel officer, or how you had to reinvent yourself at 23 years old — that's just as challenging as it's going to be. You have to sign up again for the B course, as we call it, as fighter pilots. The thing that introduces you to being a fighter pilot and realize that you're devoting that much effort to reinvent yourself. And people would push back and say, “Yeah, but you've already led in these environments. You have all of these things that should carry over. Wouldn't it be easier for you just to make a transition and less of that initiation energy that's required to start this new thing?” The answer is no, you literally have to start it over, as if you're 25 years old. You got to eat a lot of humble pie and realize you're not special in this environment. But the good news is, you can become special very quickly if you're willing to reinvent yourself now — you bring perspective that nobody else can carry. Nobody else knows how to navigate high stakes, life-or-death environments like we've learned in the military. Nobody shows up with the processes that we've learned through checklists and through cultural training, all the things that maybe we didn't even aware that we're seeing. As soon as you see the opposite in the business world and you realize, well, we don't have that great of a culture here. We had a great one in the military. That's a huge resource that you can bring into that environment, but only after you've completely reinvented yourself and translated your skill set into something that's meaningful for that business setting. Col. Naviere Walkewicz 12:28 So Joel, that's fascinating, because what you're saying is you're almost stripping yourself of all these experiences to really open up your aperture for what's new. And I'm curious if this was a way you came into that? Sid you go in with your eyes wide open with that plan, or did you learn this about yourself? Joel Neeb 12:47 I came into it arrogantly. I went into these conversations thinking, “Wait till they see how much I have to offer. I've been in very complex scenarios. I've led my way out of them. I have all these awards for being a good leader and a good instructor, and so just wait until they see what I've got to offer.” And that's why business school helped me out a lot, because in a sandbox setting that really didn't have consequences, I got to participate in conversations and learn very quickly I didn't know what they were talking about and that they were — they had an understanding around business already that I didn't have. I didn't understand the language, and I needed to really reeducate myself to become ready in this moment. And so there were moments in that period where I would have done very differently in approaching that next transition, had I known how far I had to go to really having something to offer the business sector. Col. Naviere Walkewicz 13:38 Was there a moment during that time when you were getting your MBA that, in a way that cancer startled you as a life-or-death situation, and you changed your you know — “If I'm given a second chance.” Was there a moment in the business, you know, getting your MBA where you like, really, like, linked into like, this is what I'm going to be doing. It was so clear to you the next move in this, in this journey. Joel Neeb 14:04 Yeah, I say that. I mean, there's one that stands out that really showed how little I understood the business world. So they're talking about pipeline in this conversation at my MBA school, and they said, “You know, we need to improve pipeline. We're working on getting better pipeline for our needs.” And I'm listening to this thinking, “What are they talking about? Is this like an oil pipeline? Is this pipe plumbing? What do they mean?” And for those in the business sector, of course, you understand. They're talking about a sales pipeline. A sales pipeline is a sales funnel that shows that the leads that turns into the sales and the conversion rate and all the things that that, of course, I know intimately well. Now, at that point, it showed me that there's an entire language I just haven't been exposed to, because I'd been talking about missiles and G forces and airplanes for so long that it didn't matter how much experience I was bringing to the table. There was a language I didn't understand. Col. Naviere Walkewicz 14:50 I think that is really, really thoughtful in how you showed that, because then it helped you probably in navigating when you're leading, you know, other teams that have different experiences coming to the table. So when you learn that language, and I want to talk a little bit about, you know, CEO of Afterburner, let's just talk about your role in the civilian sector, your multiple roles, I'd love for you to share a couple of stories where you've grown as a leader and where you've continued to learn things about yourself in that space. Joel Neeb 15:22 Yeah, so at Afterburner, what we end up doing at Afterburner, more often than not, was leading in keynotes, doing workshops for training, and what we would show them is how you can leverage the things that we learned in the military on the elite teams that we participated in, whether that's Green Beret, fighter pilot, Navy SEAL — we hired all those backgrounds, and, of course, look for teams that had a business degree on top of that. What we ended up doing was getting on stage in front of these folks and sometimes talking to 10,000 people. So I've done presentations in front of 10,000 people in my past. And what I was surprised by — thinking about the learning opportunities and where the growth came from — is that even after having done 3,000 briefings, you know, in a fighter pilot setting, and getting in front of the red flag team in Nellis and doing a presentation there, I would be behind the scenes at some of these huge presentations, and I would get incredible stage fright, I guess is the only way to say it. Butterflies. I would feel like I was going to pass out. And the reason I share this is because I was frustrated that it didn't translate better to this new thing that I was looking to do with public speaking. Now I'm talking for an hour, and I had to be engaging and comical at times, and, you know, bringing the audience into it. I say that because, once again, I was finding that that combination of terror and exhilaration and proving to myself that I could do it, and I had a new place that I needed to grow into for that now, I've done this enough times where my heart rate doesn't go up a beat when I do this at this point, but that's after doing thousands of presentations and I think the key takeaway for me was our growth is never over with, and it's growth that really feels good, and so leaning into those areas of discomfort has been something that's been really important to me my entire life, particularly after cancer. Col. Naviere Walkewicz 17:06 So what is growing you now? What is new for you that you are pursuing in your personal growth and development? Joel Neeb 17:14 Yeah, so it was new for me now is what's new for society, this next era with AI. AI is going to disrupt every one of our lives. And just as aggressively as AI disrupted my life with cancer, or, excuse me, as cancer disrupted my life, or even becoming a fighter pilot or joining business school disrupted my life, we see the same thing take place on a personal and professional level because of just how powerful this new technology is. And if you're sitting there wondering, “It hallucinates still, and I don't really buy it, and we'll see where this ends up,” I'm here to tell you, as somebody who's at the bleeding edge of AI that's going to transform every single thing we do in very good ways, but also disrupt the way you think you add value today, and the way you think that you know we should participate on teams right now. And so that's it's going to disrupt everything. And so I'm looking to constantly reinvent myself in the context of this next era. And I'm also looking to lead our 2,400-person company at 8x8 on that same journey, so that we can disrupt ourselves before we're disrupted. Col. Naviere Walkewicz 18:14 So what does that look like right now? Share something maybe that is on the leading edge of that, you know, that forefront of being disruptive before you're disrupted in your organization. Joel Neeb 18:27 Yeah, so for us, it's making this new technology as accessible as possible so that we can break down the barriers for using it and realizing that, much like in the '90s, we went from only a small technical portion of the company that was using computers, then expanded to, of course, everyone in the company is using a computer on every desk. But that wasn't always like that in the late '80s and early '90s; that was just reserved for a very technical portion of the group. Now that expanded. Of course, everyone's on the net. You wouldn't dream of trying to get a job without being internet savvy and having computer skills. We're going to see the same thing take place with AI and so, and I don't just mean using AI. I mean using AI to code, using AI to build things, and it's not just going to be reserved for that technical component of the company anymore. And so what that looks like for us: We conduct a weekly session where we talk about the use cases from the previous week on a personal and a professional level. Why is that important? Because now we're breaking down that barrier. So last week, I'll give you an example. We had somebody whose father passed a couple months ago, and this person had he lives in the UK. He's from Africa. His father had never met his son, so this person's grandson, his father's grandson, he'd never met. And by using AI at his funeral, he was able to take their images and create a moment where they came together and hugged and picked up the grandson and played this really touching video for the rest of the people there to share in that moment that never really happened, of course, but was able to celebrate this person's life and that connection through the grandson. And it was just a really I mean, they were people that were getting emotional, talking about it, listening to the story. And then we have somebody else say, I had my basement flood, and I took pictures of it, and I used AI to imagine how we would have to renovate it and build it back better. And somebody else says I successfully used AI to combat the tax increase on my house, because I came up with good comparables around the area and a good way to beat it. By the way, it's a really good one to use, if you have…    Col. Naviere Walkewicz 20:32 A mental note right there.    Joel Neeb 20:33 Exactly. So we're lowering the barriers on a personal level. So then when I tell you on a professional level, here are my expectations for how you'll bring AI to the table to accelerate the things you're already doing, the teams are ready to do that, and that's been a really important aspect of this journey. Naviere Walkewicz 20:50 Is it important for an organization to already have a culture that is open to — I think what you know is you're going to get a bunch of different perspectives. You're going to get a, you know, maybe thinking outside the box that you wouldn't have thought of. So would you say that the organization was ready for that? Or have you had to create that culture along the way? Joel Neeb 21:11 Yeah, I'd say, you know, change is hard. Nobody likes change. We like being through change. And so one of the things that growth provides an opportunity to change for the better, but it's always start to get that activation energy to really pursue change. And so what we had to teach the culture at 8x8 is to not be change weary, but to be change ready, and to understand that in this era, our ability to stay a couple months ahead of the rate of change will be a superpower the likes of which no one can compete with us. Meaning as difficult as it is to pursue this change and to continue reinventing yourself — and when I say revenge up, I mean if you're doing the same thing today in six months, then you're gonna be passed by — literally changing that fast. And we're seeing that inside of our company. And so the new constant will be changed. The new constant will be disruption. And the faster we get comfortable with that, and the faster we realize that if we disrupt ourselves a little bit faster than the competition, that's a superpower, but we're already enjoying it internally within 8x8, but it's because we've forced ourselves to get a little bit ahead. Col. Naviere Walkewicz 22:15 that's really interesting. And I imagine, would you say that it takes, you know, when you are in this transformation mode, because this is what you're taking your organization through, you know, how are you coaching as a leader? How are you — maybe it's through the repetition of trying it in their personal life. But you know, what are you sharing from a leadership perspective that's helping them think that way constantly, right? I mean, it's different from, “OK, I'm going to do this today and…” But how are they constantly ingraining that in themselves? And how are you leading that?   Joel Neeb 22:46 Yeah, a couple of ways. One, we're saying that AI should be a thought partner in everything that we do, maybe not a thought leader, meaning, I'm not going to hand off a decision or an activity to AI, per se, but literally in everything that we do. So I'll give you a quick example in your role. So you're doing podcasts, and these are amazing. And by the way, you're poised, and I'm not surprised after knowing you at the Academy, because you were very polished then. But this is incredible. You did a phenomenal job with this. But let's say that you want to get some feedback after this session. You can take this transcript, upload it to AI, and you would say, “Give me the key themes from this session that we discussed.” You could say, “Create emails that will be enticing and send them out to the entire team based on this transcript that we have for this conversation.” You could say, “Create new episodes and new questions for the next 10 guests that will continue to weave a red thread of common questions and common themes throughout all these.” Where I'm going with this is when you consider how to use AI as a thought partner in everything that you're doing, you can go 100 times faster on the key things that we want to accomplish. Col. Naviere Walkewicz 23:52 I believe that wholeheartedly. And just a little side story, I'm coaching my son's fifth grade basketball team. Never coached basketball before, and he's going to be middle school next year, so it's the one and only year. But I used ChatGPT to build out my coaching plan, and we are — we only lost our first game and we've been undefeated since so I'm going to hand it off to my ChatGPT coaching partner.   Joel Neeb 24:13 That's amazing. That's a great story. See, that would be one we'd love to hear at our session that we do every week around how accessible AI is. Because people hear that and they say,” I can do that too. I want to bring that to my kids game.” The more we use it every single day, the better prepared we're going to be for the big changes that are coming. Col. Naviere Walkewicz 24:27 Excellent. So Joel, I want to dig into your personal life a little bit, because you have such a fascinating way of — I mean, you make everyone feel that the moment that they're spending with you is 100% theirs. But I know in the background — and your time is important, you talked about that — but I know in the background, you are doing so many things. You've got your family is a key pillar. You know, your health and fitness is a key pillar. You're traveling all the time. As a leader. You know, how are you navigating all of that and doing it so well? Joel Neeb 24:58 Well, first of all, I appreciate the sentiment. I certainly don't feel like I'm always doing it well, but I'll tell you my philosophy and how I mentor people that are that are pursuing a path to their dreams, and whatever that dream might look like, is the following. I tell them, “If you're younger than 35 years old, you need to say yes to every opportunity that comes your way.” What do I mean by that? When the boss asks you if you're able to give a big sales presentation, even though the voice in the back of your head says you're not ready for this — “I don't think you you're gonna do well,” the answer is yes. You prepare yourself, you go out there, you embarrass yourself, you do it better next time. And that's how you learn through that process. When they ask you if you're ready to go lead this mission, your answer is yes. You're gonna figure it out. You're gonna do everything behind the scenes to make sure that you're successful. And you're going to push yourself into that discomfort zone and ensure that you're leaning into all of those opportunities as aggressively as you can. Why? Because it's exposure to all of those areas of discomfort that really owns the discipline for us to perform in this positive way when you get to those areas now. When you're after 35 years old, the main advice that I give to people is that you're flipping the script. You are no longer going to say yes to everything you're asked. You're going to aggressively say no to everything you're asked unless it aligns to your key things that you want to pursue in life. So you're completely looking at it in a different direction. I've said yes to everything for the first half of my life. Now I'm saying no to everything in the second half. Why? Because it's the distractions that stop us from doing the big things in life. Once we pass about 35 years old, the better you are at saying no to things, the freer your time will be to say yes to the most important things. So while it looks like I'm juggling a lot of things, to your point, I'm aggressively saying no to everything else that doesn't align with a few things that I have really focused my time on. Naviere Walkewicz 26:52 So let's pull that thread a little bit more, because saying no is uncomfortable, and it may feel to some that they are letting others down. How do you or how might you coach them through telling someone no? Joel Neeb 27:09 Yeah, I would say that I don't have that problem. I probably did, and certainly prior to cancer, I would have. I am at the place now after I've learned how short all of our lives are, not just my life because I had a cancer battle. And the big surprise for me was not that I might die in 18 months, it was that I was going to die at all. Because for all of us, that notion of death is so far away and really something that we don't really come face to face with very often in life, that all of a sudden I had to accept the fact that I was going to die someday, and I better make good use of the time between now and then. So when people ask to have my time, I aggressively say no. I never feel bad about it. And then I also introduce gatekeepers to my time on top of that. So I don't even — most of the time you're working with my executive assistant, most of the time you're gonna be working with somebody on my team, and that's because I want to jealously guard my time at this stage so I can be as incredibly impactful on the few things that I want to do as possible. That desire dwarfs any emotional attachment I would have to say no to somebody else that long time. It doesn't even cross my mind to think twice about it. Col. Naviere Walkewicz 28:25 I think that's a great lesson right there. I mean, I think if you actually put time as the, you know, main, the thing you're protecting, right, everything else on to your point, it dwarfs behind that. And I think the way you did that, you actually made it very doable for people to say no, because now you've created gatekeepers, you put some stops in there. And I think that's a lesson that people can take away as they're looking to navigate their journey forward. So thank you for sharing that for sure. So, you know, you wrote two books, I'm sure there's probably more. Is that something you've always wanted to do, or has that been a realization of “I've experienced this, and there's a — I need to share this. Like, what was the impetus behind writing books on your experiences? Joel Neeb 29:09 Yeah, great question. Very different reason I wrote both books. So the first book was born out of this feeling that as I was going through cancer, that clarity that I experienced: The dying-have-the-most-to-teach-us-about-life piece of it, I came back to the sense that, wow, I wish I knew this before I had cancer, I would have lived my life very differently, and I had made a deal with God that, you know, if I do make it through this, I want to share these insights and share what you know, my perspective was from being on this precipice with death and what I take away from it, because I did think it was valuable enough for my life to share with others in my immediate vicinity and then to write it in a book. And I just needed to get that out of me. The second one for the insight age is much more around what is the template that I wanted to pursue within companies to help take them from the Information Age where we have universal access to information, to the Insight Age, where we now have universal access to AI-driven insights, and how you prepare for that. I wanted people to have the template for it and understanding about how I approached it before I showed up so that we could all be on the same sheet of music when I led the transformation. Col. Naviere Walkewicz 30:15 OK, that's really helpful. So as we think about AI in business, and, you know, having a template for that, can we talk a little bit? And we went to the Air Force Academy, and so I, gosh, I can't even imagine how I might have been a better student had we had AI back in the day. But how do you see AI disrupting? You know, our service academy cadets are, you know, anyone going through, you know, degree programs, you know, how do you use it where there's still original thought, but obviously it's, there's a thought partner that is helping you and maybe accelerate that. I mean, how is that working? Joel Neeb 30:49 It's the same shift that you and I both experienced with universal access to information in the Information Age. And so in other words, there was a time where you had to memorize every phone number that you would call in your network, right? I mean, I sat down — we went to a high school reunion recently and we all sat down and we're trying to rattle off the phone numbers across the table. And we got most of them out there, still lingering in our head somewhere, these memorized phone numbers for everybody. I couldn't tell you, like, my kids phone numbers at this point, like, because I'd push a button and I just get it. And where I'm going with that is we're now in an era where memorization of rote facts and phone numbers and just facts that you can find in the internet is no longer required, and we're used to that, right? And so I wouldn't say that we think less. I would say we think a lot more. At this era there's a risk right now of saying, “I'm no longer going to be required to do critical thinking, because AI is going to do some of that for me.” And the answer is, it will. But much like I got a calculator for every GR that I got to go to — I did a math minor at the Academy…    Col. Naviere Walkwicz 31:54 That's why I didn't see you in any classes.     