Podcasts about northrop grumman corporation

Galen Liao is department manager of Engineering Asset Management for Northrop Grumman Corporation, a leader in global security.    Experience: Galen leads the company's Engineering Asset Management (EAM) organization which supports program execution through the reuse of company resources via the test equipment pool and by providing top of the line calibrations.  EAM is recognized as an industry leader and runs the largest calibration laboratory in the company, arguably the largest cal lab west of the Mississippi, and is the 3rd largest general purpose electronic rental pool agency.  EAM leads and manages the NGC metrology & equipment rental organizations by providing an affordable comprehensive solution for managing the measurement and test equipment life cycle.    Experience: After earning his bachelor's degree in chemical engineering from the University of California at Berkeley (Go Bears!) Galen joined Northrop Grumman in 2003 as a Test Engineer for the Experimental Test Facility, He then went on to work Airborne Laser Test bed project and was responsible for managing the operation of the high energy laser.  In 2010, he joined the Metrology Services organization as a Physical Dimensional Discipline Engineer.     Prior to NG, Galen has notably worked on testing a novel drug delivery system at Johnson and Johnson (Pharmaceuticals), finding and mapping oil well levels at Breitburn Energy(Oil and Gas), setting up computer networks at the California Science Center (IT), and developing next gen shuttle tile at NASA (Aerospace).     Education:  Bachelor's degree in Chemical Engineering from the University of California at Berkeley and half-way through a masters in Management Science and Engineering at Stanford University    Background:  Born and raised on the hard streets of Torrance, CA. Galen was a latchkey kid and has gone to public school all his life.  His premier achievements include skipping kindergarten and setting the CAMS (California Academy of Math and Science) waterpolo team record (8) steals for a single game.  In the BC (Before Child) era he enjoyed running marathons, surfing, snow boarding, and dragon boat racing.  Now he spends his weekends coaching his son's AYSO soccer team, teaching him how to swim, or cheering him on in his local YMCA basketball league.  Galen has completed several leadership-development programs and volunteer organizations, serving as an officer for Connect1NG, Space Dragons Dragon Boat team, and is currently the President and on the Board of Directors for the Measurement Science Conference.

In der heutigen Folge von „Alles auf Aktien“ sprechen die Finanzjournalisten Anja Ettel und Holger Zschäpitz über einen toughen Tag für Tech, einen Kurssprung bei Iren und einen Dämpfer für Zinssenkungshoffnungen. Außerdem geht es um Intel, Parrot, eHang, AeroVironment, Northrop Grumman Corporation, Lockheed Martin, Kratos, Textron und Boeing, Elbit, Thales, SAAB, BAE Systems, Ambarella, Nvidia, AdvisorShares Drone Technology, ishares Global Aerospace &Defence (WKN: A3E1JS), Invesco Defense Innovation (WKN: A40J95), Rocket Lab, Leidos Holdings, Iris Energy, Arrowhead, Bitcoin, Sarepta, VW und Amundi MSCI USA Ex Mega Cap ETF (WKN: ETF222), Amundi MSCI USA Mega Cap UCITS ETF (WKN: ETF220) Wir freuen uns an Feedback über aaa@welt.de. Ab sofort gibt es noch mehr "Alles auf Aktien" bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter.[ Hier bei WELT.](https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html.) [Hier] (https://open.spotify.com/playlist/6zxjyJpTMunyYCY6F7vHK1?si=8f6cTnkEQnmSrlMU8Vo6uQ) findest Du die Samstagsfolgen Klassiker-Playlist auf Spotify! Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/alles_auf_aktien) Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Joyce welcomes Nikki Lancaster Alphonse, Sr. Director Diversity, Equity, and Inclusion at Northrop Grumman Corporation. Ms. Alphonse will discuss her work with Northrop Grumman and the company's commitment to a diverse workforce including people with disabilities.

