Podcasts about Nokia

Every few years someone tells us banking is about to be disrupted. It never quite happens. So when Dharmesh Mistry and Lou Carlozo came on to talk about their new book, The Intelligent Ledger, I asked: Why is this time different?Dharmesh's take? Banking has adopted plenty of individual technologies, from mainframe to client-server, internet, mobile, cloud. None of them disrupted anything. But the iPhone didn't win by being a better phone. Nokia was building a better phone. Kodak was building a better camera. Garmin was building a better GPS. The iPhone was all of them at once, and the market reorganised around it in under five years.His claim is that banking now has its own version of that convergence — what he and Lou call the Quanvergence: open, accessible data; agentic AI; tokenisation; and quantum, arriving together rather than in sequence. Not the best AI bank. Not the best tokenised rails. All of it, in one place. So platform or pipe? And who will win?

BONUS: The Hidden Dangers of AI at Work With Ari-Pekka Skarp AI is usually sold as a productivity tool, but Ari-Pekka Skarp argues that the real story is what it does to the conversations, skills, and purpose that hold teams together. In this BONUS episode, Ari-Pekka explores why organizations are rushing to use AI "as efficiently as possible" without defining what efficiency means, and what that rush is quietly costing us. Organizations Are Conversations "The organizations are actually conversations, conversational patterns between people."   Ari-Pekka's path from software engineering in 1999 to psychology, psychotherapy, and change leadership was driven by one thread: how the mind works, both individually and socially. Meeting Ralph Stacey, Esko Kilpi, and Douglas Griffin at Nokia changed how he saw organizations. Instead of a machine made of parts, an organization is a living pattern of conversations — people responding to each other's gestures, again and again. George Mead added the idea that the human mind itself is not individual but relational. This matters for AI because a large language model is a new kind of player in those conversations, not just a tool that moves data between them. The Efficiency Fetish "It's like how much people are pressing the acceleration pedal in the car. It doesn't tell anything where the car is going."   Many organizations are trying to use AI "as efficiently as possible," but Ari-Pekka points out that few have defined what efficiency means. What he sees instead is measurement of AI usage itself — how many people are prompting, how many tokens are flowing. He calls this tokenmaxxing. The car metaphor is the key: pressing the accelerator harder says nothing about direction, and going fast in the wrong direction is more costly than going slow. Efficiency only has meaning against a purpose, and purpose is itself a conversational achievement — something a team has to talk its way into. De-Skilling Is the Hidden Cost "If there's nobody in the room who could review what AI has produced and say whether it's correct or not, it's not an AI strategy. It's a liability."   The risk Ari-Pekka worries about most is de-skilling. When we offload cognitive work to AI, we lose the friction that builds learning. There is neurological evidence that people who rely heavily on AI do not develop the same brain structures as those who work through challenges manually. Some skills are fine to lose — nobody needs machine code anymore — but the ability to review and judge AI output is critical, and it is exactly what erodes when we skip the slow work. The result is a double bind: senior experts burn out under the review burden of fast-produced AI output, while juniors never get the time to build the expertise they would need to review it. We Need Speed Limits for AI "We can't optimize individual going as fast as possible... we need a collective... boundaries for individuals."   Ari-Pekka reaches for a historical analogy. Our biological rate of processing information is roughly ten bits per second, and it is not going to change. When we only had horses, we did not need speed limits. When we built cars that could go 200 kilometers per hour, we had to invent rules and boundaries to protect the system. AI is the same: we have reached a threshold where optimizing individual output — more code, more stories, more messages — can damage the whole organization. The control mechanism Ari-Pekka proposes is cognitive friction, deliberately added back into the system so that speed serves the system rather than breaking it. The Tokenization of Work "It's very easy to lose the purpose where you are going if you are only doing fragments of work."   Ari-Pekka's article The Tokenization of Work describes what happens when the unit of work is no longer a job, a profession, or even a task. Digital tools make it easy to fragment work into tiny pieces and spread them across AI agents, and in the process the boundaries that gave work its meaning vanish. Purpose is what protects us from burnout: with a clear purpose, people can do very demanding work without burning out, because the work feeds them. Without purpose, exhaustion arrives fast. For Scrum Masters, this means grounding the work in why it matters is more important now, not less. AI Is an Echo Chamber, Not a Mirror "The AI is more kind of an echo chamber in a sense that it doesn't push back so much."   Ari-Pekka compares AI to George Mead's "generalized other" — the internalized sense of how others see us. AI can play that role, but with a dangerous twist: it is programmed to be agreeable, so it behaves more like an echo chamber than a mirror. Real people push back, point out mistakes, and keep disagreeing. That friction is where learning, competence, and self-awareness grow. Ari-Pekka's practical move is to prompt AI for three different and conflicting perspectives rather than one, using it to go wider rather than only faster. It is not a perfect fix — the model still tries to merge them into one — but it is better than a single agreeable answer. A Three-Second Pause "Take a three-second pause... and just ask yourself, what are you doing?"   Ari-Pekka leaves listeners with a small challenge. A few times a day, when you are about to prompt an AI, pause for three seconds and ask what you are actually doing: are you seeking information, or seeking confirmation? Then consider whether it would be better to call a person and have a real conversation. It is a tiny practice, but it points at the whole episode's message: AI is not neutral infrastructure. It changes the conversations, the skills, and the purpose of work, and the people who notice that — Scrum Masters and Agile coaches especially — are the ones who can keep it from quietly reshaping their teams. About Ari-Pekka Skarp Ari-Pekka Skarp is a psychologist, psychotherapist, Lead Change Coach, organizational psychologist, and author. He wrote Mindfulness, mielenselkeys ja myötätunto, hosts Mielen laboratorio, and researches nondualism. His work connects psychology, complexity, Agile, and AI at work.   You can link with Ari-Pekka Skarp on LinkedIn. You can read Ari-Pekka's Finnish writing at tietoisuustaidot.com and his English blog at Fractal Sauna. You can also find Ari-Pekka's previous Scrum Master Toolbox Podcast episodes on his guest page.

In this crossover episode, Scott invites William Collins and Eric Chou to do the hosting so he and Network Automation Forum (NAF) cofounder Chris Grundemann can discuss how their community emerged from a simple question: Why haven’t we seen full adoption of network automation? They discuss the growth of AutoCon and how its practitioner-focused, vendor-neutral... Read more »

In this crossover episode, Scott invites William Collins and Eric Chou to do the hosting so he and Network Automation Forum (NAF) cofounder Chris Grundemann can discuss how their community emerged from a simple question: Why haven’t we seen full adoption of network automation? They discuss the growth of AutoCon and how its practitioner-focused, vendor-neutral... Read more »

Plus: Mastercard and Alchemy are partnering on AI shopping tools. And Nokia partners with Microsoft to offer agentic support for telecommunications companies. Danny Lewis hosts. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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De vierde Trends Beleggers Challenge gaat deze week in proefperiode van start. Danny Reweghs vertelt alles wat nodig is om deel te nemen en te winnen. Verder legt hij de eerste resultaten van Aedifica 2.0 onder de loep en kijkt hij het aloude Nokia op een of andere manier kan profiteren van de AI-hype.Hosts: Danny Reweghs en Jef PoortmansProductie: Jens LeenMeer info over de Beleggers Challenge vind je op: https://trends.knack.be/beleggers-challenge/ ---Trends Beleggen is een podcastkanaal van de redactie van Trends.Meer info en advies over beleggen vind je op https://trends.be/beleggen/ ---Elke dag beleggingsadvies in uw mailbox? Registreer u gratis op één van de e-newsletters op https://www.trends.be/newsletters--- Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Diese Woche wird's bei Feuerfest & Wasserdicht zwischenzeitlich etwas ernster: Florian hat Post bekommen – wegen eines Musikstücks, das 2023 in einem Video verwendet wurde. Eine nachträgliche Lizenzforderung sorgt für ordentlich Frust und wirft die Frage auf, wie viel Spaß Content eigentlich noch macht, wenn ständig irgendwo das nächste rechtliche Fettnäpfchen wartet.Natürlich bleibt es nicht lange bei einem Thema. Daniel erzählt von seinem ganz persönlichen Parkplatz-Erlebnis, wir schwelgen in Erinnerungen an Walkman, Discman, Nokia 5110 und die ersten MP3-Player und landen anschließend wieder mitten im SHK-Alltag.Technisch wird es beim Thema Kühlen mit Wärmepumpe: Kann man mit normalen Heizkörpern überhaupt sinnvoll kühlen? Was passiert am Taupunkt, welche Probleme können durch Kondensat entstehen und wann wird es für den Fachbetrieb möglicherweise sogar haftungsrechtlich interessant?Dazu gibt es wieder Kundendienst-Geschichten direkt aus dem echten Leben: undichte Speicheranschlüsse, Kleinsthebeanlagen, schwer erreichbare Verschraubungen und Konstruktionen, bei denen man sich fragt, ob der Entwickler jemals selbst einen Schraubenschlüssel in der Hand hatte.Und zum Abschluss testen wir Daniels Allgemeinwissen: 16 Bundesländer – kann doch nicht so schwer sein. Oder?Eine Folge zwischen SHK-Fachwissen, Creator-Frust, Nostalgie und gewohnt gepflegtem Blödsinn.

