Podcasts about 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

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 »

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

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:

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.

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.

El director de Divacons Alphavalue, Pablo García, analiza los títulos de Alphabet, Nokia, Ferrovial, Sabadell, ACS y EDP, entre otros

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

Join Chris Winquist, Co-Founder and CEO of Groundhawk, for a compelling look at the digitization of critical physical infrastructure. Infrastructure construction remains one of the world's least digitized sectors, where billions of dollars in underground assets—like fiber optic conduits and power lines—are still documented using paper maps, hand scribbles, or delayed post-backfill estimates. Drawing from his career spanning McKinsey, Nokia, radar satellite unicorn ICEYE, and Groundhawk, Chris breaks down how AI-powered spatial intelligence and smartphone 3D photogrammetry allow field crews to capture centimeter-accurate 3D as-built data while trenches are open, solving a decades-old mapping challenge before the dirt goes back in.

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 »

Met in deze aflevering: Waar komt 'geen knip voor de neus waard zijn' vandaan? Waarom mensen in Naarden vesting kraaien genoemd? Hoe vervoer je het beste antieke glazen extra voorzichtig? Wat betekent motregen? En hoe kan een bevolkingsenquête representatief zijn? Mag je als uitzendkracht oneindig voor één werkgever werken? Is een bull bar op een showtruck illegaal? Hebben kleine zwarte gaten net zoveel zwaartekracht als grote?

Aktien hören ist gut. Aktien kaufen ist besser. Bei unserem Partner Scalable Capital geht's unbegrenzt per Trading-Flatrate und auf der hauseigenen European Investor Exchange, die genau auf Privatanleger zugeschnitten ist. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Huthi greifen Saudi-Öltanker an, Ölpreis über 100 $. Zinsen steigen global. NASDAQ, Alphabet und Tesla unter Druck. T-Mobile und STMicro leiden unter Fluch der hohen Erwartungen. Nestlé sinkt auch, aber verkauft Wasser. Hedgefonds-Legende Terry Smith galt als britischer Buffett. Jetzt läuft sein Fonds dem Markt hinterher und Investoren ziehen Milliarden ab. Sein Ausweg: Momentum statt Qualität. Mit Applovin, TSMC und GE Vernova. Nokia (WKN: 870737) ist zurück. Börsenwert in einem Jahr von 20 auf 50 Mrd. € verdoppelt. Der Grund: KI-Rechenzentren. Der Umsatz im AI & Cloud-Bereich wächst 105%. Nokia produziert eigene Indiumphosphid-Chips für optische Datenübertragung. Diesen Podcast vom 24.07.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices

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

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

El analista, Paco Pérez, analiza los mercados bursátiles, en medio de un contexto marcado por una fuerte volatilidad y un entorno geopolítico convulso por la guerra en Irán, con recientes ataques a buques en el Mar Rojo. En una jornada donde los operadores esperan al Banco Central Europeo, asisten a una lluvia de resultados empresariales. En Wall Street anoche presentaban resultados Alphabet y Tesla, devolviendo la tecnología al primer plano. En Europa hoy Repsol, Indra, Nokia y UniCredit también rinden cuentas. Presentación de resultados empresariales en la banca europea El Consejero delegado de UniCredit, Andre Orcel, declaró que la adquisición total de Commerzbank podría producirse en el cuarto trimestre de este año, este anuncio se presenta tras haber aumentado a un 48% su participación en la OPA. En este sentido Paco Pérez señala que: “ los beneficios son para mí sorprendentes, siguen batiendo récords, tenemos un título en clara tendencia alcista, su directriz de ángulo de tendencia primaria sigue con una inclinación muy sorprendentemente alcista para la situación del mercado en techo, para mí este título de nuevo batirá máximos, no solamente por su crecimiento, también por tipos de interés prácticamente congelados y para mí altos para un sector bancario que se sigue beneficiando de los tipos de interés”. La encrucijada del petróleo en medio de la guerra A raíz de la ruptura de los primeros acuerdos entre Estados Unidos e Irán y la reanudación de los ataques en el Estrecho de Ormuz a los buques americanos el petróleo ha vuelto a subir a niveles de 100 dólares por barril, una realidad que repercute de forma directa en toda la cadena de suministro y por consiguiente en los beneficios de las compañías, en este sentido el analista invitado apunta que: “estamos en la típica encrucijada de verano, donde tenemos beneficios récord que no sabemos hasta cuándo se van a poder mantener así, porque el petróleo siempre trae un pequeño tsunami a la rentabilidad de los bonos y, tenemos la rentabilidad de los bonos acercándose de nuevo a máximos anuales, lo cual indica que el correctivo veraniego, que generalmente suele haber alta volatilidad en verano, seguramente llegará dentro del mes de agosto y septiembre”.