Joel Neeb 31:59 I brought a calculator to every test, but it certainly didn't make it easier. If anything, it made it harder. I would have had an easier time like writing down calculations and just having to do the arithmetic. Because I had something that did the arithmetic for me, it elevated my thought process and made me more responsible for the critical thinking. You're going to see the same thing with AI. So as you think about it, how AI will disrupt a knowledge institution like the Air Force Academy. At first blush, we would think, well, it's just going to make it easier to cheat. It's going to make it easier to do the things that we're doing today. Yes, it does, just like if I only was doing arithmetic, a calculator makes it easier for me to do that, and I can turn my brain off. But as we all know, it's just going to elevate the threshold for what is required of us, right? So we're going to go in right, we're going to go into this next era with a thought partner on everything that we do, but you still have to guide that thought partner. You still have to point it in the right direction. You have to ask it the right questions. This era is going to be much less about having the right answers and much more about asking the right questions to find success.   Col. Naviere Walkwicz 32:59 Which is critical thinking at its finest, honestly. Fascinating. So, you know, Joel, I think about you and, you know, when I see the, like, the things that you're doing, American Ninja Warrior, your family is involved in this. How do you see, you know, how do you bring your family into the vision that you have it with the growth mindset? Do you see that that's how your family is? All the children are raised that way your wife is. I mean, is this the way that the Neeb household kind of operates? And has it always been this way, or has it really been since you kind of came to that realization that life is too precious for me to live otherwise? Joel Neeb 33:35 Yeah, I mean, I try to live the philosophy that I want my family to live as well. And it's not the Joel show, meaning this is not just for them to support me and go cheer in the crowd at American Ninja Warrior. My wife has gone on and done physique competitions like you have as well. Col. Naviere Walkwicz 33:49 She's amazing. Your whole family's amazing. Joel Neeb 33:53 And she's a regional board member for a group called YPO. So she's in charge of 3,000 CEOs and a network for that. And then she just did a presentation to Europe yesterday on AI herself, and she's going to be traveling to Europe next month to do the presentation in a live setting. And so where I'm going with this is, I feel like because of my cancer battle, because of what we've experienced as a family, and we've learned how precious our time was and how incredible it is to experience that combination of terror and exhilaration, all of us lean into those moments, and we don't do it perfectly, and we all get mad at traffic, and we all are lazy once in a while, and, you know, myself included, but more, we try to do a little bit extra step into that direction, because it has been such a fun way to live after having the scare that we had as a family. Col. Naviere Walkwicz 34:43 That makes sense, and I can really see your family embracing that. You know, I want to ask you a question about yourself and what you're doing on a daily basis to be better, and it sounds like you're already thinking about it right? Reinvention on a constant basis. But if there was anything else you would say that you're doing on a daily basis to be better and better is, you know, in quotes, like you define what better is, what would that be? Joel Neeb 35:06 Yeah, I think that there's a couple of things that I think we should all try to do if we're trying to be, quote, unquote “better.” As you said, there's a quote I like that that says that we vastly overestimate what we can do in three months and we underestimate what we can do in five years. Col. Naviere Walkwicz 35:27 OK, wait, say that one more time. If you don't mind, say it one more time. Joel Neeb 35:30 Yeah, really, we overestimate what we can do in three months. “I can't wait for February. I'm going to do X, Y and Z.” And then we disappoint ourselves because we didn't accomplish all those things. And yet we underestimate what we can do in five years. What do I mean by that? It means that if we were intentional about what we wanted to do in the long term, about what we wanted to grow into in years from now, five years from now, you can reinvent yourself to be anything. I think conceivably, any of us could say, “I could accomplish just about anything in five years, if I put my mind to it.” The problem is we think in the short term, and so a lot of us think of I need this happen fast. I need the, you know, in three months. I need this to take place. That's putting the car before the horse. We need to define what we want to be in the long term and then back into what that implies we need to do right now. That also speaks to the focus that I have and saying no to other things, because if I have this big, audacious goal for what I want to be in the long term, then I have to say no to a lot of things if I'm going to take those steps necessary to start marching down that path. And so what I say to folks is that build that long term first, build that vision of what you want to be in the future that's exciting to you, whether that's a fighter pilot or a CEO or you name it, shoot for the stars, whatever that is that you want to be, and then start backing into it and celebrate the fact that you're doing this. In other words, then people get caught up and, you know, I feel like I'm not making enough progress, and I'm mad at myself for not taking enough steps, I would challenge that and say, don't put the pressure on yourself that you have to do this. Reverse that conversation. Say, “I get to, I get to pursue this vision.” Doesn't mean it'll take place. Doesn't mean to occur. But if I have a vision in mind, and I'm taking steps towards it, even if I don't reach it, I'm still going to be in an incredible place that I wouldn't have been otherwise. And so that's, that's the approach that I would take. Col. Naviere Walkwicz 37:18 All right, Joel, so what is your big audacious goal in five years that you're working towards? Joel Neeb 37:22 Big audacious goal? Yeah, so I am super excited about the future of AI. I think that it has a lot of positive and negative implications for society in general. And so I'll give you a quick example. Right now, we've got 9.5% of our recent graduates that are unemployed, which is much higher than it's ever been from graduating college. That's unique, and what I attribute that to is that we're just starting to see the workforce disruption that's occurring because of AI. We're starting to see the workforce drawdown that's occurring because of it. At the same time, we're seeing companies that are able to do much, much more with AI. And so they're questioning, well, how do I operate as a company? How do I teach everybody to stay on board this training and be successful in this new environment and then societally, we're challenged with, well, how do I set up our young people for success? How do I tell my 19-year-old what to do to do to be successful. So when I think about the big, hairy, audacious goal that I want to go pursue in this next chapter in five years, I want to be on the forefront, helping the government, helping companies, helping everyone to continue disrupting themselves and leaving as few people behind as possible in this next era. Because that's the real threat. And the challenge is cats out of the bag. If we don't do this, China is going to do it like others are going to pass it by. Pass it by. The wrong answer would be to try to step it back in the bag and say we're not doing any I we're going to put regulations around, putting our heads in the sand. We would just get passed by, like, in a few years by our biggest competitors out there, which we know we don't want to have happen. And so the key is, how do we keep as many people up to speed with his transformation possible? So I talked to, you know, graduates like August Pfluger, who's in Congress, and we have, yeah, he's awesome. And so we talk about, what does that look like in the future he's shaping, you know, the future from a government perspective? I talked to former Intel CEO Pat Gelsinger, is a good friend of mine, and we go on vacations together and a conversation we have about from a corporate perspective: How do we address this as well? So that's my big goal. That's what I want to influence over the next couple of years. Col. Naviere Walkewicz 39:22 Love that. So if you could rewind the clock and, you know, tell your young Joel, and this is really for anyone who is looking for preparing myself for that long term, right? So maybe it's not the five year, the big thing in five years, but it's — this is for what can I do today that is gonna — I'm gonna help myself — future me. What would you tell yourself, Joel? Joel Neeb 39:43 If I were to go back to Academy Joel, I would say, “Take this experience more seriously.” At the time, I kind of resented the experience that I was going through at the Academy, not understanding fully that they understood how to polish the coal to try to make it into a diamond. And I didn't always see the method to the madness behind the scenes and why they were doing things. And I would tell myself to take it more seriously, to lean into the leadership opportunities, lean into the experiences. I think it's a tendency as a cadet to lean away from those and to kind of look at those with resentment. I remember I did, and I wish I would have taken those more seriously. I wish I would have taken my 20s more seriously in terms of pursuing things that were uncomfortable, and not just getting comfortable towards the latter end of my 20s and early 30s, where I was flying upside down with ease every single day and really not doing anything that was challenging me too much. I certainly didn't have it all mastered and figured out. But my discomfort was all but gone in those moments. And so I would tell myself, “Keep leaning into those areas of discomfort, because it's in those areas that we find growth.” And growth is one of the top things that we can feel as a human being. Being a part of an elite team is growing together on an inspiring mission. Col. Naviere Walkewicz 40:56 Well, I know that you are, you know, constantly in the forefront of AI, but what makes you or what causes you discomfort now that you're working through? Joel Neeb 41:05 What causes me discomfort now is compelling a 2,400-person organization to move as quickly as I think we need to. In other words: right now. The things I'm talking to you about, I'm communicating with them about on a daily basis, and we have remotely dispersed teams. I'm staring into cameras like we are right now. So I'm not sitting in the room with them and helping them to learn these things. My discomfort is around how as a leader, can I be more compelling about the burning platform that they're standing on right now, that as soon as it burns away, their role is going to be obliterated, and we're going to be disrupted by the market. And how do I really excite them around this destination that we're pursuing together, where we're going a little bit faster than the rate of change? I'm proud of the progress that we've made, but in terms of the discomfort that I'm feeling, it's almost impossible to go fast enough in this era, and so I am. The thing that keeps me up at night is, how do I make this more compelling for them? And then ultimately, I know that whatever themes I'm learning right now to make it compelling is what I'm going to have to bring to society in this next chapter, as well as we try to keep the entire American society moving ahead of the rate of change that we're experiencing. Col. Naviere Walkewicz 42:14 Well, thank you for that. I would imagine you probably phoned your friend, ChatGPT, on some  ways to do that, but I think that what you really shared today has opened, I think, eyes of how we can partner with technology at our fingertips. I mean, you and I were just chatting before this, and I asked you this, because one of the things I remember you being really big on is finding time to read as a family. I remember you had like Saturday family time, we read. As much as you're traveling and as much as you're trying to move your organization at this rate of change with AI, where do you find time to read now? Joel Neeb 42:47 Yeah, so I use AI for that too. So when I'm in the gym, I upload a chapter at a time into ChatGPT for the books that I'm reading, and I ask it to read it to me in the voice thing that it can do. And so it's reading the book to me. But the really cool part is, it's not just audible. I'm not just hearing, you know, the recording of it. And by the way, you can even tell it talk two times faster or whatever you want to do for the right speed. And I'll interrupt it. The cool part is, I'll say, “Hey, wait a second. I didn't really understand that that part of the book. Break it down for me in simpler terms.” And it'll actually pause, explain it to me and put it in terms that my fighter pilot mind can understand, or I'll even say, “Yeah, tell me about that theme in the context of the company that I'm in, 8x8, and tell me how we can apply that right now, and look at our industry. And how can I take some of this to that team?” And so it takes a book that was generically written and makes it customized for my experience by leveraging AI to do that. So once again, it's a thought partner in literally everything that I do. Col. Naviere Walkewicz 43:42 What's the last book that you read in which you were able to take some of those things to, or maybe that you'd recommend to some of our listeners to listen in via ChatGPT. Joel Neeb 43:51 I just finished reading the Teddy Roosevelt biography, which is phenomenal. What an incredible American, and it was inspiring to read. And I was able to pause it in parts and challenge some parts of the books and say, “Did that really happen?” And,  “Tell me more about this incident in history.” And it explains some historical pieces that I wasn't aware of and the book didn't delve into as much as I would have liked it to. That's a little bit of a boring historian-nerd kind of answer, but that's what I took away from it. Col. Naviere Walkewicz 44:17 Well, thank you for sharing that. So Joel, is there anything that we didn't talk about today that you would really like to make sure that we touch on? Because this has been a really exciting and fascinating conversation for me, but I want to make sure, because this has been your leadership journey, and there's so many facets to that that that we hit on the things that are important? Joel Neeb 44:33 The thing that I've learned in my time is that the foundation that we receive in the military, whether that's the cultural foundation, how we are all aligned with similar values, with a common mission that's inspiring the adherence to what we call in the business world, standard operating procedures, what you would call in the military, a checklist, effectively. That foundation that we have is easily the most valuable resource that I carried into the business world and the teams that I've been on. And I think we underestimate just how powerful that experience is, that during our 20s, we're in this incredibly disciplined environment with a really strong culture, really strong sense of value, really strong sense of mission. Pay attention to that while you have that opportunity. While you're being exposed to it, pay attention to how it was built. Pay attention to how they that accelerated our success in those teams. Because I promise you, you'll want to someday carry those concepts to every team that you're on in the future. And so I think it's an opportunity for us to leverage the incredible team that we're on in the military, and talk about that in an exciting way with whatever team that we participate on down the road. Col. Naviere Walkewicz 45:50 Thank you for sharing that. And if I could just pull on that thread a little bit more in that just in that transition, and taking those to those teams, I want to just jump to your very first transition from military to Afterburner? How did that come about for you? And I think that just our folks will be curious on that. Joel Neeb 46:10 Yeah, so Afterburner is a company that's been around since 1996 and they basically took some of those things from the military that I just spoke to, brought it into a corporate setting and helped them to adopt the same levels of positive outcomes. And when I saw this company, I said, “Wow, they really tapped into something that I that I knew as well intuitively, that if we apply some of these same themes, we could really take over anything in the business world. And so I reached out to the CEO and kept bugging him and continue to stay on his radar until he agreed to bring me into the office in Atlanta. I was living in San Antonio, and I went out there on my own dime and did an interview with them, and it went well. And of course, the rest is history after that point. But I found the thing I wanted to do and pursue, and then a very aggressively got in front of the people that could make it happen and definitely was part of the journey for me that I needed in order to be successful. Col. Naviere Walkewicz 47:04 Yes, I definitely wanted you to share that, because I knew, obviously, you had that experience. You took those things that you learned, and you wanted to hone in as you led other teams. But I think the critical piece was you pursued it, and you continue to pursue it, and you continue to pursue it until you got there, right? And so I think that's a critical part of moving forward and getting what we want. So I really am glad that you shared that, because it may seem that it's really easy just to make the transition, right? You can check all these boxes and so you're the shoe in, but it sounds like that wasn't the case, and you had to make a case for yourself. Joel Neeb 47:39 One-hundred percent. I had to be my own biggest advocate, and not in an arrogant way, in a way that I could show I could add value for that team. And that was, that was a lesson that I've taken and tried to apply since then. Col. Naviere Walkewicz 47:51 Well, I'll tell you what, it's been, gosh, 1999. How many years is that? 25 years for us? I mean, I feel like, you know, this has been a true honor to be able to sit with you. I mean, I've always watched your journey and just really been cheering you on, but I think what's incredible is how you're able to now really give back to our Long Blue Line. So Joel, thank you so much for this time today. It's been really wonderful having on Long Blue Leadership. Joel Neeb 48:14 What a privilege, Naviere. And I would say, you know, you had just asked me back in 1999 if there's a dozen people from the Academy that I thought would be very successful, your name would have been one of them. I don't think there's another person at the Academy who would have said my name. So we came from very different starting points, but I'm super excited to see the success you created, and, more importantly, the impact that you have on our graduate community, because it is noticed by everyone that I talked to. So thank you for how you lean into that our community as well. Col. Naviere Walkewicz 48:43 Thank you for saying that. And as we come to a close, I'd love to offer a few thoughts before we go. What stands out to me today from our conversation is how leadership is both timeless and adaptive. Joel's journey from commanding F-15 missions to leading global organizations and navigating AI reminds us that leadership fundamentals remain steadfast, just like you said, yet in the context in which we lead, it's always evolving, and the ability to adapt is what sets exceptional leaders apart. His story of personal resilience, overcoming stage four cancer diagnosis underscores that leadership is defined by how we respond to challenges and how we make lasting impact. From lessons in the cockpit to corporate transformation and personal discipline. Joel offers a blueprint for leading with confidence in uncertain times. Thank you for investing your time and listening in Long Blue Leadership. I encourage you to share this episode with others who are also in their personal journeys, especially because it's my classmate and he's phenomenal. Thank you for listening to Long Blue Leadership. I'm Naviere Walkewicz; until next time.   KEYWORDS Leadership, leadership development, modern leadership, leadership mindset, growth mindset, resilient leadership, adaptive leadership, transformational leadership, leadership under pressure, leading through adversity, leadership lessons, executive leadership, high performance teams, elite teams, leadership philosophy, leadership strategy, personal growth, professional development, continuous improvement, reinvention, career transition, imposter syndrome, mental toughness, discipline, time management, prioritization, decision making, strategic thinking, innovation leadership, change leadership, leading through change, disruption, self leadership, accountability, peak performance, overcoming fear, stepping outside comfort zone, leadership habits, future of leadership, AI leadership, leadership in the age of AI, digital transformation, organizational culture, team culture, mission driven leadership, purpose driven leadership, high impact leadership.   The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