Jason Gintert, Co-Founder of the US Networking User Association, returns to the show to discuss his key elements and events in his professional career. Jason shares valuable lessons learned from his early days in the 90's ISP boom, the challenges of failing at scale, and his dedication to creating regional networking communities that foster genuine... Read more »

Jason Gintert, Co-Founder of the US Networking User Association, returns to the show to discuss his key elements and events in his professional career. Jason shares valuable lessons learned from his early days in the 90's ISP boom, the challenges of failing at scale, and his dedication to creating regional networking communities that foster genuine... Read more »

Jeremy Au takes the hot seat in a reverse interview hosted by Edric Poon to unpack the true value of a Harvard MBA and the fundamental principles of business leadership. Jeremy unbundles the prestigious degree into three core components: practical utility and learning, building a long-term global network, and acquiring a costly social credential. He shares actionable frameworks for effective leadership, emphasizing the necessity of decisive strategy, ruthless prioritization, and the ability to mobilize resources and capital. The conversation also explores the psychology behind the Harvard case study method, how pattern-matching helps leaders spot corporate fraud, and the harsh, irreversible realities of founder burnout. Finally, Jeremy contrasts Western and Asian leadership styles, explaining how regional GDP per capita and Wall Street's shareholder supremacy dictate corporate culture across the globe. Watch, listen or read the full insight at https://www.bravesea.com/blog/harvard-mba-leadership  BRAVE is Southeast Asia's leading tech podcast, hosted by Jeremy Au. Honest conversations with the region's top founders, investors, and operators on building startups in Southeast Asia. New episodes every week. Subscribe so you never miss one. Listen & Subscribe YouTube (English), YouTube (Bahasa Indonesia), Spotify (English), Spotify (Bahasa Indonesia), Spotify (Chinese), Spotify (Vietnamese), Apple Podcasts Follow BRAVE LinkedIn, X (Twitter), Instagram, TikTok, WhatsApp Follow Jeremy Au LinkedIn, X / Twitter, Instagram, TikTok, Facebook, Threads, Twitch Resources Get transcripts, startup resources & community discussions at www.bravesea.com #Leadership #SoutheastAsia #HarvardMBA #Singapore #TechPodcast #MBA #BusinessSchool #Management #Founders #Startups #VentureCapital #CareerAdvice #Burnout #FamilyBusiness #CorporateGovernance #AsianLeadership #SEAstartups #Malaysia #Indonesia #Philippines #Vietnam #Entrepreneurship  0:00 500 case studies, and what they're actually for 0:52 Introduction: Jeremy in the hot seat 1:43 What a Harvard MBA is actually for 5:01 The half-million-dollar signal 6:38 How to unbundle all three yourself 9:17 Decide, prune, mobilise 10:43 Atari, Nokia, and BlackBerry's own prototype 14:24 Manager versus leader 16:15 The campfire, and who walks into the dark 21:00 Authenticity is not permission to be your worst self 22:59 The case method and the supercomputer brain 26:21 Enron, and pattern matching fraud 29:59 The mistake Jeremy made twice 35:27 Two bad nights of sleep is two drinks 37:34 So what is Asian leadership? 39:12 GDP per capita, and where trust lives 44:49 Wall Street versus everybody else 50:52 Community over the individual 54:08 The MBA in your pocket

SHOW NOTES SPONSORED BY: Soul of Business™ Experience Find out more at ⁠https://leader.blainebartlett.com/sobecommunity Summary The $10 Trillion Loss with Dave Garrison Gallup just sent a warning signal that business leaders can't afford to ignore: According to the State of the Global Workplace: 2026 Report, employee engagement has dropped to 20%, marking the first time global engagement has dropped for two consecutive years. Last year, this cost the world economy an estimated $10 trillion in lost productivity. But according to my guest Dave Garrison, a nationally recognized business strategist and co-founder of Garrison Growth (www.garrisongrowth.com), this crisis is being widely misdiagnosed: “Disengagement is the symptom,” he explains. “Buy-in is the cause. And when buy-in breaks down, the financial impact shows up everywhere leaders aren't looking.” In this thought provoking episode Blaine and Dave explore why disengagement is usually a symptom, not the root problem. The conversation centers on Dave's idea that the real issue is buy-in and not motivation or compliance, and that leaders create better results when they treat people as full human beings rather than headcount or "our greatest asset." In this episode they also dig into practical ways to build buy-in through clearer values, better meetings, shared decision-making, and learning to ask the right questions instead of relying on command-and-control habits.   Key Topics Buy-in is the deeper issue behind disengagement, and leaders need to focus on human energy, not just output. Blaine frames business as something with a soul or blueprint, meant to enhance the experience of being alive on the planet. Dave distinguishes basic employee engagement from true buy-in, saying engagement is a low bar and often only measures comfort. The discussion challenges the idea that people are merely an expense line rather than an investment. Examples from companies like Starbucks and Nokia show how values can guide real decisions instead of decorating office walls. People only do what they are told, key talent leaves, meetings drag, initiative disappears, and frontline employees cannot explain priorities clearly. Dave shares a four-step approach: individual thought, small-group discussion, criteria setting, and voting to surface collective wisdom. Both speakers emphasize that effective leadership is done with people, not to them. #leadershipdevelopment #soulofbusiness #employeeengagement #buyin #compassionatecapitalism Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of The 6G Podcast, Anshel Sag and Mike Dano break down the latest shifts across 5G Standalone deployments, spectrum efficiency milestones, non-terrestrial networks, and the intersection of 6G with autonomous vehicles.Topics Covered:Vodafone Three's "SuperMobile" Slicing Launch:Anshel and Mike discuss Vodafone Three UK's new network slicing tier offering guaranteed minimum throughput (15 Mbps) and enhanced security. They weigh whether consumer and enterprise demand will finally justify standalone premium tiers, contrast it with BT's current stance, and evaluate whether the rollout arrives years too late.Nokia & AI-RAN Spectral Efficiency:A breakdown of Nokia's recent push into AI-driven Radio Access Networks (leveraging Nvidia hardware) and their target of doubling spectral efficiency by 2028. Mike highlights real-world Ookla/RootMetrics benchmarks measuring current bits-per-hertz performance across carriers, while Anshel compares the targets to Qualcomm's 6G projections.Upper 6 GHz Field Testing in Europe & Asia:MasOrange and Ericsson conduct upper 6 GHz trials in Spain, while KDDI and Samsung demonstrate multi-gigabit speeds using 3.6 GHz and extreme MIMO in Japan. The hosts explore how spectrum scarcity will shape regional 6G allocations, including the divergence between US Wi-Fi allocations and China's cellular focus.Space RAN & Direct-to-Device Competition:Canadian player MDA Space announces its "CHORUS" / Aurora LEO satellite constellation aimed at mobile network operators under the Space RAN banner. Mike and Anshel discuss consolidation in the D2D satellite market, Starlink's momentum, and how satellite integration will define future 3GPP standards.Elliott Management vs. Deutsche Telekom / T-Mobile US:Activist investor Elliott Management challenges Deutsche Telekom's path to total control over T-Mobile US, pushing instead for share buybacks. The co-hosts look at the broader implications of T-Mobile's executive turnover—including the departure of its CFO—and the geopolitical hurdles facing cross-border telecom ownership.Autonomous Driving Reaches the Streets:Mike and Anshel reflect on the rapid rollout of commercial robo-taxis across US cities, including Waymo expansions and Tesla Cybercab sightings. Anshel shares insights into the automotive development cycle, predicting the emergence of true 6G-connected autonomous vehicles around 2032 and the role ISAC (Integrated Sensing and Communication) will play.

Last year, 49,000 CVEs were published, more than 130 new vulnerabilities every day. So what actually happens with all of those CVEs in your network infrastructure? In this sponsored episode, Rekha Shenoy and Irfahn Khimji of BackBox join Scott Robohn to discuss why the math of manual network operations no longer works, where traditional tools... Read more »

Last year, 49,000 CVEs were published, more than 130 new vulnerabilities every day. So what actually happens with all of those CVEs in your network infrastructure? In this sponsored episode, Rekha Shenoy and Irfahn Khimji of BackBox join Scott Robohn to discuss why the math of manual network operations no longer works, where traditional tools... Read more »

Live from ILTACON | Sponsored by Steno Legal technology used to move on annual planning cycles. Now, even 90 days can feel too slow. Live from ILTACON, David Cowen sits down with Damien Riehl, Solutions Champion at Clio, to unpack what happens when the pace of AI development becomes exponential and the traditional boundaries between law, LegalTech and frontier AI begin to disappear. Their conversation moves from the influx of capital and outside talent into legal to the arrival of foundation model companies as new competitors. But the bigger question is what all of this means for lawyers. Could AI reduce the cost of legal work so dramatically that instead of shrinking the market, it unlocks entirely new demand? In this episode: Why legal technology may have moved beyond the 90-day change cycle Where Damien looks to understand what is coming next in AI Why new talent and capital are flooding into legal What happens when frontier AI companies move directly into LegalTech Why data may become the defining advantage for legal technology companies What curiosity, adaptability, resourcefulness and grit mean in an exponential market Why multi-agent AI represents another major shift in how work gets done How AI could dramatically expand access to legal services Why lawyers could become busier because of AI, not in spite of it Chapters 00:10 | Why LegalTech Is on an Exponential Curve 01:18 | From 12-Month Planning to 90-Day Change Cycles 01:42 | Where to Look to Understand What AI Will Do Next 02:39 | The New Talent Entering the Legal Industry 03:21 | Why Capital Is Flooding Into LegalTech 04:27 | When Frontier AI Companies Enter Legal 05:46 | Disruption Disrupting Disruption 06:28 | What Blockbuster, Nokia and Kodak Can Teach Legal 07:16 | The New Build vs. Buy Question 08:10 | You Don't Have to Keep Up With Everything 09:07 | Curiosity, Adaptability, Resourcefulness and Grit 10:19 | What Was Impossible Three Months Ago Is Possible Today 10:35 | The Shift From AI Answers to AI Agents 11:50 | What Happens to Human Capital in an AI Economy? 12:59 | Could AI Actually Increase Demand for Lawyers? 13:38 | The Opportunity to Serve Unmet Legal Needs The Big Idea What if AI doesn't make the legal market smaller? What if it makes the pie dramatically bigger? If AI lowers the cost of legal services, work that was previously too expensive to justify may suddenly become accessible. That creates a very different future for the profession. Instead of lawyers becoming less necessary because of AI, Damien sees the possibility that lawyers become busier than ever because of AI, while serving legal needs that historically went unmet. The challenge isn't knowing everything that's changing. It's staying curious enough to see what just became possible. Follow SOLID for more conversations with the leaders shaping what comes next in legal: https://solid.legal/