Présent dans nos écouteurs, nos montres, nos voitures ou nos objets connectés, le Bluetooth est devenu indispensable sans que l'on y pense vraiment. Derrière cette technologie discrète se cache pourtant une histoire étonnante, des choix techniques ingénieux et des évolutions qui préparent déjà les usages de demain.* Épisode soutenu par Frogans : https://www.f2r2.frAux origines du BluetoothNé au début des années 1990 dans les laboratoires d'Ericsson, le Bluetooth avait un objectif simple : remplacer les câbles reliant les appareils électroniques. Développée notamment par l'ingénieur néerlandais Jaap Haartsen, cette technologie devient rapidement un standard grâce à la création du Bluetooth Special Interest Group (SIG) réunissant Ericsson, IBM, Intel, Nokia et Toshiba.Son nom rend hommage au roi danois Harald Bluetooth, célèbre pour avoir unifié les peuples scandinaves. Une métaphore parfaite pour une technologie destinée à faire communiquer des appareils de marques différentes.Comment fonctionne le Bluetooth ?Le Bluetooth utilise les ondes radio de la bande des 2,4 GHz, la même que le Wi-Fi. Pour éviter les interférences, il change de fréquence jusqu'à 1 600 fois par seconde grâce à une technique appelée « saut de fréquence ».Avant toute communication, les appareils effectuent un appairage, qui permet de créer des clés de chiffrement et d'établir une connexion sécurisée. Une fois cette étape réalisée, ils se reconnaissent automatiquement lors des connexions suivantes.Pourquoi le Bluetooth a changé nos habitudesD'abord conçu pour les conversations téléphoniques, le Bluetooth est progressivement devenu la norme pour diffuser de la musique, connecter une souris, un clavier, une montre connectée ou encore une manette de jeu.L'arrivée des écouteurs True Wireless a marqué une nouvelle étape grâce à une synchronisation très précise entre les deux écouteurs, ouvrant la voie au succès mondial des appareils totalement sans fil.Une technologie fiable… mais pas parfaiteComme toute technologie sans fil, le Bluetooth peut être la cible de cyberattaques. Les risques restent limités à condition de maintenir ses appareils à jour et d'éviter d'accepter des demandes d'appairage provenant d'équipements inconnus.Autre limite : toutes les fonctionnalités ne sont pas présentes sur tous les appareils, même lorsqu'ils affichent la même version de Bluetooth. Chaque fabricant choisit les fonctions qu'il implémente.Les évolutions qui préparent l'avenirLe Bluetooth continue d'évoluer avec le Bluetooth Low Energy (BLE), conçu pour les objets connectés à très faible consommation, puis avec LE Audio, qui améliore la diffusion sonore.Les versions les plus récentes introduisent également des fonctions comme Auracast, permettant de diffuser un même flux audio vers plusieurs appareils, ou encore le Channel Sounding, intégré au Bluetooth 6, capable d'estimer précisément la distance entre deux appareils afin de renforcer la sécurité de certains usages, comme les serrures connectées.Le Bluetooth est ainsi devenu bien plus qu'un simple remplaçant des câbles : une véritable infrastructure invisible qui relie aujourd'hui des milliards d'objets dans notre quotidien.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