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Pinbag Shaw | 10 Percent True | EP83 Part 3In the final instalment of my conversation with Thomas “Pinbag” Shaw, we close out his Phantom career.From Cold War nuclear strike planning in Europe to flying large-force exercises at Nellis and combat-ready deployments in the Pacific, Pinbag walks us through the evolution of the F-4E and the realities of fighter operations in the late Cold War.We talk about weapons school culture, the arrival of systems like Pave Tack and ARN-101, Sparrow missile performance, Soviet encounters in the Pacific, and what it was really like operating the Phantom at the edge of the Cold War.And he finishes with one of the most striking stories in this entire interview series.0:00 Intro Story – Cultural Differences3:23 Welcome Back, Pinbag4:24 Follow-on Assignment from Korea – Hahn (Germany)9:59 TISEO “Qualification”11:26 AGM-65 – In-Theatre Limitations12:46 European Theatre – Differences from PACAF & Culture16:10 B-61 & B-57, SIOP, Hard Crewing19:52 Certification – Related Stories27:15 Victor Alert Targeting & “The French View” on West Germany28:38 Local Traditions & Low Flying31:00 TISEO in Operation33:50 To Nellis (Not Moody?!)38:03 The Place to Be – Red Flag, RDJTF, F-15 Integration & “The Box”45:58 Radar – Follow-Up47:30 The Eagles49:40 Personal Development Journey54:45 Back to PACAF – Clark (F-4 Fleet, Weapons, Equipment & 3rd TFS History)1:06:00 PAVE TACK1:08:10 WESEP / Combat Sage – ORU-1 Radar Upgrade & AIM-7 Developments1:17:00 Weapons School Experience – Culture Shift, Academics vs Flying, Staying Out of “The Box”1:28:10 The Aggressor Problem1:31:00 Fisher vs Glosson – Culture of the Time1:34:10 Focus on North Korea & Shadowing the Russian Navy1:38:15 Changes After KAL 007 Shootdown1:41:58 Post-Weapons School – Taegu as Weapons Officer (PAVE TACK & Range Betting)1:51:06 ROK Maintenance & Marshall Enforcement – Intro Story1:55:55 Evolution of the Rear Cockpit2:09:00 Battle Damage & Oddities2:11:05 Thank You, Pinbag