Send us Fan MailMySpace made you pick a top eight and live with the consequences, AIM away messages were basically therapy, and if you missed one turn on your MapQuest printout your whole night was over. We're throwing it back to the early 2000s with a full nostalgia panel: me, Mike Bono, with Tony, D Frank, and Mister, digging into the decade that flipped the world from analog to digital in real time.We talk about where we were when the 2000s started, what it felt like to remember pre 9/11 and then adjust to everything after, and how fast tech changed our day-to-day lives. Facebook, YouTube, and Twitter show up mid-decade, but the real heartbeat is MySpace, AOL Instant Messenger, and that early internet feeling of discovery. We also relive the price-per-text era, pagers and Nextel chirps, the indestructible Nokia brick, and how wild it is that the iPhone doesn't arrive until 2007.Then we run the whole 2000s pop culture gauntlet: favorite music and artists, the baggy jeans and Timberlands era, classic TV from Sopranos Sundays to The Office, and why 2000s comedy movies felt like the last time the whole theater laughed together. We close with the bigger question: did we trade something real when social life moved onto our phones?If you're into 2000s nostalgia, pop culture history, and the analog-to-digital transition, hit play, subscribe, and share this with someone who still remembers Snake and TRL. What's the one 2000s thing you'd bring back tomorrow?All music brought to you by former guest of the show SpeedoSubscribe for exclusive content: https://www.buzzsprout.com/1530455/support Support the showFollow us on all social mediaX: @mikebonocomedyInstagram: @mikebonocomedy@tiktok: @mikebono_comedianFacebook: @mikebonocomedy

Josep Prats, gestor de Abante, analiza los cambios en el EuroStoxx50 con la entrada de Nokia y la salida de Volkswagen. También revisa el sector de las aerolíneas y una estrategia con el lujo. Seguidamente, Guillermo Luna nos trae las principales noticias de la mañana en los medios de comunicación y las últimas tendencias en redes sociales, como las batallas de aura de los jóvenes. Por último, Juan Esteve, director de inversiones de Assured Mind Investments, revisa la operación de Lottomatica en Cirsa para crear uno de los grandes grupos del sector del juego mundiales.

Analiza los cambios en el EuroStoxx50 con la entrada de Nokia y la salida de Volkswagen. Revisa el sector de las aerolíneas y una estrategia con el lujo.

What happens when pressure rises, uncertainty takes over, and things don't go according to plan?In this highlight reel, Susan Hobson, Founder and CEO of Elite High Performance, delivers a conscious leadership workshop for Nokia's global senior leaders, exploring the mindset strategies leaders need to navigate pressure, uncertainty, and continuous change.Susan dives into the role of self-awareness, limiting beliefs, emotional regulation, and adaptability, showing how our internal beliefs can shape the way we think, react, and lead when the stakes are high.Through practical leadership and mindset strategies, the workshop challenges leaders to become more curious about who they are under pressure, recognize the patterns that may be limiting their impact, and consciously choose responses that align with the leader they aspire to be.This highlight reel offers a glimpse into how conscious leadership and a mindset-first approach can help senior leaders strengthen adaptability, lead with greater intention, and create a more meaningful impact in rapidly changing environments.Key topics include:• Conscious leadership and self-awareness• Leadership under pressure and uncertainty• Identifying limiting beliefs• Emotional regulation and self-leadership• Building an adaptable leadership mindset• Moving from reactive to conscious leadership• Mindset strategies for sustainable high performanceLearn more about Elite High Performance's neuroscience-backed leadership development and executive coaching programs.

Nokia stock surged on Nvidia's investment and AI RAN hype — then gave much of it back. We ran the numbers on NOK's Q2 2026 earnings to see if the sell-off is a buying opportunity or a warning sign.Nokia (NOK) has become one of 2026's most talked-about telecom equipment names after Nvidia's strategic investment and growing buzz around 6G and AI RAN (Radio Access Network) infrastructure. In this episode, we break down Nokia's Q2 2026 earnings, including the misleading telecom revenue chart, the real growth driver (AI and cloud products, up 105% year-over-year vs. just 4% for legacy telecom), and how the Infinera and Fenix Group acquisitions are repositioning Nokia as a vertically integrated optical communications and data center supplier.We also compare Nokia's free cash flow margin against internet infrastructure peers Cloudflare, Akamai, and Fastly, then run a reverse DCF to see what profit growth rate is already priced into the stock at a $55–56 billion market cap. With shares down significantly from 2026 highs, we explain why we're staying on the sidelines for now — and the price level where Nokia would become interesting again.TIMESTAMPS0:00 - New Research Platform & Live Event Announcement1:15 - CDN Series Wrap-Up: Why We're Holding Cloudflare2:00 - Nokia's Acquisition Spree: Fenix, Rapid, Infinera4:00 - Selling Fixed Wireless Access to Inseego5:00 - Q2 2026 Slide Deck: The Nvidia Investment Effect6:15 - The Misleading Telecom Revenue Chart7:30 - Real Growth Driver: AI and Cloud Up 105% YoY9:00 - Guidance, Margins, and Peer Comparison (CDN Stocks)11:20 - Reverse DCF: What Growth Rate Is Priced In?14:00 - Verdict: Why We're Passing (For Now) and Our Watch Price—Live event — new research platform sneak peek: join us Monday, September 7, 2026 at 7:00 AM Pacific for a live look at the new Chip Stock Investor research platform. Zoom: https://chipstockinvestor.zoom.us/j/98264538517?pwd=Hu3DuPQooFYZa7tYujMzUQcrAOIk6L.1 — or catch it live and on replay on our YouTube livestream.If you want the reasoning behind more names like this one, Semiconductor Insider covers the process in more depth. Get access to all our research, weekly live Q&A events, and a growing set of tools to build your process: https://www.chipstockinvestor.comAll our socials: https://linktr.ee/chipstockinvestorIf you're getting value from the show, follow so you don't miss the next one.—Disclosure: Some links above are affiliate links. If you buy something through them, we might earn a little coffee money — thanks for helping us (Kasey) fuel our caffeine addiction.Content in this episode is for general information or entertainment only and is not specific or individual investment advice. Forecasts and information presented may not develop as predicted, and there is no guarantee any strategies presented will be successful. All investing involves risk, and you could lose some or all of your principal. CSI doesn't own shares of Nokia.