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 »

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 »

Muy buenos días, el presidente de Panamá visita México y la casa de Carlos Slim, seguimos con los récords de los gigantes financieros, Stripe quiere comprar Paypal, Nubank ya tiene CEO para Latinoamérica, una stablecoin se suma como inversionista de Ualá, Nokia finalmente revela por dónde va su estrategia con Nvidia y hoy vamos a conocer al creador de modelos de inteligencia artificial más rico del mundo y no, no es ni de OpenAI ni de Anthropic.Patrocinado | Aeroméxico, la aerolínea más puntual del mundo por segundo año consecutivo. Conoce más aquí. https://www.bloomberglinea.com/brandedcontent/aeromexico-es-la-aerolinea-mas-puntual-del-mundo-por-segundo-ano-consecutivo-segun-el-reporte-de-cirium/

張炤和

Pablo García, director de Divacons Alpha Value, analiza los títulos de Solaria, Nokia, Goldman Sachs, PayPal, Arcelor Mittal y Meta, entre otros.

Too many global strategies are written for boardrooms, not the markets they're meant to serve and it's a mistake that's costing companies real growth. Janice B Gordon dives deep with Jane Egerton-Idehen on the high price of ignoring local nuance in international sales. Together, they unpack how adaptive strategies and authentic stakeholder engagement are defining the next generation of winning CEOs. What you'll learn: a) Why treating Africa as a single market sabotages growth b) The business case for local presence and on-the-ground leadership c) How listening to the market reveals new revenue opportunities Jane Egerton-Idehen is the MD and CEO of Nigeria Communications Satellite Limited, an experienced tech executive and author, who has led commercial growth for over 15 years across Africa's telecom sector. She's held senior leadership roles at Meta, Ericsson, Avani Communications, Nokia, and Siemens, and is the author of Be Fearless.   Timestamps: 05:39 Localizing products for diverse markets 07:45 Understanding B2B and client relationships 10:49 Understanding Local Market Needs 15:48 Understanding Market Needs 19:09 Adapting to Market Disruptions 22:38 Finding opportunity in a crisis 23:49 Building Trust with Stakeholders 32:11 Listening to client needs 35:14 Evaluating and aligning team competencies 37:20 Challenges of Pivoting in Business   Connect with Jane Egerton-Idehen LinkedIn: https://www.linkedin.com/in/jane-egerton-idehen-6716a39/   Connect with Janice Book Janice to speak at your next sales or leadership event: https://janicebgordon.com LinkedIn: https://www.linkedin.com/janice-b-gordon/ Instagram: https://www.instagram.com/janicebgordon Scale Your Sales Podcast: https://scaleyoursales.co.uk/podcast Enjoy the episode? Share your takeaway in the comments and leave a review on Apple Podcasts to help more leaders discover the show.

This Week: We finish chapter 8 of Digimon Story Cyber Sleuth: Hacker's Memory Next Week: We play some more! Visit rpgbook.club to pitch in and unlock cool rewards, including a weekly bonus episode! Check out https://linktr.ee/rpgbookclub for our Discord server and our socials!