Get the full episode:https://www.10percenttrue.com/pricing-plans/listPinbag Shaw | 10 Percent True | EP83 Part 2In Part Two of our conversation, Thomas “Pinbag” Shaw takes us operational.From Korea to Germany, this is life in a Cold War Phantom squadron — where Victor Alert was real, nuclear strike planning was routine, and NATO air defence timelines were measured in minutes.In this episode we discuss:• What sitting nuclear Victor Alert actually meant• How QRA posture worked in Europe and the Pacific• Intercept geometry against Warsaw Pact aircraft• NATO strike planning and readiness discipline• The psychology of Cold War aircrew culture• Transitioning from Phantom to the Strike Eagle eraThis is Tactical Air Command at its most serious — a force built around the assumption that the next launch might not be an exercise.If you enjoy long-form, technical conversations with the people who flew the jets, subscribe and join the conversation.0:00 Intro teaser – North Korean MiG-21 intercept3:52 Welcome back, Pinbag4:28 The Nellis influence9:28 Leaving MacDill – SERE school20:28 Korea and PACAF disposition27:15 36th Fighter Squadron33:35 Introduction to Korea38:00 Areas of responsibility, command structure, and settling in44:20 Training, digesting the vault, and other in-theatre assets and threats49:10 Equipment – F-4E variants53:25 Radar presentation, trade-offs, and features (TISEO, Combat Tree, Pave Spike)1:04:44 Turnover of airframes1:06:02 Operation Paul Bunyan – the axe-handle murders and redeployment of assets (including GBU-15 / AGM-65) for possible engagement with a tree1:11:35 One year later – the Army's turn and the lost Chinook1:15:38 North Korean Air Force and South Korean MiGs (and Beagle)1:26:12 AN-2s and skunk boats1:27:30 How a prospective war would have unfolded1:32:05 North Koreans in Vietnam; Soviets and North Koreans flying with the Egyptians1:34:24 GCI and bullseye intercepts1:36:50 Integration, improvement, and the prospective order of battle1:40:40 Evolution in war planning and the birth of Large Force Employment1:46:30 Lakenheath leadership influence and differences from PACAF1:54:40 Battles over the Taiwan Strait and ROKAF checkouts – similarities and rumours1:57:30 Alert story – possible SA-2 site2:01:12 Peacetime Aerial Reconnaissance Program (including intro teaser story) and alert scramble