Denis O'Shea, Founder of Mobile Mentor, helps organizations pursue a clear goal to simplify your tech environment while strengthening security and empowering employees to remain productive. Driven by the joy of learning and intellectual adventure, Denis left a 15-year career at Nokia to build a company that learns about emerging technologies, translates them into business outcomes, and mentors customers through change. In this conversation, Denis introduces The Tech Stack Streamlining Framework: Understand Current Tech Stack, Assess Capacity for Change, Benchmark to Peers, Build the Roadmap, and Deliver Simplified Tech Stack. He explains how immersing his team in a customer's environment, asking thoughtful questions, and benchmarking the organization against its peers can reveal a clear path toward a simpler technology stack. Denis also discusses Mobile Mentor's fast-growing mentoring service, how its Microsoft partnership transformed the business, the challenge of finding technology professionals who are natural mentors, and why people must remain responsible for the quality and accuracy of everything they produce with AI. — Simplify Your Tech Environment with Denis O’Shea  Good day, dear listeners. Steve Preda here, Management Blueprint Podcast. And today my guest is Denis O’Shea, the Founder of Mobile Mentor, a technology service provider helping thousands of clients find and maintain the right balance, securing devices, protecting data, and empowering people to be productive. Mobile Mentor is also a five-time Microsoft award winner. So Denis, welcome back to the show.  Thank you, Steve. Thank you for having me back. And I have to say, you look fantastic. You’re aging gracefully, and I hope I’m doing the same.  Well, unfortunately, my barber is on vacation, so I couldn’t visit him last week. But it’s great to have you back on the show, and we couldn’t agree whether it was two or four years ago that you were here. Anyhow, it’s great to have you back, and I’ve got some questions for you that I’m curious about. And first and foremost, the question is, what is your personal Why, and how are you manifesting it in your Mobile Mentor business?  My personal Why is probably learning. And I think the reason I went into business in the first place was to learn and grow as an individual. It certainly wasn’t money. I expect money as an outcome from the process, but I didn’t go into it for money. It was really to learn, and the trigger for me was I did an executive education program in Switzerland. I was living there for a few years, and that blew my mind. That just exploded my mind when I started learning all about mergers, acquisitions, turnarounds, management buyouts, all these different ways of growing a business that were nonlinear.  And that motivated me to go on and do an MBA, and that then motivated me to leave my employer, who was a great company. I was working for Nokia for 15 years. They were amazing, but I decided to leave them and go out and embrace all this nonlinear stuff and found a company from scratch. And one day I thought maybe I’ll do a spin-out, or maybe I’ll do an acquisition, and I’ll do all these different things. And it was purely for the joy of learning and the intellectual adventure. So I think that’s my Why. It’s learning.  Yeah. Well, learning is great, and it’s a big driver of businesses when they are able to learn, especially in today’s age. So tell me a little bit about how Mobile Mentor is reflecting this way of learning. Is it a learning organization, and in what way is it?  Oh, that’s an interesting question, Steve. I would hope we are a learning organization. Something I’ve been saying to my kids and my staff for years is, “We’re a learning species. We can learn anything we put our minds to.” And so I would hope we are a learning organization. And the word “mentor” plays a huge part in not just our brand, but how we work. So we’re a technology service company. We’re always unpacking the latest technology and helping customers figure out what to do with it and how to extract value from it.  So I would hope that we’re good at learning what the technology can do and then translating that into outcomes for customers and helping people unlock the full potential of the technology they’ve just purchased. And when we started 22 years ago, we were focused on mobile devices. That’s why the company’s called Mobile Mentor. Nowadays, it’s mainly AI and security and all that. And by the way, we’re going through a rebrand. The company’s just going to be called Mentor going forward. Just Mentor. So that we can work with all technology, so we remove any association with that small device where we started 22 years ago. So I think we are very good at learning, internalizing the new technology, and then translating that into business outcomes for our customers.  Yeah.  That’s what I feel like our core skill is.  Yeah. And I love this concept of mentoring because essentially it’s not about teaching people, it’s about helping people discover how to be great. And if you can do that, that’s amazing. So that brings me to the next question, which is about frameworks. So this, as you know, this podcast is about frameworks, and what I’m curious about is, what’s a framework that has helped you grow this company, build this company, or help your clients or mentor your clients? Maybe it’s a mentoring framework. Maybe it’s a technology framework. So something that comes to mind that can be explained in three to five steps to our listeners.  Sure. We have a really strong framework at the front end of our sales process. It’s an assessment and roadmap we do for customers. And it’s something that’s on our website. It has a price point, so it’s got a value, but we choose to give it away for free when we get a strong, well-qualified opportunity, or when we have a channel partner bring us a strong lead. We will use this assessment and roadmap process to build a vision for the customer. And the way we do it, we’ve got a good framework for this.  We go through an assessment. So we tell the customer, “We’re going to have a look at your environment holistically and get a really good understanding of the technology stack you have today, all the different technologies you’re using, and also get a good understanding of your organization’s capability and capacity for change, and how you embrace change, how you make change happen. “And we’re going to show you how you compare to a whole bunch of other organizations.” I think we’ve done 174, 175 of these in the last maybe three years. And so we show the customer how they compare to others in their industry and also against others roughly their same size. And then, most importantly, we build out a roadmap, and we show them, “Here’s how you can potentially go from where you are today with today’s technology stack,” which is usually very busy, it’s usually a long list of technologies, “to a much simpler technology stack in the future if they’re willing to consolidate on one or two platforms and do all the possible integrations, automations, and simplifications so that they’re extracting much more value from one or two platforms, like Microsoft, than having a whole colorful mix of different technology vendors.”  So we’ll say, “Here’s a journey you could go on,” and then we describe it in vivid detail, showing all the different parts and how they would go passwordless, how they would automate setting up new employees and all the technology they need, how they would automate all their patching and security, how they would embrace AI into their operations, how they would use AI for productivity improvements, and kind of show this technology journey. That process, or that framework, of doing an assessment, and it covers 120 different topics. So we do the assessment, the comparison, the roadmap.  We find that to be extremely powerful because customers will look at that, and they’ll look at the destination and say, “Right. We want to be there. We want to get that outcome,” and then they’re buying off us. We’re not selling to them. They’re basically saying, “Okay. We want to get there. How do we do it? Help us. How can you come in and help us do it?” So the narrative flips from us being a sales organization to then being a mentor and helping the customer figure out how to get there.  And of course, we want to sell services, and we want to sell long-term contracts to say, “Yes, we can take you from here to there, and it’s a three-year engagement to do all those changes.” So that’s what we want. But the customer is buying it off us because they’ve bought into the destination.  Yeah. And that’s the modern buyer’s journey, right? They research you. Before even they come to you, they want to listen to you because you might have something for them. So I love this framework. So what I noted down was step number one, understand the technology stack that they have. Step number two, assess their ability to manage change or to handle change.  Yeah.  Then you benchmark them to others in their industry or in their peer group. Then you build the roadmap, and then you show them the simplified end state, the simplified tech stack.  Correct. Correct. And then we give them options around how we can help them to get there. Usually, there’s three options. And we say, “Well, what style of engagement works best for you? How would you like us to work with you?” And then it becomes a very comfortable, easy sales process from there, and it becomes easy because we’ve done all the listening.  So when we do the assessment and we cover 120 topics, we do 60 questions in 60 minutes. So it’s two one-hour sessions. And we call it our “friendly interrogation.” But what happens during that time is what I call a selfless immersion in the customer’s world. So we don’t talk about us. We never talk about us. Everything is about them, their technology stack, their environment, their processes, their technical dependencies, all the things about their organization.  So we get this really rich understanding of their environment. And at the end, guess what they say, Steve? Or guess what they say at the end of that interrogation or that assessment session?  I don’t know. Give it to us. What do they say?  They say thank you, which is extraordinary, and it surprised me when it started happening. But people love to be heard. We’re not selling. We’re not pitching anything. We are just seeking to understand their environment and asking a whole bunch of really good questions. So we don’t need to tell them who we are and what we’ve done, that we’ve won Microsoft Partner of the Year and blah, blah, blah. We don’t need to do any of that.  They know that we know our stuff because of the questions we’re asking, because those questions have been refined and refined and refined. So we’re able to get right into the heart of their issues, and they tell us all about their environment and their issues and concerns and frustrations. And at the end of the assessment, they say, “Thank you.” And I remind them, I say, “We haven’t delivered anything yet. All we’ve done is asked you a whole bunch of questions.” But they feel like it was almost a cathartic process of unloading and sharing all of it. And then we do the second session, and the rapport gets even better, and they bring in some different people.  So by the time we get to the end of the assessment, we’ve had a really good conversation about 120 different things. There’s now a high degree of trust. And so when we come back in the third session, we say, “Okay, we heard you. Here’s where you are. Here’s how you compare to others. Here’s where you could be, and here’s what the journey would look like to get you there, taking all the complexities into account, all the dependencies, all the legacy, all the technical debt you might have. “Here’s what it would take to get you to where you want to be.” They’re now listening and they’re trusting us because we’ve listened to them.  Yeah. I love that. That is very powerful. And asking good questions is actually not always easy. In the age of AI, answers are omnipresent, but good questions, good prompts, that’s a skill, right? To ask the right question.  It is. And it’s interesting you mention AI because we’re not using any AI in the way we do this. We could choose to send out a form to the customer and say, “Please fill out this form.” Actually, we tried that. We tried that 10 or 12 years ago in our New Zealand operation, and it was a complete disaster. Nobody wants to fill out a long form and answer all those questions. But if you have a conversation face-to-face, on Teams or Zoom, whatever, you can have the conversation. You’ll get all the information.  But now we’re establishing rapport between us while we do that, and that also gives them a flavor of what it’s like to work with us. How we interact and how we follow up the question, how we drill down, how we clarify and confirm, “Did I understand that correctly?” in a way that you don’t get from just filling out a web form. And we also don’t use AI to analyze the transcript and try and fill it out. We actually do it based on us understanding it, because we find we get way more detail and nuance than relying on a transcript.  That’s very interesting. Definitely, when there’s a human on the other end who is interested in what you’re saying and is listening deeply, it’s a highly motivating and even inspiring thing. That’s why it’s hard to make a talk without the audience, because you need the energy of the audience. So you provide the energy for them to come up with the goods and explain where they are, right?  Yeah, yeah. So let me switch gears and ask you this. What drives growth in your business?  