You've been fitting in for so long, you've started to wonder if the full version of you was ever real. That is not a character flaw. It is a code, running underneath everything you do, protecting you from a threat that no longer exists in the room you are actually in. This is the fifth episode of season two of The Polymathic Perspective. There is a moment in this episode where a man sits across from Dov. Head down. Jaw tight. He is trying to find the words to admit he used to be a neo-Nazi recruiter. A true believer. A man who had stood in front of cameras advocating for the removal of Jews from the world.  He does not know yet that Dov is Jewish.  He looks up. And Dov is smiling. That moment is what genuine belonging looks like. Not agreement. Not forgiveness handed across a desk. A room where the worst of you is already on the table, and the other person is still there.  Most of us have never had that kind of room.  So we learned to fit in instead. And the code kept running.  The same code crushes three entirely different things in three entirely different kinds of people. It crushes the ADHD mind, which spent its life in environments designed for a system it does not have, and learned to edit its own operating system into something the room could accommodate.  It crushes nuance, in the tribally loyal person for whom exclusion registers as existential danger, and in every conversation flattened into a loyalty test at the moment nuance was needed most. It crushes paradoxical thinking, in the mind that can hold two truths simultaneously as a genuine cognitive achievement, and that learned early this complexity was too much for the room. Different neurologies. Different histories. Same code underneath. Same ask unmade.IN THIS EPISODE Oppenheimer at Trinity, at the peak, alone What the last four episodes were mapping Welcome to The Polymathic Perspective Five lenses on fitting in versus belonging Why belonging is not the problem The question this episode is built around The thesis, three minds, one code How the code runs through ADHD, loyalty, and paradox Which of the three landed in your body Personal scale, the ask that requires the unedited self Nokia's touchscreen prototype and the culture that could not receive it Intelligence, flattening, and the rooms that need clear eyes What happens to a person after years of fitting in Contextual adjustment is not the same as fitting in Tony McAleer and the impossible moment of belonging What actually helps, in this order Oppenheimer at the peak of his fitting in What to carry into your week Did he ever know who he actually was? THIS SERIES What We Want But Refuse To Accept is a ten-episode arc. Episodes one through three mapped the phenomenon and the cage. Episode four named the operating system. Episode five shows what the system crushes in three different kinds of minds. Next episode: Luck, Merit, and the Stories We Tell About Deserving.

GUEST BIO: Tim Richardson is a nationally recognized leadership, sales, and customer experience speaker with over 30 years entertaining and engaging audiences worldwide. Drawing from his background with IBM, resort management, and consulting across healthcare, hospitality, and financial services, Tim helps leaders and teams maximize peak performance. Clients include Abbott, Merrill Lynch, Nokia, and State Farm. He's also the author of Jump Starts, Wit, and Wisdom to Super Charge Your Day.   HIRE THEM TO SPEAK: Follow Tim Richardson: eSpeakers Bio Follow Scott Bloom: eSpeakers Bio Follow eSpeakers: eSpeakers Marketplace   ABOUT NO MORE BAD EVENTS: Brought to you by eSpeakers and hosted by professional emcee, host, and keynote speaker Scott Bloom, No More Bad Events is where you'll hear from some of the top names in the event and speaking industry about what goes on behind the scenes at the world's most perfectly executed conferences, meetings, and more. Get ready to learn the secrets and strategies to help anyone in the event industry reach their goal of putting on nothing less than world-class events. Learn more at nomorebadevents.com.   ABOUT THE HOST: A veteran comedian and television personality who has built a reputation as the go-to choice for business humor, Scott has hosted hundreds of events over two decades for big and small organizations alike. Scott has also hosted his own weekly VH1 series and recently co-hosted a national simulcast of the Grammy Awards from the Palace Theater. As the son of a successful salesman, he was exposed to the principles of building a business at an early age. As a comedian, Scott cut his teeth at renowned improv and comedy clubs. As a self-taught student of psychology, he's explored what makes people tick and has written a book (albeit a farce) on how to get through life. He's uniquely positioned to deliver significant notes on connecting people and making business seriously funny. And who doesn't like to laugh? Learn more about Scott: scottbloomconnects.com   PRODUCED BY eSpeakers: When the perfect speaker is in front of the right audience, a kind of magic happens where organizations and individuals improve in substantial, long-term ways. eSpeakers exists to make this happen more often. eSpeakers is where the speaking industry does business on the web. Speakers, speaker managers, associations, and bureaus use our tools to organize, promote, and grow successful businesses. Event organizers think of eSpeakers first when they want to hire speakers for their meetings or events. The eSpeakers Marketplace technology lets us and our partner directories help meeting professionals worldwide connect directly with speakers for great engagements. Thousands of successful speakers, trainers, and coaches use eSpeakers to build their businesses and manage their calendars. Thousands of event organizers use our directories every day to find and hire speakers. Our tools are built for speakers, by speakers, to do things that only purpose-built systems can. Learn more at eSpeakers.com.   SHOW CREDITS: Scott Bloom: Host | scottbloomconnects.com Joe Heaps: eSpeakers | jheaps@eSpeakers.com