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In this episode of 'More Than Work,' host Rabiah Coon sits down with Mike Nellis, a Democratic strategist and creator of the Substack newsletter "Endless Urgency." Mike shares his compelling personal journey from struggling with depression and weight management to becoming a prominent voice in Democratic politics and digital strategy. He opens up about his philosophy of "endless urgency" - living every moment fully and intentionally - which emerged from his own experiences with suicidal ideation and a transformational journey from 600 pounds to a healthier, more engaged life.The conversation covers Mike's 20-year career in political strategy, his work on major campaigns including Bernie Sanders' 2016 run, and his role as a co-founder of "White Dudes for Harris." He discusses the current state of the Democratic Party, the importance of engaging with voters across the political spectrum, and why Democrats need to be more strategic about communicating with all Americans - including those who disagree with them. Mike also reflects on the challenges of the 2024 election, the need for Democrats to understand and wield power more effectively, and the critical importance of showing up in uncomfortable spaces to have difficult conversations.Throughout the episode, Mike emphasizes the value of building systems, staying present, and finding joy even during challenging political times. He shares mantras and advice for maintaining momentum, from "1% better every day" to being a "joyful warrior" in the face of adversity.Timestamps:00:00 Introduction01:31 What is "Endless Urgency"?01:47 Mike's journey: from 600 pounds to transformation09:11 What the Substack offers: No BS Democratic strategy14:28 How Mike got into political strategy21:28 Staying in the Democratic Party vs. going independent23:10 Kamala Harris and the 2024 election: what went wrong27:53 Strategic messaging and power40:11 Handling family members who voted for Trump42:25 Why cutting people out weakens democracy47:21 Going on Fox News and right-wing media52:55 "White Dudes for Harris" and organizing men56:07 Mantras and advice: 1% better every day58:40 Being a "joyful warrior"65:23 Who inspires Mike right nowNote from Rabiah (host):Mike Nellis and I quickly found out we have more in common than we could have realized! You'll hear about what when you listen. And please do listen because Mike is doing the hard work that is so needed right now which the work of speaking out against the Trump administration and working to get Democrats elected. He is doing it his way and after our conversation I have even more respect for him. Honestly, Mike is doing a version of what I would have done if I'd had the courage. I've been volunteering for various Democratic candidates, the general party and with non-partisan voter registration for years but he pursued the work as a career. What he is doing really is More Than Work. Mike was very open and honest so I've added a trigger warning to this episode. It is that kind of honestly I like to approach conversations with too and I am grateful that he made it through his early battles and is here today. Enjoy our conversation. And check your voter registration while you do.+++++Find MikeWebsite: https://endlessurgency.com/YouTube: https://www.youtube.com/@mike_nellis+++++More than Work Social Media: @morethanworkpod (Facebook, Instagram) and @rabiahcomedy (TikTok)Please review and follow anywhere you get podcasts. Thank you for listening. Have feedback? Email morethanworkpod(at)gmail.com!

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Mattes Kries 10 Percent True EP81 Part 2Former Luftwaffe Tornado IDS pilot and weapons school instructor Mattes Kries returns to break down how a Cold War–era strike aircraft was pushed far beyond its original design. From low-level nuclear strike doctrine to medium-altitude workarounds, “dumb” HARM employment, Red Flag and Nellis weapons school, and the arrival of TAURUS, this episode explores how crews compensated for limited kit with tactics, maths, and judgement. It's a rare, insider look at German Tornado operations, weapons school culture, and the real cost of keeping legacy jets relevant.0:00 intro teaser 1:35 welcome back Mattes2:55 recognition of the “different breed”6:30 The state of tactics in the prevailing atmosphere and “fooling” the weapons computer (the value of a good weatherman)18:25 shortcomings distilled19:31 targeting and low to medium altitude…..24:15 and then with GPS27:27 reversion mode targeting feasibility 29:28 a sense among crews that Luftwaffe is lagging behind peers?34:16 why?37:50 squadron re-roll43:30 flying rates? 47:15 competency levels as a result? 53:30 losses57:42 weapons school1:08:45 how to counter a 4-ship of Eagles1:10:40 electronic attack systems 1:13:10 BFM phase1:19:00 bomb in face and other survival tactics1:21:12 HARM 1:26:08 upgrades incl datalink and Marineflieger cross pollination 1:31:50 intelligence, access to information on other platforms?1:39:18 instructing at the weapons school and lessons in leadership1:47:20 TAURUS1:53:00 opinions on Ukraine - SCALP assessment?1:58:33 low level2:07:05 Thank you Mattes!