What drives growth? Two things. One, that process sets us up to be able to sell something. The fastest-growing thing that we sell is a service called mentoring, which is very closely aligned to our brand and the way we work, and it’s something that’s very unique to us. So what we figured out is that there are some customers who just want to bring in a partner to build something for them let’s say to deploy some new technology, and then they want the vendor to go away and leave them with it. There are other organizations who don’t want to touch the technology. They want somebody to provide a managed service, so you get all the outcomes.  And those two technology service categories have been around forever, right? Microsoft has 400,000 partners doing this kind of work, doing project work, or providing managed services. We found a huge white space in the middle between those two. We found there’s a big white space in the mid-market, in particular mid-market organizations, where they have their own IT team. They don’t want to give the keys away to a managed service provider and let go. They want to learn all about the new technology.  They want to internalize the knowledge, and they want somebody to come in and help them deploy it with them, and be hands-on-keyboard, and do it together with them, and do lots of knowledge transfer, and help them build the documentation and the knowledge base, and get the experience and the skills so that their skills grow, their confidence grows. And we call that service mentoring, where we’re doing that for them. So we’re not just building it and walking away, we’re building it together with them. And it can be a one-year, two-year, five-year engagement where we’re building out this complex technology capability, but we’re doing it together, and they become the experts over time. That is our fastest-growing, top-selling service.  That’s fascinating. So it’s essentially coaching, mentoring, and still you turn it into an ongoing engagement because it’s not simple, right? There are a lot of layers to it. And what’s the timeline of such a relationship?  Typically three years. Typically. It can be as short as one, it can be as long as five. But for most of the technology transformation projects we’re doing, I would say they’re two, three, four years for the organization to change and embed all the changes and turn off all the legacy technology and fully embrace the new way of working. So our typical contract is three years. And then we set up all the cadences so that we’re working together every week through specific things, and there’s a weekly cadence, our engineers doing all that stuff, and then monthly coming up for air to see how we’re doing against the roadmap. Do we need to make any changes? What’s the focus for next month? And that’s a rolling process that keeps going on and on. And so the two teams end up working extremely closely.  Our engineering team, and we’re bringing in different architects, engineers, and there’s obviously a consistent project manager across it. And on the customer side, they’re bringing different engineers or architects depending on the piece of work we’re doing. But it’s generally all modernizing the way they work with Microsoft technology primarily, and changing from legacy stuff to very modern, invisible security, embedded AI, really trying to accelerate their maturity as an organization.  Yeah. Love it.  Does that make sense?  So it makes sense. I’m wondering, I mean, most businesses these days, they want to have recurring revenue, and even though you have a three-year engagement, it’s still not an evergreen engagement. So what do you do to turn these engagements into more of an enduring one, or you’re not trying to do it because it’s not the purpose?  That’s the $64 million question for our business, Steve, is how do we turn a two-year or three-year engagement into something longer? And it actually comes back to where you started with the learning thing. So what we need to be doing, and this is a constant battle for us, is learning about the latest and the newest technologies and staying ahead of the customer. Always staying ahead in terms of our knowledge so that we can keep adding new things to the backlog of work that needs to be done.  So that we might deploy technology A and get that done and do the migration and modernization, but then we need to move on to B and C and D and E. And there’s always new stuff, and actually the rate of change is accelerating now with AI. Everything is changing so fast, it’s unbelievable. But our job is to stay ahead so that we can always have something new and edgy that we can bring to the relationship. That we’re always able to give new knowledge, information, value.  So is it a managed technology business or is it more of a consulting business?  Ah, we are three different things. We do a lot of project work where people will come in and say, “Migrate us from platform A to platform B.” So we do that. We do this mentoring service where we’re doing the change and modernization together with the customer. We’re also a managed service provider. We have a lot of small and medium businesses that say, “We don’t have an IT team. We don’t want to have an IT team. Manage this stuff, make it invisible to us. Just give us great service and give us great reports and be transparent with us.” And that’s part of our business too.  So I would say we’re roughly one-third professional services, project work, one-third mentoring, and one-third managed services. So more than half the business is recurring revenue in any given year.  So what makes this kind of business hard to scale, or what makes it easy to scale?  What makes it hard to scale is finding great people who can learn and share that learning with customers, so people who are natural mentors. So what we do not want is to hire geeks who want to just put on noise-canceling headsets and sit in front of a screen coding all day. They would not work for us. We want people who are head up, good people skills, want to learn it, but want to share it. Naturally very good at sharing. So getting the right people, that’s one constraint to growth. The thing that makes growth easy for us is our relationship with Microsoft. That’s unbelievable.  We didn’t have a relationship with Microsoft 11 years ago, and they came to us and asked us to become a partner, and we did. And they asked us to work with them on a specific technology that was very immature at the time. And I set a goal for our team. I said, “What would it take us to become the best in the world at that one specific technology? To become the best in the world on that technology as it matures and grows?” And we set that as our North Star and really went after that and focused everything on that.  And that enabled us then to win Microsoft Global Partner of the Year based on our focus on that. And by winning that award, that got us noticed because they got 400,000 partners. So at the time, I was based in New Zealand, so basically the second-last rock before the end of the earth. And so we were nobody in a nowhere place and not noticed, and we’re just one of 400,000, completely lost in the noise. We got noticed when we won Global Partner of the Year and when we got recognized for being the best in the world at that one technology, and that changed everything, and I moved to America.  Then Microsoft introduced us to a whole bunch of customers, including the largest healthcare organization in the world, the largest education provider in the world, and largest government departments. And so now our business is totally different to what it looked like 11 years ago before Microsoft. And this goes on and on. So almost every day, they contact us to say, “Hey, we got this customer over here, and they got this problem, and we thought of you.” And then they introduce us, and we do our assessment, show them how they compare, build a roadmap, and say, “What would you like to do from here?”  Yeah. I’m just very curious about what is that technology, and what is the ideal customer for you for that technology? That technology is a platform called Intune. It’s a device management platform, so it’s for managing desktops, laptops, MacBooks, smartphones, tablets, and all that. And everything we do, of course, starts with a device. And so it’s the technology that secures and manages and configures our devices. Microsoft Intune is the name of the product, and that’s where we’ve got very, very deep expertise. But that leads us to all the other parts of the Microsoft 365 environment, and most organizations are using Microsoft 365 to some extent.  So in most cases, they’re coming to us and saying, “Hey, this customer has bought our licenses. They’ve got Microsoft 365 E5 or E3, whatever. They’re not using it all. They’ve got all these overlapping competitive products. They want to consolidate, reduce costs, or they want to improve security, or they want to simplify their environment. Can you help?” And we’re like, “Hell yeah, we can help. That’s right in our wheelhouse.” And so we have a discovery call with the customer. They tell us what they want to achieve, and if they’re a good fit for our assessment and roadmap, then we’ll propose that. So we’re not trying to sell anything at that stage, and we’ll do that.  It’s many, many hours of work. We’ll do that roadmap and assessment at our cost. Sorry, that’s our investment. That’s our investment in the relationship, so that we’re showing that we’re giving value back to the customer and to Microsoft because they brought us that lead, and we’re creating value from day one. And sometimes the customer will go, “Thank you. We understand the journey. We’re going to do it ourselves,” or, “We’ve got an existing partner,” or, “We don’t have budget,” whatever. And so we don’t land them all, but we’ve got a very high conversion rate. We land a lot of them.  And even if we don’t, I know that we deliver a huge amount of value through the process, and the customer goes, “Wow, that was great. That was a great process. We learned a lot. We can see where we need to go. We might be back in touch in the future when we do have budget or when the stars align.”  Or they refer someone else.  Yeah.  So if you had a magic wand and you could fix one thing in your business in the next 12 months, what would that be?  I would say it would be doing more with AI internally. Some days I feel like an imposter because we are selling a lot of AI services, and we do a lot of AI work for our customers. But I, as the leader, I don’t do enough. I’m not doing enough with AI. I’m not building enough capability. I’m leading the charge, but I’m not savvy enough myself. And I feel like our leadership team could be doing more. So I feel like doing more, embedding more AI into how we work, is something I want to change or fix in the next year. Not just doing it for customers.  Yeah. I mean, you can never do enough with AI, right? There’s so much out there and so much changing, and to stay ahead of it, one’s head is spinning all the time. It’s very inspiring, but can be also overwhelming.  That’s true. And one of the things I’m dealing with is managing what we call AI slop, where we see people internally and externally producing things that are not good-quality outcomes because it hasn’t been double-checked. So just because it could be produced quickly and easily by AI doesn’t mean it’s great or specific enough or detailed enough or accurate enough for the result, whether that’s an internal report or an external thing.  So the coaching I’m giving people is you’re still responsible for the thing, the quality of the thing. You have to read it, make sure it’s on point, it’s detailed enough, the customer’s going to be happy with it or your manager’s going to be happy with it. We are still responsible for the thing we produce. Let’s not get lazy.  Yeah. And the more content you generate and the more solutions you generate with AI, the more the mental load on the decision-makers to actually filter out what’s not real and what’s real.  Yeah. Yeah. Yeah.  Yeah. I can see that happening. So if someone is listening to this and says, “Wow, I love this idea that you benchmark me, you figure out what our tech is, learn our tech, benchmark us, come up with a roadmap, and evaluate the organization, how fast we can manage change, and then come up with a roadmap and mentor us to get there and simplify our tech stack,” and would like to learn more and perhaps connect with you, where should they go? Where can they find out more information?  I’m on LinkedIn only. I’m not on other social platforms. I’m a bit of a Neanderthal in that regard. But Denis, with one N and O’Shea, O-S-H-E-A, on LinkedIn, and my company is Mobile Mentor. It will be Mentor soon, but we’ll keep the Mobile Mentor alive for quite a while. And so go to the company, mobile-mentor.com. And yeah, love to talk to any of your listeners and audience if this is a technology journey they want to go on or want a partner to work with them. That’s the role we play, being a mentor and helping people get the outcomes, but internalizing it and becoming experts while doing so.  Yeah. So if you want to filter out the AI slop and the AI noise, and you want real people who will look at your specific situations and help you and mentor you and help your staff get up to speed and simplify, then reach out to Denis. And if you enjoyed this conversation, stay tuned because every week I bring a couple of entrepreneurs who are sharing their frameworks of how they’re improving and growing their businesses, and you can implement some of these things yourself.  So thanks, Denis. Denis O’Shea, the founder and CEO of Mobile Mentor, soon to be called Mentor. Thanks for coming on the show, and thank you for listening. Thank you, Steve. Always a pleasure. Important Links: Denis's LinkedIn Denis's website