Mardi 7 juillet, François Sorel a reçu Philippe Dewost, strategic advisor chez Jolt Capital, président de Phileos et cofondateur de Wanadoo, Frédéric Simottel, journaliste BFM Business, et Clément David, président de Theodo Cloud. Ils se sont penchés sur l'opération « reset » faite par Microsoft chez Xbox, et la nouvelle vague de suppressions de postes chez Nokia, dans l'émission Tech & Co, la quotidienne, sur BFM Business. Retrouvez l'émission du lundi au jeudi et réécoutez la en podcast.

Ritavan joins Excess Returns to explain The System Gambit, a new framework for understanding competitive advantage, business strategy, AI disruption and long-term compounding. We discuss why traditional moat checklists can miss the real source of value, how companies can build systems competitors cannot copy, and what investors should look for when AI changes the game.The System Gambithttps://amzn.to/4b0J32IMain topics coveredWhy the traditional moat checklist can fail investorsThe three requirements for a true System GambitHow investors can evaluate business strategy from the outsideWhy code is not always the moat in the age of AIWhat history can teach investors about asymmetry and leverageWhy AI adoption is not the same as AI value creationThe difference between moving fast and understanding the gameLessons from Nokia, ASML, Amazon and WalmartHow intangible investment and J curves can hide long-term valueWhy the best companies build compounding systems competitors cannot copyHow investors can identify companies changing the game rather than optimizing the old oneTimestamps00:00 Opening preview and introduction04:00 The three ingredients of a System Gambit08:49 Why code is not the moat in AI software13:00 Skanderbeg and changing the rules of the game17:00 Good moats, good narratives and asymmetric advantage22:31 Microscope vs telescope as a lesson for AI28:35 AI winners, losers and high dispersion markets32:08 Signal quality, bottlenecks and why AI adoption is not enough36:00 Nokia, agility and the failure to build a causal model40:15 Why understanding the game beats speed44:00 Intangible investment, the J curve and ASML's hidden edge49:54 The contrarian AI thesis behind The System Gambit54:00 How to recognize a real System Gambit58:27 Amazon, Walmart and multi-paradigm compounding1:03:00 Prime, FBA and platform leverage1:07:00 Walmart's answer to Amazon1:11:06 Closing thoughts and where to find Ritavan

'¡Buenos días, Javi y Mar!' en CADENA 100 informa de la primera ola de calor del verano en España, con hasta 40 grados. El Ministerio de Trabajo recuerda el permiso remunerado de hasta cuatro días por fenómenos extremos si la seguridad laboral no está garantizada. La factura de la luz sube 20-30 euros por hogar por aire acondicionado y gas. WhatsApp estrena mensajes de visualización única sin capturas. Tocar un producto en tiendas aumenta el deseo de compra un 40%. La ciencia asocia un mayor parpadeo con el pensamiento profundo. Se juega a distinguir noticias reales de falsas: un hombre con 41 mosquitos mascota (falsa) y otro que encuentra su Nokia 3310 con batería tras 22 años (verdadera). Un hombre es arrestado en Boston por hacerse pasar por guía de museo e inventar historias. Se repasan canciones de Alex Warren, Nil Moliner, Katy Perry, Lewis Capaldi, Taylor Swift, Cher, Dani Fernández y Efecto Mariposa. El coreógrafo de NSYNC demanda por los derechos del baile 'Bye Bye Bye'. Se ...