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Editorial de Cristina López Schlichting. Antonio Jiménez repasa la actualidad. Elena es colombiana y Nellis venezolana y cuentan a Cristina cómo han recibido la noticia de la regularización de inmigrantes anunciada por el gobierno. Marian Rojas aborda la importancia de la comunicación en la intimidad

On this episode host Matthew Morris sits down with his friends Tracey Cheuvront and Kathrina Nellis. This talented couple own and operate Bastionhead Woodworks, based out of Kansas City, KS. Tracey and Kathrina are talented artisans with a special knack for wood carving and toolmaking. Listen up to hear their story. Find Bastionhead Woodworks at: Website: www.bastionheadwoodworks.com Instagram: @bastionhead Find Matthew at: Instagram: @songdog_stickbows         Youtube: @thebowyercollective  Website: www.thebowyercollective.com Keep this podcast on the radio waves. Support our show partners: Polite But Dangerous Tools- Use discount code “bowyer” to save 10% off orders. https://politebutdangeroustools.square.site/ Vuni Gear- Use discount code “bowyer15” to save 15% off your order. https://vunigear.com/ Bear Archery - Use code “bowyer10” to save 10% www.beararchry.com Safari Tuff - Use discount code “bowyerpod10” to save 10% www.safarituff.com Arrow 6 Coffee - Use discount code BOWYER15 to save 15% off coffee and merch. www.arrow6coffeeco.com  Bastion Head Wood Works - Use code "bowyer" for free shipping www.bastionheadwoodworks.com Selway Archery www.selwayarcheryproducts.com Nukem Hunting - Use discount code “Bowyer20” to save 20%.  www.nukemhunting.com The Generalist Program| SISU Strong - Use code “Songdog20” to save 20% https://app.acuityscheduling.com/catalog/7de19181/?productId=704169&clearCart=true Check out these great Bowyer educators: Organic Archery Bow Building School- Use discount code “bowyer” to save 10% off your tuition https://www.organicarchery.com/

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In this episode of LIGHT TALK, The Lumen Brothers and Sister interview renowned lighting designer, Jeff Nellis.   In this episode, Jeff, Ellen, Steve, and Dennis discuss: Getting into the business; Early High School lighting connections; Working in the Sphere; Using Virtual Lighting; Williamstown Theatre Festival; Working with "Screamers"; Working in Ken Billington's studio; Aqua-Marine and Salmon; Tales from "The Wall of Flops"; Jeff's first Broadway show, "Primate"; UVLD, Industrials, and the corporate world; "Dramatic Design Without the Drama"; Choosing color temnperature for corporate branding; and IMAG; and Advice for young designers wanting to get into the corporate lighting world.  Nothing is Taboo, Nothing is Sacred, and Very Little Makes Sense.

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Send us a textPeaches flies solo and tackles one of the laziest takes on the internet: “recruiters always lie.” Using UK Royal Navy ads, Air Force gyms, and real recruiter workloads, this episode breaks down why recruiting videos show the best version of the military—and why that's not deception, it's marketing. Peaches calls out bad-faith criticism, explains what recruiters actually juggle day to day, and reminds would-be candidates that patience, context, and ownership matter. If you think one Instagram reel defines military life, this episode is for you.⏱️ Timestamps: 00:00 Ones Ready intro and solo kickoff 01:45 New partner shoutout and mindset tools 04:30 UK recruiting ads that actually motivate 07:30 Why hype videos still tell the truth 09:45 Culture shock after serving and going home 12:10 The Nellis gym clip and comment backlash 14:40 “Recruiters always lie” — addressed head on 17:50 What recruiters really deal with daily 21:30 Why context beats cynicism 24:40 Patience, ownership, and realistic timelines

Send us a textPeaches flies solo and unfiltered, taking you on a no-holds-barred ride through shady OSI tactics, the SIG M18 controversy, and why the Air Force might just toss a junior enlisted under the bus to protect billion-dollar contracts. He drags lazy PT culture through the mud, skewers the “extra 800 meters will kill us all” crowd, and asks the real question—are new policies actually helping prevent suicides, or is it just more PowerPoint theater? From dark humor to brutal honesty, this is Peaches in full “crusty retired PJ” mode—raw, opinionated, and asking you for answers.

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Mike and I dive headfirst into the madness — from finally catching the D.C. pipe bomber to wondering whether Donald Trump will reward yet another January 6th true believer with a pardon. We tear into the Cuellar pardon, Pete Hegseth's never-ending circus at the Pentagon, and a House GOP so dysfunctional it makes my old Congress look sane. Buckle up — it's a hell of a Friday, and you know I'm bringing the piss and vinegar. Hosted on Acast. See acast.com/privacy for more information.