Hold onto your mouse ears, Pixie Dusters, because this episode starts off with absolute chaos! Hosts Sammi and Ashley, along with the forever patient Dan, are attempting to unpack the massive slate of Disney animation, Pixar, Marvel, and theme park updates dropped at D23. The only problem? Sammi's internet connection is fighting for its life, turning her voice into a lagged 2009 Nokia phone and forcing Ashley to step up, grab the wheel, and power through the updates like a champ. Produced by: Limitless Broadcasting Network.For more info, merch, and all the other podcasts, visit: www.limitlessbroadcastingnetwork.comCheck out Ashley's Disney deep dives at: pixiedustfiles.wordpress.comFollow your new Disney besties on Instagram @pixiedusttwinspodcastFollow Dan, honorary third host of the "Pixie Dust Twins" Podcast, and King of the Manifestos: @Dantaastic on Instagram and YouTubeMentioned in this episode:Canvas & Crime: Turning True Crime into Quirky CharactersGet your own notorious shot glass or art print at www.canvasandcrime.com! You can also find Elizabeth on Facebook at https://www.facebook.com/eak.creations and on Instagram @eakcreations. She also has a YouTube channel https://youtube.com/@canvasandcrime where you can see creativity in action.

In episode 256 of the 6G Podcast, Anshel Sag and Mike Dano discuss Samsung Unpacked in London, including the Fold8 and Fold8 Ultra on Snapdragon 8 Elite Gen 5, the Watch9's first use of a non-Samsung chip, improved Gemini performance, silicon-carbon battery gains, and Samsung's expanded three-tier foldable lineup. Dano summarizes an Ookla report on Starlink in Brazil, where Starlink is the 13th-largest fixed broadband provider (~1.4% share), has more urban than rural customers, shows improving daily load effects since Q4 2025, and sees over 12% of customers changing locations in H1. They cover Nokia's NVIDIA-based, O-RAN-compliant AI RAN platform claiming 50% spectral-efficiency gains by 2027 and 100% by 2028 with a 5G-to-6G upgrade path. They review an NTIA-led 6G “call to action” emphasizing open, interoperable, secure standards among allied countries, discuss EU Huawei rip-and-replace cost debates, and recap carrier/cable earnings trends: softer but solid growth, cable MVNO gains, broadband subscriber losses, reduced device subsidies, and limited concern about satellite/D2D. 00:00 Welcome and Travel Banter 01:03 Samsung Unpacked Hands On 04:40 Foldables Versus Cameras 05:59 Starlink Brazil Deep Dive 12:25 Nokia NVIDIA AI RAN 15:38 White House 6G Call 19:11 EU Huawei Rip Replace 23:28 Earnings Season Rundown 28:27 Wrap Up and Next Show

NetOps engineer Lasse Haugen sits down with Scott Robohn at AutoCon 5 to explore the power of Spec Driven Design (SDD) for transforming network engineering workflows from chaotic experimentation to structured, reliable automation. Together they define what SDD is, use cases for NetOps and NetEng, how it has changed NetOps, and more. AdSpot Sponsor: NANOG,... Read more »

NetOps engineer Lasse Haugen sits down with Scott Robohn at AutoCon 5 to explore the power of Spec Driven Design (SDD) for transforming network engineering workflows from chaotic experimentation to structured, reliable automation. Together they define what SDD is, use cases for NetOps and NetEng, how it has changed NetOps, and more. AdSpot Sponsor: NANOG,... Read more »

Mahdottoman kuuloinen yhtälö: lentoliikenne kasvaa Euroopassa ennätysvauhtia samaan aikaan kun sen päästöt pitäisi painaa nollaan. Lentämisen kasvua ei haluta rajoittaa. Sen sijaan EU aikoo runnoa päästöt alas kestävillä lentopolttoaineilla. Niitä pitäisi saada nopeasti lisää, mutta lentoyhtiöt jarruttavat siirtymää pois fossiilisista. Kestävät sähköpolttoaineet ovat Suomelle “isompi mahdollisuus kuin Nokia”. Suomi ei kuitenkaan ole toistaiseksi herännyt teolliseen murrokseen. Haastateltavana liikenne- ja kuljetusjärjestelmien professori Heikki Liimatainen Tampereen yliopistosta ja energiajärjestelmiin perehtynyt tutkimusjohtaja Petteri Laaksonen LUT-yliopistosta. Toimittaja: Jaro Asikainen Äänisuunnittelu ja lukija: Panu Willman

In grauer Vorzeit waren die Mobiltelefone noch nicht smart und dienten – man glaub es kaum – vornehmlich zum Telefonieren! Nun, und um Snake zu spielen! Das simple Geschicklichkeitsspiel war auf zahlreichen Geräten des finnischen Herstellers Nokia verbaut und verleitete auch Nicht-Gamer zu vergüglichen Spiel-Sessions.Hardy hat sein altes Nokia 3310 aus dem Keller geholt (dort diente es als Stütze einer maroden Mauer) und überrascht festgestellt, dass der Akku noch zu 80% voll ist! Perfekt um gemeinsam mit Dennis einen Abstecher in die Zeit vor den Smartphones zu machen, die Geschichte von Nokia zu beleuchten und das Snake-Genre zu beleuchten...Sprecher: Hardy Heßdörfer und Dennis Deuster

Send us Fan MailSaurabh Sandhir, CEO and Co-Founder of Kipling Secure, joins Joey Pinz for a sharp conversation on AI risk, MSP opportunity, and the personal journey from India to Silicon Valley leadership. Saurabh shares how his early exposure to engineering, Atari BASIC, IIT Delhi, Purdue, Juniper, Ericsson, Nokia, and Nuage Networks shaped the way he thinks about technology, business, and leadership.The conversation moves into one of the most important issues facing businesses today: unmanaged AI. Saurabh explains how AI adoption is creating new risks around shadow AI, sensitive data exposure, AI-specific attacks, and misleading content. His message is clear: AI should not be blocked, but it must be governed.For MSPs and MSSPs, Saurabh sees a major opportunity. Kipling Secure helps service providers turn AI risk into a new recurring revenue stream through AI Detection and Response built for multi-tenant MSP workflows.The episode closes with a thoughtful discussion on discipline, identity, humility, and why lasting consistency comes from who you are—not just what you force yourself to do. Top 3 Highlights

#DiscGolf #PDGA #ProWorlds 2026 PDGA Professional Disc Golf World Championships are here, and this year's Worlds could be one of the biggest events the sport has ever seen.In this episode of the Courtesy Violation Disc Golf Podcast, we're breaking down the 2026 PDGA Pro Worlds in Milford, Michigan, including the biggest storylines, the massive investment behind the event, whether Ledgestone can top last year's World Championship in Finland, and some of the most interesting new disc releases hitting the market.2026 PDGA PRO WORLD CHAMPIONSHIP PREVIEWThe 2026 PDGA Pro World Championships take place August 26–30 at Kensington Metropark in Milford, Michigan, with Ledgestone Disc Golf and Nate Heinold leading the event.We're talking about the players, courses, storylines, expectations and everything surrounding this year's PDGA World Championships.Can 2026 Worlds live up to the hype?LEDGESTONE, NATE HEINOLD & THE $300,000+ INFRASTRUCTURE INVESTMENTLedgestone has made a massive investment in the 2026 PDGA Pro Worlds experience.More than $300,000 is being invested specifically into event infrastructure, with the goal of creating a bigger and more spectator-friendly World Championship experience. The event plans include major spectator infrastructure, VIP areas, grandstands, vendor space and more.And that's only part of the overall investment surrounding the event.Is this the future of professional disc golf events?CAN 2026 WORLDS TOP 2025 WORLDS IN FINLAND?Last year's PDGA Pro Worlds in Nokia, Finland, delivered an incredible World Championship and helped showcase just how international professional disc golf has become.Now the question is:Can Ledgestone and Nate Heinold make the 2026 PDGA Pro Worlds bigger, better and more memorable than Finland?We're comparing the overall event experience, spectator atmosphere, courses, infrastructure, production and hype surrounding the two championships.DISCRAFT PROJECT C90Discraft is doing something very different with Project C90.The Project C90 concept takes three familiar Discraft molds — the Luna, Buzzz and Heat — and scales them down to 90% of their standard circumference.Is smaller actually better?Does the C90 concept make these discs more approachable?And could this become something more than just a novelty?We're breaking down what Discraft is doing with Project C90 and what it could mean for disc design.LATITUDE 64 PROJECT CHAINGRIPLatitude 64 is also experimenting with something seriously interesting.Project ChainGrip is an experimental dual-plastic putter concept designed around grip and catching the chains. It combines a firm Zero Hard core with an extremely tacky outer rim.The goal is simple: more grip, more confidence and a better chance of the disc grabbing the chains instead of bouncing or glancing off.Is this actually the next evolution of putting plastic?Or is ChainGrip just another interesting disc golf experiment?ALL THIS AND MORE ON THIS WEEK'S COURTESY VIOLATION DISC GOLF PODCAST.If you love disc golf, PDGA news, professional disc golf, disc reviews, disc golf equipment, Pro Worlds, DGPT, MPO, FPO, Discraft, Latitude 64, Ledgestone Disc Golf and everything happening around the sport, you're in the right place.LIKE the video if you enjoyed the episode.SUBSCRIBE to Courtesy Violation for more disc golf podcast episodes, Pro Worlds coverage, disc golf news, hot takes and tournament discussion.COMMENT below and tell us:Who do you think wins the 2026 PDGA Pro Worlds?Can 2026 Worlds beat Finland?Is the $300,000+ infrastructure investment worth it?What do you think of Discraft Project C90?Would you putt with Latitude 64 Project ChainGrip?#DiscGolf #PDGA #ProWorlds #2026ProWorlds #DiscGolfPodcast #DGPT #Ledgestone #Discraft #Latitude64 #DiscGolfNews #MPO #FPO #DiscGolfCommunity #DiscGolfWorlds

Network to Code’s Jason Edelman, Founder and CTO; and Jeff Bradbury, VP of Marketing of Network, join host Scott Robohn for this sponsored episode to discuss open-core done right — community first, and creating a path to scalable automation results for enterprise success. They update Scott on Nautobot 3.1, which includes AI and AI agents... Read more »

Network to Code’s Jason Edelman, Founder and CTO; and Jeff Bradbury, VP of Marketing of Network, join host Scott Robohn for this sponsored episode to discuss open-core done right — community first, and creating a path to scalable automation results for enterprise success. They update Scott on Nautobot 3.1, which includes AI and AI agents... Read more »

Welcome back to Cannabis School! This week's Sesh begins with a simple idea that opens the door to a much bigger conversation: people are people, and life may be better when we stop treating every issue like a team sport.Brandon and Jesse explore the labels we place on ourselves and others. A label may help explain part of your experience, but it can also become a box—a reason to believe you cannot grow beyond certain limits. The guys discuss ADHD, identity, self-awareness, and the difference between understanding yourself and using a diagnosis as an excuse.That leads into storytelling, audiobooks, and why reading with emotion can transform words on a page into something alive. Naturally, the conversation takes a quick trip through Dune, video games, and questionable websites before landing on the evening's most expensive lesson.After consuming cannabis, one of the guys gets pulled into a shopping app designed to turn purchasing into a game. A few confusing taps later, an unexpected $88 charge appears. The order gets canceled, but the mistake creates something more valuable: an opportunity for calm, honest communication between partners.Instead of becoming defensive, they slow down, clarify what happened, and make room for frustration without turning it into a fight. Sometimes “I'm fine” does not mean everything is fine—and asking one more thoughtful question can change the entire conversation.From there, the Sesh moves into how other people experience us, releasing old resentment, expressing emotion through art, and learning to observe our behavior before reacting. The guys also examine modern consumerism, smartphones, digital addiction, impulse purchases, and the strange tradeoffs that come with having nearly everything available through one screen.Of course, no Sesh stays completely serious. Expect detours into Nokia brick phones, sending 46,000 text messages in one month, Nintendo, PlayStation, GameStop, motorcycle helmets, Dune: Awakening, and the usual Cannabis School nonsense.This episode is about becoming more present: with your money, your relationships, your technology, and yourself.In this episode:• People, politics, and the problem with picking teams• When personal labels become limiting beliefs• ADHD, identity, and self-awareness• Reading with emotion and telling better stories• Cannabis and an accidental online purchase• Communicating without becoming defensive• Why “I'm fine” may deserve another question• How other people experience us• Releasing old resentment and changing your perspective• Creativity as an expression of emotion• Smartphones, consumerism, and digital addiction• Buying games versus actually playing them• Nintendo, PlayStation, and GameStop• Being more intentional with money and technologyFind everything in one place here:

Send us Fan MailIn this episode of Inspire Someone Today, Srikanth sits down with Shrinath V — product strategist, startup coach, Google Developer Expert, and the writer behind the Substack Blind Spots to Big Bets — for a conversation that refuses to let you off the hook.Shrinath has lived through two layoffs at companies “built to last”—Motorola and Nokia—and turned those career disruptions into a consulting practice, a writing practice, and a clear view of why most organizations keep making the same costly mistakes. He talks about why NPS is a dangerous proxy, why the AI-first rush is largely performative, why India's real advantage in the AI age is its ability to thrive in chaos, and why the biggest blind spot most professionals carry is a competitive mindset they've never examined.More than anything, he leaves you with three questions worth sitting with today — not someday.WHAT YOU WILL LEARNWhy two layoffs — at Motorola and Nokia — were the making of Shrinath's consulting career, not the end of itWhat large corporations teach you that no MBA can — and why the lesson usually arrives as a shockThe difference between being unable to see a blind spot and being unwilling to see one — and why each needs a different kind of helpWhy NPS scores, AI-first strategies, and user personas can all become dangerous traps if you mistake the metric for the truthThe most common blind spot Shrinath sees across leaders regardless of industry, seniority, or company sizeWhy India's real superpower in the AI age is adaptation, not invention — and what that means for your careerThree questions every professional should ask themselves once a year — and why we keep avoiding themThe Listener Action: a 15-minute exercise to surface your own blind spots, starting todayHave you purchased the copy of Inspire Someone Today, yet? - Give it a go geni.us/istbookAvailable on all podcast platforms, including, Apple Podcasts, YouTube, Spotify

#364: Your CEO comes back from a leadership offsite talking about burnout-proof leadership and AI transformation at scale. Two weeks later you're working through lunch, you're working through dinner, and Slack never stops. Deployment frequency is up. Incidents are up worse. So who was that program actually protecting? In this episode, we speak with Dr. Victoria Mensch, Founder and CEO of the Silicon Valley Executive Academy, about what really goes on at those offsites, and why Nokia, BlackBerry and Blockbuster all saw it coming anyway.   Victoria's contact information: LinkedIn: https://www.linkedin.com/in/victoria-mensch/   YouTube channel: https://youtube.com/devopsparadox   Review the podcast on Apple Podcasts: https://www.devopsparadox.com/review-podcast/   Slack: https://www.devopsparadox.com/slack/   Connect with us at: https://www.devopsparadox.com/contact/

Vergeet de beursgang van SpaceX: die van Anthropic wordt nog veel groter. Het bedrijf groeide van amper een miljard dollar omzet eind 2024 naar makkelijk 50 miljard dollar in de eerste helft van dit jaar. En in 2028? Dan staat er 200 miljard dollar op de borden, zegt het bedrijf. Is dit net zulke science fiction als SpaceX in zijn prospectus zette? En hoe gevoelig is dit bedrijf eigenlijk voor concurrentie? Dat bespreken we in deze aflevering. Verder houden we bij BNR Beurs wel van een mooie comeback. BlackBerry is niet langer het telefoonbedrijf dat op sterven na dood was na de introductie van de iPhone. Het is een infrastructuurspeler geworden, met technologie die gebruikt wordt door robots, medische spelers en defensiebedrijven. En daarom werd het bedrijf het afgelopen jaar 2.5 keer zoveel waard. Boem! We bespreken hoe ze dat voor elkaar kregen. Natuurlijk moeten we ook nog even gluren bij de buren, nu het nog kan. Jane Street wil zijn eigen schuldpapier minder publiek maken, maar tot die tijd kunnen we meekijken hoe het bedrijf met de grootste handelswinsten op Wall Street eigenlijk zijn geld verdient. En wat blijkt? Het verloor tientallen miljarden aan Leopold Aschenbrenner, de jonge knaap en wonderbelegger wiens fonds vorige maand opbrandde in de atmosfeer. Tot slot die halfjaarcijfers van Ebusco. Als het niet lukt om een nieuwe kredietfaciliteit af te sluiten, en een grote aandeelhouder niet bijstort, denkt het bedrijf dat er materiële uitdagingen ontstaan om zijn verplichtingen na te komen. Lees: dan is het einde verhaal.Te gast: Niels Koerts van Stockwatch.nl en de podcast het Beurscafé.BNR Beurs is een journalistiek onafhankelijke productie, mede mogelijk gemaakt door Saxo. Over de makers: Jelle Maasbach is presentator van BNR Beurs en freelance financieel journalist. Zijn favoriete aandeel om over te praten is Disney, maar daar lijkt hij de enige in te zijn. Sinds de eerste uitzending van BNR Beurs is 'ie er bij. Maxim van Mil is presentator van BNR Beurs en journalist bij BNR, waar hij zich focust op de financiële markten en ontwikkelingen in de tech-wereld. Je krijgt hem het meest enthousiast als hij kan praten over ASML, of oer-Hollandse bedrijven zoals Ahold of ABN Amro. Jorik Simonides is presentator van BNR Beurs, economieredacteur en verslaggever bij BNR. Hij wordt er vooral blij van als het een keer níet over AI gaat. Je hoort hem ook in de BNR-podcast Moerdijk: dorp van de rekening. Milou Brand is presentator van BNR Beurs, freelance podcastmaker en columnist bij het Financieele Dagblad. Jochem Visser is presentator van BNR Beurs, maakt Beursnerd XL en is redacteur bij de podcast Onder Curatoren. Vraag hem naar obscure zaken op financiële markten en hij vertelt je waarom het eigenlijk nóg leuker is dan je al dacht. Over de podcast: Met BNR Beurs ga je altijd voorbereid de nieuwe beursdag in. We praten je in een kleine 25 minuten bij over alle laatste ontwikkelingen op de handelsvloer. We blijven niet alleen bij de AEX of Wall Street, maar vertellen je ook waar nog meer kansen liggen. En we houden het niet bij de cijfers, maar zoeken ook iedere dag voor je naar duiding van scherpe gasten en experts. Of je nu een ervaren belegger bent of net begint met je eerste stappen op de beurs, de podcast biedt waardevolle inzichten voor je beleggingsstrategie. Door de focus op zowel de korte termijn als de lange termijn, helpt BNR Beurs luisteraars om de ruis van de markt te scheiden van de essentie.See omnystudio.com/listener for privacy information.

In this episode of Innovation Meets Leadership, host Natalie Born continues the Set It On Fire: The Art of Innovation series with Chapter 9: Funding Innovation. Joined by Moriah Hidden, Natalie explores why smart investment matters more than simply spending more, how clear constraints can fuel creativity, and how leaders can determine whether an idea should move forward, pivot, or stop. From balancing transformative, breakthrough, and disruptive innovation to using stage gates and studying the larger ecosystem, this episode offers practical guidance for funding ideas wisely and building for the future.[00:00 - 04:13] Funding Innovation: Lessons from Nokia and AppleWhy greater R&D spending does not automatically lead to better innovationHow Nokia spent significantly more while Apple created the stronger outcomeThe danger of funding a slow-moving train wreck of projectsWhy investment must be connected to strategy, focus, and customer value[04:14 - 11:28] Freedom Within a FrameworkHow organizational capabilities create useful boundaries for innovationWhy limited resources and beautiful constraints can spark creativityUnderstanding transformative, breakthrough, and disruptive innovationRecognizing when changing customer preferences require a new category[11:29 - 16:31] Stage Gates, ROI, and the Innovation EcosystemUsing customer feedback to decide whether to invest, pivot, or stopBuilding a little, learning a little, and testing demand before scalingKnowing when a promising idea has become something customers do not wantLooking beyond a single product to create value across the entire ecosystem[16:32 - 19:35] Look Back, Look Out, and Look UpLooking back to learn from mistakes and failures without repeating themLooking out to understand competitors, market signals, and the wider landscapeLooking up to plan for the future through three-, five-, and ten-year strategyHelping visionary leaders see around corners before change arrives[19:36 - End] Turning Innovation into ActionBringing intentionality to the teams, funding, and insight behind an ideaConnecting stage gates and investment decisions to meaningful executionChoosing who an innovation is for before bringing it to lifeUsing practical frameworks to move ideas from concept to funded realityKey Quotes“Funding alone doesn't determine your success.” — Natalie Born“Oftentimes, it's through the constraints that we get creative and through that creativity, we're able to build the future.” — Natalie Born"If you don't disrupt yourself, you'll be disrupted by somebody who's thinking about that." - Natalie BornResources & LinksLinkedIn: https://www.linkedin.com/in/nataliebornWebsite: https://innovationmeetsleadership.comBook & Resources: https://setitonfire.coIf this episode encouraged you, share it with a leader who wants to invest in innovation wisely, evaluate ideas with clarity, and build for the future.Be sure to subscribe to Innovation Meets Leadership for more conversations on leadership, innovation, culture, and growth.