En '¡Buenos días, Javi y Mar!', Javi relata su viaje a Toledo para cortarse el pelo, mientras Mar cuenta una boda en Asturias. Reflexionan sobre reacciones inesperadas al dar noticias importantes, como llamar "cariño" al jefe. Aconsejan no tocar productos para no gastar de más y explican que parpadear mucho indica pensamiento profundo. Fernando reta a los oyentes con noticias, incluyendo la de un Nokia 3310 con batería. Abordan castigos infantiles con resultados sorprendentes, como el niño que ama el repollo. Un hombre en Boston se hace pasar por guía de museo, inventando historias. Irene y Nerea ganan en los concursos. Comparten trucos como pasear tras el café y dejar compras online 72 horas en el carrito. Lorena confiesa cambiar cápsulas de café por cafeína. Destacan buenas noticias: un vecino alimenta a un perro de un hospitalizado, una violinista toca con Manuel Carrasco y un conductor deja una nota. Finalmente, comentan nombres curiosos como Emma Zorrilla o Rey León. Y siempre, ...

Scott sits down with Wi-Fi engineer Eva Santos to explore the realities of modern wireless operations. Eva shares insights on navigating site surveys, the differences between Wi-Fi bands, and the challenges of troubleshooting inconsistent client performance. The conversation also explores the evolving standards of Wi-Fi 6, 7, and 8, the role of security protocols like... Read more »

Scott sits down with Wi-Fi engineer Eva Santos to explore the realities of modern wireless operations. Eva shares insights on navigating site surveys, the differences between Wi-Fi bands, and the challenges of troubleshooting inconsistent client performance. The conversation also explores the evolving standards of Wi-Fi 6, 7, and 8, the role of security protocols like... Read more »

Geoff, Gavin and Andrew talk about what we're into, James Bond animal, hedgehog, Sonic, Don Zimmer, Old Man 1, Talkin Baseball with Grandpa, new sleep position, filming sleep, schoolyard controversy, showering before pool, prepool pool, cattle grid, seeing someone alive, Uno, Flash Flood, Pinball Playlist, Songs about rats, height difference day, a baby is as tall as you can pull it apart, and being That Guy. Sponsored by Factor. Thanks Factor! Head to FACTORMEALS.com/REGULATION50OFF and use code REGULATION50OFF to get 50% off and free daily greens per box, with new subscription only, while supplies last until 09/27/2026. (See website for more details). Also sponsored by Shopify. Sign up for a $1/month trial at shopify.com/regulation Support us directly at https://www.patreon.com/TheRegulationPod Stay up to date, get exclusive supplemental content, and connect with other Regulation Listeners. Learn more about your ad choices. Visit megaphone.fm/adchoices

Take a Network Break! Our Red Alert covers critical vulnerabilities in Ivanti Sentry, including OS command injection and authentication bypass, for which patches are now available. On the news front, we dig into Arista's new 1.6Tbps rack-scale portfolio for AI infrastructure and Nokia's Deepfield Genome Shield, designed to proactively stop DDoS from residential proxy botnets. We... Read more »

Take a Network Break! Our Red Alert covers critical vulnerabilities in Ivanti Sentry, including OS command injection and authentication bypass, for which patches are now available. On the news front, we dig into Arista's new 1.6Tbps rack-scale portfolio for AI infrastructure and Nokia's Deepfield Genome Shield, designed to proactively stop DDoS from residential proxy botnets. We... Read more »

Take a Network Break! Our Red Alert covers critical vulnerabilities in Ivanti Sentry, including OS command injection and authentication bypass, for which patches are now available. On the news front, we dig into Arista's new 1.6Tbps rack-scale portfolio for AI infrastructure and Nokia's Deepfield Genome Shield, designed to proactively stop DDoS from residential proxy botnets. We... Read more »