When Rebecca Gray '94 arrived at her first duty station, she thought she was ready to lead — until a senior master sergeant told her to get a coffee cup and led her away from the safety of her desk. “You've got to know who people are, so that you know how to relate to them,” he told her. That simple moment became the foundation of her entire leadership journey.    SHARE THIS PODCAST LINKEDIN  |  FACEBOOK    REBECCA'S TOP 5 LEADERSHIP TAKEAWAYS 1. Lead With Authentic Connection Genuinely care about your team members as people, not just colleagues—know their stories, show real interest in their lives, and let authenticity drive your leadership style. This builds trust and drives engagement. 2.Adapt and Balance Across Life's Seasons Recognize that leadership and career paths aren't always linear. It's important to intentionally adapt your role and focus to meet the current stage of your life, whether that means prioritizing family, professional growth, or personal health. 3. Translate Core Values Across Environments Military leadership lessons—like accountability, communication, and team cohesion—are just as powerful in civilian life. Carry these values into new environments and roles, and tailor them to fit each unique context. 4. Empower Others Through Example Be a “working leader” by setting the pace and modeling the behaviors you want to see. Encourage your team's growth by giving responsibility, asking for input, and trusting them to rise to new challenges—even if it means letting them make mistakes. 5. Continuous Self-Development Fuels Leadership Commit to lifelong learning and personal development through regular habits—like reading, exercise, and reflection. Maintaining intellectual curiosity and a growth mindset not only strengthens your leadership but also inspires others to do the same.   CHAPTERS 0:00:04 – Introduction to the Podcast and Guest Rebecca Gray 0:00:29 – The Coffee Cup Lesson: Early Leadership and the Influence of Senior Master Sergeant Kennedy 0:01:48 – Authentic Connection: Lessons Carried From the Military to Corporate Leadership 0:03:32 – The Power of Authenticity and Understanding Team Members' Lives 0:04:49 – Translating Military Leadership Lessons to the Corporate World 0:07:58 – Creating Team Connection in Remote and Fast-Paced Environments 0:11:47 – Memorable Military Leadership Influences 0:13:24 – Balancing Military Service, Family, and Career Transitions 0:16:53 – Career as Seasons: Crafting Balance and Intentionality 0:19:19 – Navigating Critical Career Junctures and Embracing Change 0:22:18 – Building Confidence and Trusting Yourself 0:23:46 – Fostering Confidence and a ‘Go Mentality' on the Team 0:25:39 – Leading and Aligning Family and Professional Goals 0:27:28 – Practicing Continuous Learning and Personal Development 0:28:32 – Advice to Emerging Leaders: Value Well-Roundedness and Humility 0:29:43 – Reflections on Alumni, Family Connection, and Leadership Beyond the Academy 0:30:15 – Closing Thoughts on Leadership, Service, and Authentic Paths ABOUT REBECCA BIO Rebecca Gray ‘94, Boingo Wireless senior vice president and general manager, leads a division providing soldiers, sailors, airmen and Marines connectivity wherever they go. Alongside her military service, she's held leadership roles at Fortune 200 companies in energy, media and telecommunications — including Southern Company and Comcast NBCUniversal — and has volunteered with multiple nonprofits. Her focus is on innovation that strengthens communities and keeps people connected. A three-time All-American springboard diver, Gray started her Air Force journey as a recruited athlete at the U.S. Air Force Academy. After graduation, she trained as a World Class Athlete and competed for Team USA at the 1995 World Games in Rome. She's served in key leadership roles across the Air National Guard and Air Force Reserve, including deputy wing commander at the 111th Attack Wing in the Pennsylvania ANG, as well as director of staff for the Georgia ANG. She's also a graduate of the Secretary of Defense Fortune 500 Corporate Fellowship Program and earned her doctorate after studying around the globe in Israel, England, India and China. She and her husband — an Air Force Academy '93 grad — married at the Cadet Chapel in 1994. They have three daughters: Jasmine, a junior at Bates College; Grace, a sophomore at Centenary University; and Kennedy, a freshman at NJIT. Their Yorkie, Cookie, has become a seasoned traveler, having visited all but two states in the continental U.S.   CONNECT WITH REBECCA LINKEDIN BONIGO WIRELESS   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT OUR SPEAKERS Guest, Rebecca Gray '94  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:04 Welcome to Long Blue Leadership, where we explore the lessons of leadership through the lives and stories of Air Force Academy graduates. I'm your host, Naviere Walkewicz, Class of '99. When Rebecca Gray walked into her first duty station after graduating from the Academy, she thought she was ready to lead. But it wasn't a general, a colonel or a policy manual that changed her view of leadership. It was a senior master sergeant named Patrick J. Kennedy and a coffee cup.   Rebecca Gray  00:29 He said, “You're doing this all wrong. You need to be out, out, out.” He told me, “Go grab a coffee cup.” I didn't drink coffee at the time, so he goes, “Go get some water. Stop being difficult.” And he walked me around and said, “This is this is what matters. You've got to know who people are, so that you know how to relate to them.” That really shaped me.   Naviere Walkewicz  00:50 That simple moment became the foundation for how Rebecca has led her teams ever since. From the Air Force to corporate boardrooms, from public service to private equity, Rebecca Gray, USAFA, Class of '94, has led across nearly every domain — active duty, Reserve and Guard — and built a remarkable second career spanning nonprofit work, education and now executive leadership. Her path has been shaped by transformational moments, moments that taught her how to connect, to trust herself and to lead with conviction. Rebecca, welcome to Long Blue Leadership.   Rebecca Gray  01:23 Thank you so much for having me. It's just a privilege to be here. Thank you for what you're doing for the grads, for the parents, for alumni, all of that. It's really impressive.   Naviere Walkewicz  01:31 Oh gosh. Really appreciate that. And I think, you know, that clip was so wonderful to hear. And I think we should just jump right in to that moment in time, kind of winding back the clock when you were just really transformed in your leadership style by your senior enlisted leader. Can we talk about that?   Rebecca Gray  01:48 I was just, had just graduated, and, as you said, my first duty assignment, and the only officer in the shop. And so senior master sergeant, which is one rank below chief — so the top, one of the top senior enlisted advisers in my shop, and we went for a walk and he really just taught me how to connect with the troops, to connect with people, walk around, get to really know them. And I'll have to tell you the first time I did it, I did a pass through, I went through the motions, if you will. And, you know, I came back, I was like, “Oh, OK, I did it. I did it. I'm all… I'm good, and have done my leadership duty for the day.” And he asked me, he said, “Who got a new car?” And I mentioned the airman's name of who got a new car. He goes, “What color was the car and what was the type of car?” And I was like, “Oh, OK.” And he goes, “So you didn't really care.” And I thought that's true, that's actually accurate. I needed to really care about what his first car was, and was it a truck? Was it a sedan? What was it? And so that really shaped me into really caring in a way that's already in your heart. But how do you express that in a leadership capacity? And so that changed the course of my 30-plus years in the military and then in corporate.   Naviere Walkewicz  03:07 What a powerful story. I mean, we can actually visualize you walking around. And as you know, graduates, we are kind of like, you know, task-minded. We're going to get this done. And you did it. You check the box. But to go down that next level, how do you see that actually becoming actionable across, you know, all leadership levels, you know, where you're actually walking the walk with your troops, so to speak. Can you talk about that a little bit more?   Rebecca Gray  03:32 Well, I think you have to be authentic, and be your authentic, you know, be authentic in your heart and what you're really doing. And if you don't have that, then people can feel it. People can tell if they don't feel your connection or your care concern for them. I think that really just mirrored an opportunity for me to put the two together. To your point, we're very task-minded, results-driven. When you graduate, very results-driven. It still impacts me every day, to be results, but you were doing it alongside of other people who have lives and who have things going on in their personal and professional lives, and we bring that to the table too, and really connecting with that and how to motivate people, how to encourage, how to walk with people and help them get to the results that they need to do, you know, as part of your team.   Naviere Walkewicz  04:29 Maybe, can you share an example of how you're using this? You said this has impacted you over the past 30 years. You know, it seems very clear — we're in an in middle military setting, and you're, you know, amongst your troops, you're leading beside them, you're understanding. How does that translate now and where you're at in the corporate world, at your level of leadership. What does this look like?   Rebecca Gray  04:49 I think that's a really good question, because when you look at it, you can see it very easily in the military. It plugs and plays very easily. Once you understand and you put it all together and you can develop it. You get a opportunities to develop that every day, if you will, every day you get that opportunity. But I think when you translate it into civilian life — and we all end up having a civilian life after the military — whether it's, you know a first-term enlistment, whether it's your first duty assignment, you fulfill your active-duty commitment from the Academy, whatever those years are. Whether you, you know, finish your 20 or what have you, you do transition out of military life at some point in time.   Naviere Walkewicz  05:37 Let's talk about what you're doing right now. I think it's important for our listeners to understand what that looks like and, you know, how you're leading in that space.      Rebecca Gray  05:44 Oh my gosh. I am so excited about what I do. It's the best job I've ever had. It's a great company that I work for. I work for Boingo Wireless. And what I do — my job at the company is to do anything that relates to the military. So we provide connectivity to over 100 bases around the world. I've got an incredible team that many of them have served, either as a veteran retiree or still serving. You have to understand what they know. What is their background? Where have they been? Where have they served, so to speak? What companies have they worked in? What role, leadership roles? What technology have they been around? What schools have they been to? All those things, and then also some of their things that are going on in their personal life so that you understand what's bringing them to work every day to support their personal and professional goals. And so you have to translate that, take that military experience and put that into the civilian workforce. And I think it's very powerful. It's so natural. I really actually don't think about it as much because you've developed it so such a tried and true part of who your character becomes, that coming back into civilian life and transitioning back into it, it's a great opportunity to bring all of those skill sets and move right into that — in leading teams, in learning that new chain of command, if you will, in corporate. And so that's a really powerful thing, and it feels like it's an enjoyable part of my day is the people I get to work with, the quality of people I get to work with. If I don't have that connection, I feel like I'm missing something at the end of the day.   Naviere Walkewicz  07:36 Can you share an example in which to that level that, you know, that the senior master sergeant said, “Did you know what type of car it was?” Where you've actually got to that level with someone, maybe in your civilian career, and how that has… Have you seen that actually make an impact on either performance or the results, or really just their own worth?   Rebecca Gray  07:58 Well, I think that's an interesting question. I think that can be played in two different areas. If you're in the office, there's an ability to be connected just by having lunch together, by having coffee, you know, you're in and you're around and about, and physically, there's just a different kind of energy when you're around people. So my team, we get together at some regular intervals that we set as a team for the year. We do one big, we call it an all-hands, an annual meeting, we're going to Vegas this year, and we're going in February. And so we're bringing the entire team; everybody's coming out of the field, everybody's coming from around the world, and they're all coming. We're meeting in Vegas, and we're going to spend a couple days together talking about what we accomplished last year, what we're going to do in the future, and then we also do some learnings, and, you know, things like that, some technology growth opportunities and things like that. So that's one thing that shows that you use… You're going to spend some budget dollars to really ensure that people know how you feel and how you value them as being part of this team, and making sure… I spend every other week planning this for a year and we do that every other week, and we talk about the hotel, we talk about the food, we, you know — our team-building exercises, the agenda, the T-shirts, the design of those, every detail, because I want my team to walk away at the end of that — we'll probably have over 100 people in the room — and I want everyone to walk out of that knowing that they are a valuable member of the team. So that's one thing we do, you know, on my team. And then on Monday mornings, we have a staff meeting every Monday morning, a team meeting, and the first question of the day is, “What did you do for the weekend?” And that's where we learn about all kinds of, you know, really fun things about people and what they're doing, what they're doing with their family, or who they're, you know, trying to date, or, you know, buying a new house, or, you know, all kinds of things that you learn. And then also you develop that within the team, because other people hear that question, and otherwise it's very transactional. This is what you do. This is what you can do for me. And in this fast-paced technology world, taking that time at the beginning of the meeting to say, “Let's take a pause, and I want to hear about you.” And so to me, that's another small thing, but a very powerful thing. In a fast-paced technology space, I think it's even more critical to take a pause, to take a stop and take a breath and realize the people that we're working with are… It's a gift to have this opportunity to work with one another, and I want them to feel a part of the team, even though we're in a remote setting, because most of my team is in the field. And so in that remote setting, that is even more critical, I think. So I think there's both, you know… When you're in the office, there's one way to do things, and then when you're in this more remote setting that we are — and then we're in a fast-paced technology setting. It's moving all the time, and sometimes you get into more activity and results and results and activity, and you accomplish one thing, and you're on to the next and, and that's… I don't know if that wheel spinning so fast is always, you know, healthy.   Naviere Walkewicz  11:15 Well, I really appreciate how you actually gave very specific examples of this leadership in action, because you're right: In this pace and in this remote kind of setting that many of us operate in, being able to still find that human touch and that connection to what you were speaking about that went all the way back to, you know, the senior master sergeant. But I'm sure you also had leaders throughout your military career that also exemplified some of this. Can you share any other moments while you're in uniform, where you saw some of these leadership traits that you really wanted to embody and that you've carried through your career to date?   Rebecca Gray  11:47 Gen. Hosmer was the, I think he was the calm when I was at the Academy, and he would walk around with his A-jacket. So you didn't really know if he was a cadet or not, because once you put your hat on, you can't tell. But, and you know, “Oh my gosh, it was a general just walked past me.” But he knew people's names. He remembered my name, and he remembered it for four years, and it was just a powerful moment that I remembered on my graduation, when we walked through the line with your parents, and you're doing that reception, and he said, “Rebecca, congratulations. Well done, and you did great.” And all those kinds of you know things. And I'll never forget that walk, whether he was walking on the Terrazzo and called my name, whether he remembered it going through a line of 1,000 people with all their parents, and you know, all of that. And I think that's always stuck with me, that level of remembering somebody's name, remembering who they are, that really was powerful to me early on in my military career.   Naviere Walkewicz  12:48 Oh, thank you for sharing that, because those are the moments that so many people can connect with that really do imprint on them and how they are as leaders, you know, and I'm curious, because…   Rebecca Gray  12:57 That's a good word, “imprint.” That's a really good word, “imprint.”   Naviere Walkewicz  13:03 Yeah, it feels that way. Thank you. Thank you. You know, I would love to dive into your Air Force career and the decision to transition out, because I just imagine in the way that you have done so many incredible things that your time in the military was very successful. Can you talk about what that was and then the decision to transition, why that came about and why you made it?   Rebecca Gray  13:24 That's a very powerful decision. It's a big decision to come into the military, and it's a big decision when it's time to leave. And those are hard decisions. And sometimes you leave too early, sometimes you stay in too long. You know, different things like that. But for me, it was my husband was a '93 grad. So I'm '94 he was '93 we got married at the Cadet Chapel right after I graduated in September. I share that because my husband and I were dual spouse, joint spouse. We were just talking about it the other day, because we just celebrated — it was our 31st wedding anniversary — and we looked at it and we said, “Gosh, you know, what a ride we've had.” And we got to know each other. We were in the same cadet squadron. We were both in 29 for three years and sophomore through senior year. And we both looked at each other. We were going to get separated. I was going to do a remote to Korea. He was going to Malstrom in Montana, and my follow on was Vegas, at Nellis. And so we realized we were going to be as separated for a few years, and that was a really big decision for us, because we loved the military, we loved our lifestyle, we loved our friends, we loved the camaraderie and all the things that you love, and we realized, where does that fit with our marriage and how do we pull this off? And so I think along the way, we've really tried to drive a commitment to service. We both went off active duty. We decided to go into the Reserve together, and then I eventually went into the Guard. So I ended up serving active duty, Guard and Reserve, which was really wasn't done back in the day.   Naviere Walkewicz  15:04 No, I was going to say…   Rebecca Gray  15:07 No, that was not done. I mean, you stay active duty for 20 years. You stay Reserve. You might do active duty and then Reserve, but to finish up and get to your 20… But I had three little children, and so I was able to do the Reserve. And so I think what's great about the military is, if you are open to looking at your career and seeing it as a different stages and phases of your life and letting it shape and form around that too, there are ways to serve. That was the way I felt called to serve. I think other people, active duty is the way to go, or Reserve or Guard is the way to go, you know, straight through. But for me, it gave me the flexibility, and I found that it was a lot of fun to do it that way. I got to learn different things in each of the different statuses, if you will. And I was able to put a whole career together with three little kids, and, you know, 31 years of marriage.   Naviere Walkewicz  16:04 Well, I think as a leader, those decision points — and it sounds like you were really well grounded in, you know, what do we want to commit to. Commitment to service, a commitment to each other. But I think what is so special about your career, when you look at it in seasons or in stages, is you've had some incredible opportunities to still continue to thrive professionally, even as those stages change. And if you wouldn't mind sharing some of that, because I think there's times when listeners feel like, “If my trajectory is not vertical, like in one path that you know, that everyone kind of recognizes as the path, then it's not successful.” But to your point, if you look at it in stages, and what is this stage, how do I evolve in this stage? In this stage? And maybe it's not always directly vertical, but we're still moving in it at an angle. I think it's powerful for our listeners to hear, if you don't mind sharing what that's been like.   Rebecca Gray  16:53 I made a very intentional decision to serve as a squadron commander in a certain season. So I wanted to build a life that had different components to it, and to do that, that meant you have to be intentional about that if you want to stay on one path. And I think as this world gets more complex, the technology is moving very fast. You want to stay balanced. I think the only way you can stay balanced in life is to really have different components of your life. There's a time to be a squadron commander, there's a time to be a senior leader. There's a time to be an individual contributor and there's a time to say this is, you know, for whatever myriad of reasons, health or family dynamics, or you're going through a degree program. And so you have to kind of make those things to ebb and flow appropriately. And I wanted to put those building blocks and pieces together to make something really interesting and a reason to wake up in the morning and something that got me out of bed. I do Squadron Officer School. I do, you know, ACSC, and then War College. And so you can end up checking these boxes and checking, you know, different assignments and different levels. Just like you graduate from college, you got to meet certain, you know, credit requirements and different kinds of classes and things like that. So I'm not saying it's a negative, but it shouldn't be a mindset. It should be just the way you need to get certain things done.   Naviere Walkewicz  18:17 And by the way, Sgt. Kennedy would come back and be like, “This is not enough, ma'am.” So, but you know what I really loved about what you just described? This might be the first time I've heard the description of balance, because you did it in a way that — you talked about balance being almost having holistic, a holistic view of various pillars. And there's times when you know you're bringing one of the forefront, so you're not ever saying they're in balance, where they're all, you know, equitable or like, everything is just, you know, the scale is exactly the same on both sides. But what you're saying is, there's time when you're bringing stuff to the forefront, but I'm really aware of the all of those pieces, and I think that is such a wonderful way to look at balance. Which brings me to this question of, you know, you have approached your career and, you know, being a mother and a wife was such, you know, a unique view. When did you know it was time to add onto your plate in this nonprofit space? And then you go, you know, going… So it just seems like you've made these decisions at critical points. How do you measure when that next point is supposed to come around and you take that leap?   Rebecca Gray  19:19 Sometimes, life gives you that opportunity to take a step back and say, “OK, I'm now at a critical juncture. What do I want to do?” That can be your, you know, your health, or a family dynamic, or you get accepted into a program and you want to do this. When I got accepted into that secretary of defense corporate fellowship program that's basically Air War College in residence. You can imagine doing Air War College in residence as a Guard member was very prestigious, an incredible opportunity, and then they sucked me into this fellowship opportunity. But that really changed my trajectory, because at the time, I was in nonprofit, and it pulled me out, put me back in uniform for one year. That was a one-year commitment to do War College in that capacity. And then it was after that I decided to move into corporate. And so I think there's certain times when you get those moments, and what I think is, people race through those — I think they race through that moment. And instead to take a stop and a pause and say, “Do I want to make a change at this moment? Do I want to do this?” I really didn't want to make that change. I didn't want to come out of nonprofit at the time. I didn't want to do War College in residence. I didn't want to do some of those things. And instead, I took it and I said, “I don't know where this is heading, but I'm OK with where this is gonna go.” And I don't think sometimes you need to know all those pieces before you make those decisions. And I think — because then if you need that, you're never going to have it. I mean, you just don't. And so for me, it's always a moment where you stop and you say, “This is an opportunity for me to change where I live, to change my career, to change a family dynamic.” Do you add another kid? Do you, you know, stop at three? You know, what do you do? I think what I have tried to really do is stop and really have it like, really, I really take it… Really take that moment and have that moment and say, this is a moment for me to say, is, “What do I need to change? What do I want to change?” Or nothing? Do I want — I keep going, but I have made that decision.   Naviere Walkewicz  21:30 Well, what I'm hearing from that is a level of confidence in yourself that you've probably developed over time. From, you know, the different interactions you've had from… I mean, wearing so many hats has probably actually given you a stronger confidence in what you're able to accomplish, what your capacity is when you don't really know what's all around you, so to speak, you don't have all the answers. Can we talk a little bit about when you knew that, or when you recognize that in yourself? Because when you made those decisions and you said you walked through those doors with your eyes wide open, you're essentially betting on yourself, right? You have built this trust and confidence in your ability. Can you talk about what that looks like? How you came to that? Because I think there's times where our listeners have this doubt, this self-doubt, so let's talk about that.   Rebecca Gray  22:18 If you have good, good people around you, you ask for good advice. You have a, I think, a faith that can ground you. And you know that you've been given these gifts and this skill set, and you've made certain mile markers in life. I think it just builds over time.   Naviere Walkewicz  22:39 Would you say that you recognized, I guess, betting on yourself and confidence in yourself early in the years when you started diving and recognized, “Wow, this is scary, but OK,” right? Or was it more developed later?   Rebecca Gray  22:52 I started diving when I was 10, and you know, I would be up there on the diving board. I was a little 10-year-old, and sometimes you couldn't get walked down the board. You were terrified. My coach would sit there and she would say, “OK, we're gonna go — 1, 2, 3,” and you go, you learn how to walk down that diving board, and you learn how to do things that you you're not really confident on, and you're not really… But once you master it, it's really fun. It's probably from, I think, diving, athletics, I think does that to you. You know, whether you're chasing that soccer ball and you got to go up against somebody bigger, whether you're in football, and you got to go off up against… My husband was a fullback at the Air Force Academy, and so he went up against lineman at Notre Dame and Ohio State and things like that. And he goes, “It was terrifying.” And so… But when the whistle blows and the play calls called you. You go and so you develop that strength some somehow along the way to push through.   Naviere Walkewicz  23:46 How have you developed those that have come under your care as a leader that maybe didn't have that athletic background? How do you teach them that? How do you instill in them that “go” mentality, that, you know, fear is just your body's response, gets your blood, you know, your blood flowing. How do you do that as a leader?   Rebecca Gray  24:03 I think, I think you do it by going out ahead and standing out there, and maybe you're the only one out there, so to speak, ahead of it, ahead of the team, in believing whatever direction you need to go, whatever new business direction you need to go in, or what new product line you need to develop, or what new revenue goals do you need to accomplish? And you have to go out there, and you've got to do it yourself. I'm probably more of a working leader than a leader that manages. I'm not the best manager, if you will, but I can get out in front. But I think, for me, it's just been leading out in the head, going out there and saying, this is the direction, building that conversation across the team leaders to make sure we're aligned, to make sure we're thinking the same thing. Are you reading the market the way I'm reading the market? Are you reading some of these leadership decisions within the industry that we're reading? And are we seeing this the same way — bouncing those ideas off and then developing that and that groundswell to really go for it.   Naviere Walkewicz  25:06 I want to ask you this question that's tied to this idea of understanding your capacity, your capabilities, your talents, your strengths, betting on yourself, and how you've been able to do that while you still successfully have a 31-year marri… right? Like a marriage and a family that has to also buy into those decisions. What does that look like as a leader when you're making those decisions, when you have children and a family or a spouse, you know? How do you navigate that when they also have their goals?   Rebecca Gray  25:39 Oh, it's so deep. It's so deep because…   Naviere Walkewicz  25:43 It's real because this is what they're facing. You know, all of our leaders are facing these questions.   Rebecca Gray  25:47 It is, it is. You're facing these decisions back at home, and what you've got to manage at home. You know, my husband, I really lead, and we lead by example — that we take care of our business and we do our things. And as soon as the girls were able to do a lot of things for themselves, we gave them that responsibility. That really helped. I think your kids are pretty capable, and they're really strong and they're very smart and they're wise, and they can feel the energy in the room. They can feel your commitment to them.   Naviere Walkewicz  26:19 Well, I mean, I think what I heard through all that as well, is having those values aligned like you do, and then really communicating and then just championing the responsibility and the capabilities of your family members. It seems like, you know, you don't only just do that at work, but what I'm hearing is you've done this and the home life as well, and it's continued to just really evolve your family in such a beautiful way. So thank you for sharing that with us. Because I think that's really powerful and sometimes when our listeners feel like, “Gosh, I don't know how to make this decision,” I think if you start from that place of, “Are we aligned? Do we know what our core, you know, piece is,” go from there, it seems like you've been able to navigate that really well. Thank you for sharing that. Well, I want to ask you something that you're doing every day, because as leaders… And I'm not sure what your thoughts are on this, maybe you can share, but a lot of people will talk about how “I'm always learning. I'm continuing to learn, even as a leader, I'm still learning every day.” Can you share if that's how you feel, and if so, what are you doing on a daily basis to just be a better version of yourself as a leader, professional, etc.?   Rebecca Gray  27:28 I think when you work out and you get a really good workout, and whatever that is, walking or, you know, at the gym or lifting, or whatever that is, biking or swimming — I think for me, that exercise and reading — those are probably the two things that I really work a lot on, and making sure that's just part of the day. You know, a lot of times we don't have to think too much about eating because we get hungry. But, you know, once you start exercising a lot, and you read a lot, and you have that quiet time — when you don't have it, you miss it, and so you almost get hungry for it. And so to create that consistency, so you can create that hunger. If you do skip it, or you want to skip it. Even when I travel for work, I do it. The girls know that if we're in a hotel, I'm going to go run down to the gym for a little bit. They'll come with me or not, but that's something I'm going to do regardless. And then the reading is really, really critical.   Naviere Walkewicz  28:20 You know, one of the things we also love to ask, and maybe this is a better way to ask it, is, if you were to give advice to your daughters on what they could do today to be better leaders for tomorrow, what would that be?   Rebecca Gray  28:32 I don't know if it's a goal to be a leader, but I think it's a goal to develop and be really well rounded, really solid, because you will default to being the leader. If you have that strength, you have that intellectual capacity, you have the humility. But I think having that humility is really, really critical, the well-roundedness, having different aspects to your life. You know, it can't all be just school and homework, and it needs to be whatever that is music or athletics or, you know, what have you in your faith community or something, you've got to have a well-rounded… because things come and go in your life.   Naviere Walkewicz  29:12 Well, I love how you really put that together. Because I think the key thing was, you know, I don't know that they're necessarily aspiring to be a leader, but if they aspire to be well rounded and that kind of a wholesome approach, they will be the leader in the room. And I just, I just love that, because it just makes it so clear, right? I thought that was incredible. Well, we're coming up at our time, and I just have loved this conversation. Is there anything we didn't cover that you just like, this is a time, like, we want to make sure we didn't miss anything that you would like to share.   Rebecca Gray  29:43 What you're really focused on is really powerful. And connecting the alumni, connecting the families, so that they understand what their child is going through at the Academy is really important. Realizing there's life out of the Academy, and you still need to serve, and you still need to contribute, and there's a way, there's a lot of lessons that we had at those four critical years of our life that can carry us. And I think you're really highlighting that and giving us the space to share some of that. So really appreciate that.   Naviere Walkewicz  30:15 Well, I appreciate you saying that, and I just have to share with our listeners: You know, what I've really taken away from today's conversation is that leadership begins in small moments, a cup of coffee, a conversation, you know, choosing to listen, but it grows through courage, you know, the courage to step into uncertainty, which you've done, to serve where others maybe wouldn't, and to believe in your path, even if it looks unconventional.   Rebecca Gray  30:38 It has, yeah, even if it looks unconventional, that's OK. It's OK too.   Naviere Walkewicz  30:43 And I love that you talked about how it wasn't about the titles, but it was really about the experiences and kind of having that full picture of you and the confidence to bet on yourself. So this has just been a privilege to be with you on Long Blue Leadership I want to thank everyone for listening to this Long Blue Leadership episode. If you know others that are really growing in their leadership journeys and could benefit from this, please share it with them. We love having all of you listen to these wonderful lessons on leadership from our Air Force Academy graduates. So Rebecca, again, thank you so much. We will see you another time, but for now, I'm Naviere Walkewicz, Class of '99. Thanks for joining us.   KEYWORDS Rebecca Gray, leadership lessons, authentic leadership, Air Force Academy, military to corporate transition, women leaders, team connection, career development, executive leadership, Boingo Wireless, building confidence, personal growth, leadership podcast, work-life balance, empowering teams, transformational leadership, continuous learning, squadron commander, leadership journey, remote team management, military experience, family and career balance, purpose-driven leadership, leading by example, leadership advice, mentoring, professional development, inspirational stories, alumni connections, values-driven leadership.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