Today, several members of our Packet Pushers podcast team assemble to discuss whether the grass is greener on the NetOps or DevOps side of the telemetry fence. William of The Cloud Gambit, Scott of Total Network Operations, and Ned and Kyler of Day Two DevOps discuss the difficulties and differences of getting telemetry and state... Read more »

Today, several members of our Packet Pushers podcast team assemble to discuss whether the grass is greener on the NetOps or DevOps side of the telemetry fence. William of The Cloud Gambit, Scott of Total Network Operations, and Ned and Kyler of Day Two DevOps discuss the difficulties and differences of getting telemetry and state... Read more »

This week we get into 2003's The Core, which is basically a too-little-too-late Armageddon but instead of blowing up a giant asteroid to save Earth, they must blow up … Earth, to save Earth? The kid from Road Trip loves Xena and Hot Pockets, and knows how to get you free long distance calls for life with a Nokia brick and a gum wrapper. What a total fucking shit show. Anyhow, here's some alliterations and yelling! Jumping Jehoshaphat, jam that janky, jerry-rigged javelin, Josh! ‘Jectiles jumpstarting the gyro jelly! A bevy of deadly issues! Chris' ceiling screaming about Geena Davis! Double Jenkins! Communist scarfs! There's like seven million pigeons now! Double minority points! Double dipsy doo? No! Double clipsy doo! Swank steering the Brazzmobile! One-on-one romance over science sequences! The Coliseum goes completely kablooey! Depths of hell delvers! Right into the crickle crack! Instant crust to mantle transitions? Kat and Bob get got by lava rock and go plippity plop into the magma spot! French Sean Bean! Unobtanium Titanic turds! Hotpocket scuba tubes, and much, much more on this week's episode of The Worst Movie Ever Made! www.theworstmovieevermade.com

In this week's episode, Dustin speaks with Omar Chihane, Global General Manager of TOEFL at ETS, about the evolving landscape of international student mobility and the growing importance of English proficiency in an AI-driven world.  Drawing on his own international journey and global perspective, Omar explores how students are making increasingly pragmatic decisions about where to study, balancing factors like cost, visa certainty, career outcomes, and long-term opportunities. Guest Name: Omar Chihane, General Manager for TOEFL at ETS Guest Social: LinkedIn Guest Bio: As the General Manager of TOEFL, Omar Chihane drives the strategic direction and growth of the TOEFL iBT, using his global experience as a tech entrepreneur and executive to lead teams across various functional areas of the business. Prior to joining ETS in 2024, Omar founded englease – an English teaching startup that serves the Middle East and Africa through synchronous online classes. Before his startup journey, Omar held various leadership roles with multinational corporations including Siemens, Nokia and Microsoft. Omar holds an MBA from the London Business School and is a venture partner with Antler, where he coaches and mentors up and coming tech startups. - - - -Connect With Our Host:Dustin Ramsdellhttps://www.linkedin.com/in/dustinramsdell/About The Enrollify Podcast Network:The Higher Ed Geek is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Today, the original Nokia cell phone is more of a fable than a product, but back in 2003, the cell phone market wasn't yet dominated by a black rectangle, and ingenuity was everywhere.Which is why the former pulp manufacturer Nokia launched the N-Gage, a cellphone/gaming-device combo, in an effort to take down a little-known company called Nintendo.And since you've probably owned a Game Boy or DS at some point in your life and have never heard of the N-Gage, you probably know who came out on top.BUT! If you were one of the few who got this for Christmas instead of a Game Boy Advance, you probably know that it had impressive graphics and a killer game selection.It's just too bad that pretty much every other aspect of it sucked.Check out more from Justin here: justindodd.rocksCheck out more from Steve here: stevejhward.comdrinkgenies.com

“Ma'am, what do you think your daughter looked like?”This week's scariest movie is... Lake Mungo. This film has everything: paranormal water features, quarterly backyard photo reviews, And the world's most committed dam enthusiast. If you love Jurassic Park forensics, July 6th conspiracies, and Nokia found footage, this episode's for you!Please Subscribe, Rate, and Review The Horror Virgin to help more people discover our community.What did you think of our episode on Lake Mungo? Tell us on social media @HorrorVirgin on Facebook and Instagram, or @HorrorVirginPod on Twitter.Up Next: Creep 2 (2017)See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Cathy Hackl on what AI is doing to brands. Fewer than 10% of the sources AI assistants cite rank in Google's top 10 for the same question. Your brand equity moved and nobody sent a memo. Cathy Hackl has spent a decade being early. She was calling the metaverse before most boardrooms could spell it. USA Today named her one of the best predictors of tech behavior in the world, Newsweek named her a top AI visionary, and she is the number one voice on LinkedIn for spatial AI. As CEO of Future Dynamics, co-founder of Journey, and Futurist in Residence at Nokia, she has guided Nike, Walmart, Louis Vuitton, and Estee Lauder through what comes next. But she did not just predict the technology. She built one of the most recognizable personal brands in tech while doing it. So this conversation is about both kinds of brand, the company one and the personal one, now that AI sits between you and everyone you are trying to reach. We get into what a slop moment really costs, and whether one machine-sounding post means you lose the benefit of the doubt on everything you have ever written. Why executives believe young audiences are fine with AI content far more than those audiences say they are. What happens to persuasion when agentic shopping goes from 19% to 46% of consumers and the buyer is software that does not care whether your brand is loved. And what proof of human survives when a convincing version of any of us can appear anywhere, voice clone included. CONNECT WITH CATHY HACKL LinkedIn: https://www.linkedin.com/in/cathyhackl/ THE AI MARKETING COMPANION New episodes twice a month with Sandy Carter. Subscribe: https://youtube.com/@aifirstmarketing?si=sy4P6ERqEzeQtFqK Sandy on LinkedIn: https://www.linkedin.com/in/sandyacarter/ #AIMarketing #PersonalBranding #SpatialAI

Jim Fields is an American entrepreneur who has spent over 15 years living and building businesses in China. He speaks fluent Mandarin, began his career at Adobe in Silicon Valley, and moved to China, where he worked at Nokia and Reckitt Benckiser before founding Relay Video in 2016 - a Beijing-based creative marketing agency that helped Chinese tech companies including Xiaomi, Tencent, and Lenovo tell their stories to global audiences. He later founded Relay Club, an influencer management platform for Chinese brands going outbound. He now serves as Chief Growth Officer at Nuon Medical and is involved with Oren Medical, a Shenzhen-based manufacturer within the Kaiyan Medical Group.In this episode, Jim talks about his journey from Silicon Valley to China, what he learned building Relay Video, and the most common mistakes Chinese tech companies make when trying to go global. He explains why he pivoted from marketing into medtech, and breaks down both companies he works with today: Nuon Medical, which embeds clinical technologies like red light therapy, microcurrent, and PEMF directly into cosmetics applicators for brands including Clarins and Vagheggi, and Oren Medical, which manufactures red light therapy and medical wellness devices with over 300 patents across six FDA-cleared facilities.Jim also discusses his TEDx talk arguing that light is a fourth macronutrient alongside oxygen, water, and food - the science behind red and near-infrared light therapy and why he believes it belongs in everyday consumer products. He covers the beauty tech market in China versus the West, how US-China trade tensions and tariffs affect a cross-border business like his, and what he's learned from 15-plus years of building across both markets. Discussion Points·       Jim's journey from Silicon Valley to 15+ years building businesses in China·       Relay Video's thesis: Chinese brands are the brands of the future but need help telling their stories globally·       The most common mistakes Chinese tech companies make when going global, from working with Xiaomi, Tencent, and Lenovo·       The pivot from marketing to medtech and how Jim's China background connects to his work in beauty tech·       Nuon Medical: embedding clinical technologies (light therapy, microcurrent, PEMF) into cosmetics packaging·       Jim's TEDx argument that light is a fourth macronutrient - the science behind red and near-infrared light therapy·       Oren Medical: China's medical device manufacturing sophistication, 300+ patents, six FDA-cleared facilities·       Beauty tech market maturity in China versus the West and where China is leading·       How US-China trade tensions and tariffs affect a cross-border business built on Chinese manufacturing·       Lessons from 15-plus years building businesses that span China and the West

Scott Robohn sits down with guests Lenny Giuliano and Russ White to examine whether generative AI will affect internet traffic patterns. Together they explore the role of CDNs, the importance of latency, and the potential for a shift toward edge-based inference. They also discuss the impact of data sovereignty on infrastructure and the potential return... Read more »

Scott Robohn sits down with guests Lenny Giuliano and Russ White to examine whether generative AI will affect internet traffic patterns. Together they explore the role of CDNs, the importance of latency, and the potential for a shift toward edge-based inference. They also discuss the impact of data sovereignty on infrastructure and the potential return... Read more »

A.M. Edition for July 23. Oil futures are rising again today, after Iran-backed Houthi militants claimed attacks on a pair of Saudi tankers in the Red Sea, and as the U.S. surges special-operations forces to the Middle East. Plus, Alphabet and Tesla shares tumble as the big-spending tech giants turn cash-flow negative. WSJ reporters Meghan Brobowsky and Becky Peterson break down the numbers and what to make of Elon Musk's most boring earnings call ever. And the FDA investigates a new outbreak of cyclospora. Luke Vargas hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A brutal selloff swept through the markets as concerns over AI spending, earnings, and geopolitical uncertainty rattled investors. Mark Longo is joined by Henry "The Flowmaster" Schwartz from Cboe and special guest "The Black Hatted" Dan Passarelli from Market Taker Mentoring to break down the biggest stories driving the options market. This episode explores the market reaction to disappointing earnings from Tesla and Alphabet, rising volatility as the VIX climbs back toward 20, unusual options activity in Micron, Universal Technical Institute (UTI), LSB Industries (LXU), and Nokia, plus the ongoing debate over whether markets are finally beginning to price geopolitical risk. You'll also hear: Tesla and Alphabet earnings reactions AI infrastructure spending and CapEx concerns VIX, SPY, QQQ, and Russell 2000 options activity Massive unusual options flow in Micron Bullish call buying in UTI and LXU Nokia earnings and post-earnings options trading Earnings season strategies and time spreads with Dan Passarelli Around the Block: what the panel is watching next

Tom Hollingsworth joins Scott Robohn to share his professional journey from a hands-on network engineer and CCIE to his current role leading events at Tech Field Day. He talks about the cyclical nature of networking hype, and advocates for specialized, subject-specific tech models over broad AI solutions. They also discuss the delicate art of facilitating... Read more »