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In this limited series, Kit and Rory are podcasting recording right outside the gates of Area 51 and investigating it's shocking history to figure out whether something paranormal is really happening here… In this episode, we investigate the 1994 Nellis airforce base UFO encounter, where military cameras recorded a strange object hovering above the site. Was it an experimental aircraft? Or something from another planet? There's only one way to find out… If they can catch a UFO on camera, then so can we. 2025 TOUR TICKETS ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.thisparanormallife.com⁠⁠⁠⁠⁠⁠⁠⁠ Follow us on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join our Secret Society Facebook Community⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Support us on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Patreon.com/ThisParanormalLife⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to get access to weekly bonus episodes! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Buy Official TPL Merch!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thisparanormallife.com/store⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Intro music by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.purple-planet.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

EPISODE DESCRIPTIONRebecca V. Nellis never meant to run a nonprofit. She just never left. Twenty years later, she's still helming Cancer and Careers after a Craigslist maternity-leave temp job turned into a lifelong mission.In this 60-minute doubleheader, we cover everything from theater nerdom and improv rules for surviving bureaucracy, to hanging up on Jon Bon Jovi, to navigating cancer while working—or working while surviving cancer. Same thing.Rebecca's path is part Second City, part Prague hostel, part Upper East Side grant writer, and somehow all of that makes perfect sense. She breaks down how theater kids become nonprofit lifers, how “sample sale feminism” helped shape a cancer rights org, and how you know when the work is finally worth staying for.Also: Cleavon Little. Tap Dance Kid. 42 countries. And one extremely awkward moment involving a room full of women's handbags and one very confused Matthew.If you've ever had to hide your diagnosis to keep a job—or wanted to burn the whole HR system down—this one's for you.RELATED LINKSCancer and CareersRebecca Nellis on LinkedIn2024 Cancer and Careers Research ReportWorking with Cancer Pledge (Publicis)CEW FoundationI'm Not Rappaport – Broadway InfoFEEDBACKLike this episode? Rate and review Out of Patients on your favorite podcast platform. For guest suggestions or sponsorship opportunities, email podcast@matthewzachary.com.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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After two weeks of the government shutdown, it's clear the Democratic party is lost in the fight against MAGA. Steve Schmidt sits down with Mike Nellis to talk about the leadership on the left and why Chuck Schumer is leading the party astray. Subscribe for more and follow me here:Substack: https://steveschmidt.substack.com/subscribeStore: https://thewarningwithsteveschmidt.com/Bluesky: https://bsky.app/profile/thewarningses.bsky.socialFacebook: https://www.facebook.com/SteveSchmidtSES/TikTok: https://www.tiktok.com/@thewarningsesInstagram: https://www.instagram.com/thewarningses/X: https://x.com/SteveSchmidtSESSee omnystudio.com/listener for privacy information.

Ever since Donald Trump came down the golden escalator, the Republican party has seen a massive shift in its values. Steve Schmidt sits down with Mike Nellis to look at the current state of the GOP and the impact of a new generation of Republicans. Subscribe for more and follow me here:Substack: https://steveschmidt.substack.com/subscribeStore: https://thewarningwithsteveschmidt.com/Bluesky: https://bsky.app/profile/thewarningses.bsky.socialFacebook: https://www.facebook.com/SteveSchmidtSES/TikTok: https://www.tiktok.com/@thewarningsesInstagram: https://www.instagram.com/thewarningses/X: https://x.com/SteveSchmidtSESSee omnystudio.com/listener for privacy information.

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Send us a textThe Ones Ready crew dives headfirst into the chaos of a government shutdown. Peaches breaks down why jets are still flying even though half the civilians got furloughed, why dropping bombs is suddenly off-limits, and how “minimal manning” really means “maximum chaos.” From Air Force talent marketplace changes to the Space Force scrambling for capability gaps, Marines swapping out recruiting commanders, the Coast Guard dropping multi-tons of blow in Florida, and the Secretary of Defense tightening the screws on military culture—this daily drop pulls no punches. Oh, and POTUS showed up at Quantico to preach discipline like your dad after catching you with a bad haircut. Buckle up, it's another day in the Ops Brief circus.⏱️ Timestamps: 00:00 – Intro: Crawl, walk, run (and never quit) 01:30 – Tasty Gains sponsorship and free creatine plug 02:00 – Nashville Operator Training Summit sign-ups 02:30 – The shutdown is real: what it means for civilians and ops 04:00 – Why jets fly but bombs don't during a shutdown 06:00 – Risk, airspace, and restricted training at Nellis 07:00 – Army base guidance under shutdown rules 07:45 – Navy and Marine Corps updates (recruiting command shift) 08:30 – Air Force pushes DSD roles into Talent Marketplace 10:15 – Space Force news: closing warfighter gaps & honoring leaders 11:30 – Coast Guard seizes multi-ton narcotics in South Florida 12:30 – SECDEF reforms: oversight, culture, and IG complaints 14:30 – POTUS frames shutdown, warns workforce cuts, pushes discipline 15:00 – Wrap-up: The meme pages never shut down

Can Democrats move beyond defending broken institutions? Beth and guest host Mike Nellis explore how the party has become trapped in protecting a status quo that isn't working, while Republicans offer only grievance without solutions. Nellis argues that both parties lack a positive vision for America, leaving Americans choosing between institutional failure and billionaire-funded chaos. Why does Trump strategically pick fights he can win? From Jimmy Kimmel's suspension to targeting ActBlue, Beth and Mike examine how Trump chooses vulnerable opponents while avoiding stronger figures, and how his "retribution arc" exploits existing weaknesses in media and activist organizations. How do we have real conversations when algorithms profit from division? Drawing on everything from pro wrestling metaphors to advice from his Trump-voting FBI father, they discuss why billionaires benefit from keeping Americans fighting their neighbors, the loneliness epidemic among young people, and finding common ground beyond political identity. Ready to go deeper? Visit our website for complete show notes, exclusive premium content, merchandise, chats and more.See omnystudio.com/listener for privacy information.

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Send us a textPeaches sits down with Bane—combat-experienced F-15E pilot—to roast the insanity of modern warfare expectations. From Ziploc-bag bathroom breaks at 30,000 feet to the Air Force's genius idea of “just fly 16 hours and THEN fight,” this one dives into the real limits of human performance. They rip into burnout, busted culture, risk aversion, and the coming era of human-machine teaming. Forget free massages—this is about survival, lethality, and fixing a system that breaks its people before the war even starts. If you think “human performance” is just foam rollers and protein shakes, strap in. This episode goes full throttle into Alter, the Weapons School's vision to rebuild warfighters for the fights nobody's rehearsed.⏱️ Timestamps: 00:00 – One's Ready intro and “attributes-based selection” rant 01:45 – Bane's combat pilot reality check (ISIS fight, 10-hour sorties, Ziploc pee bags) 05:30 – Why 16-hour war plans are insanity 09:15 – The real limits: focus, boredom, and staying lethal under exhaustion 12:20 – Cognitive burnout and the price of long-duration missions 17:00 – What the Air Force is actually doing (spoiler: lots of memos, little progress) 21:00 – Introducing Alter: not just massages, but a cultural shift in human performance 26:00 – The hero's journey, humility, and sacrifice at the Weapons School altar 30:00 – From UFC PI to Nellis: building labs, data streams, and brain maps 39:00 – Why collision spaces, competition, and even video games matter for warfighters 45:00 – The Arena: bringing back risk, competition, and the will to win 52:00 – Scientific proof: linking human performance to mission effectiveness 56:30 – Call to action for leaders: fund this before the fight arrives