Part 2 of this history of Air Force Global Strike Command features former Commander Jim Kowalski. He discusses the challenges and accomplishments of standing up the Global Strike Command. The conversation covers topics such as basing decisions, culture change, resourcing, and the importance of maintaining a strong nuclear force. Lt. Gen. Kowalski emphasizes the need for a public awakening to the dangers posed by peer and near-peer adversaries and the importance of recognizing and honoring the mission of the nuclear force. He also shares a story about General LeMay's focus on excellence in the job. Overall, the episode provides insights into the early years of the Global Strike Command and the ongoing challenges it faces.General Kowalski was commissioned in 1979 through the ROTC program at the University of Cincinnati. He held a variety of operational commands, including a bomb squadron, an operations group, a bomb wing, and an air control wing over his 35-year career. Kowalski retired from active duty on 1 September 2015.Kowalski's experience includes command of the 405th Air Expeditionary Wing in Southwest Asia where he led a combined wing of B-1Bs, E-3s and KC-135s for operation Iraqi Freedom. His previous staff assignments include Headquarters Air Combat Command, Headquarters U.S. Air Force and the Joint Chiefs of Staff. In January 2009 he led the organization and activation of the Air Force's first new major command in 27 years and subsequently served as the second Commander of Air Force Global Strike Command. In that position he oversaw the modernization of the Air Force's nuclear-capable bomber and missile systems and developed the strategic forces five-year plan. His last assignment was Deputy Commander of U.S. Strategic Command. A command pilot, he has over 4,600 flight hours, including 127 combat hours, in the B-1, B-52, and E-3. His decorations include the Defense Distinguished Service Medal, Bronze Star Medal, Air Medal, and Global War on Terrorism Expeditionary Medal.Following military service, Kowalski was a vice-president for the Northrop Grumman Corporation. He supported the company's portfolio of defense systems including the B-2, B-21, and the Minuteman III and Sentinel ballistic missile systems. In 2023, he retired from Northrop Grumman and now advises on management and defense issuesChapters00:00 Introduction and Recap00:49 Stand-up of the Global Strike Command03:20 Basing Decisions and Location06:29 Challenges of Activation and Moving Personnel09:24 Structure, Authorities, and Culture Change16:24 Resourcing: Personnel and Funding Challenges19:29 Reemphasizing Nuclear Competencies and Strengths25:32 Budget Constraints and Future Challenges32:00 Wish for a Public Awakening to the DangersSocials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

In this Legacy Series, Lt. Gen. James Kowalski discusses the creation of Air Force Global Strike Command (AFGSC) in response to incidents that highlighted the need for improved nuclear enterprise management. The incidents included the accidental shipment of warheads and fuses, which raised concerns about operational oversight and surety processes. The stand-up of AFGSC aimed to consolidate the Air Force's nuclear enterprise and ensure a dedicated focus on nuclear deterrence. General Kowalski emphasizes the importance of maintaining a strong nuclear mission and integrating nuclear planning with conventional operations. The conversation will continue in a second episode.General Kowalski was commissioned in 1979 through the ROTC program at the University of Cincinnati. He held a variety of operational commands, including a bomb squadron, an operations group, a bomb wing, and an air control wing over his 35-year career. Kowalski retired from active duty on 1 September 2015.Kowalski's experience includes command of the 405th Air Expeditionary Wing in Southwest Asia where he led a combined wing of B-1Bs, E-3s and KC-135s for operation Iraqi Freedom. His previous staff assignments include Headquarters Air Combat Command, Headquarters U.S. Air Force and the Joint Chiefs of Staff. In January 2009 he led the organization and activation of the Air Force's first new major command in 27 years and subsequently served as the second Commander of Air Force Global Strike Command. In that position he oversaw the modernization of the Air Force's nuclear-capable bomber and missile systems and developed the strategic forces five-year plan. His last assignment was Deputy Commander of U.S. Strategic Command. A command pilot, he has over 4,600 flight hours, including 127 combat hours, in the B-1, B-52, and E-3. His decorations include the Defense Distinguished Service Medal, Bronze Star Medal, Air Medal, and Global War on Terrorism Expeditionary Medal.Following military service, Kowalski was a vice-president for the Northrop Grumman Corporation. He supported the company's portfolio of defense systems including the B-2, B-21, and the Minuteman III and Sentinel ballistic missile systems. In 2023, he retired from Northrop Grumman and now advises on management and defense issues. Socials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

The Mitchell Institute for Aerospace Studies invites you to enjoy the rollout for our latest report: Digital Engineering: Accelerating the Defense Acquisition and Development Cycle in an Era of Strategic Competition, authored by Heather Penney, Senior Resident Fellow, with Brian Morra, Non-Resident Visiting Fellow. In this event, Ms. Penney discussed her findings with Dave Tremper, Deputy Assistant Secretary of Defense Acquisition Integration and Interoperability; Drake Harris, Director, ADP Integrated Systems Strategy and Business Development, Lockheed Martin; and Jeffrey Reed, Director Of Engineering – Digital Transformation, Northrop Grumman Corporation. The Department of the Air Force (DAF) faces severe capability and capacity shortfalls. Despite the urgent need to rapidly recapitalize the force, modernization lags strategic demands. Digital engineering promises to boost these efforts. Advancements in systems engineering, design, modeling, simulation, and even production can provide benefits across the entire lifecycle of a weapon system. This includes manufacturing, operation, and sustainment. Said more simply, implementing digital engineering practices has the potential to accelerate the development and fielding of capability. New-start defense acquisition programs can fully exploit these advantages, which will save time and resources. Digital engineering can also benefit legacy weapon systems in more focused areas like sustainment and modernization. This report explores this crucial topic, helping provide foundational insights and explaining how and when digital engineering will yield best outcomes, while also detailing where returns will be limited.

Ever wondered about the journey of a military mom who breaks through the tech world's glass ceiling? Maria Henderson joins us to share her incredible leap from history enthusiast and healthcare professional to becoming a leader in technology and cybersecurity at Northrop Grumman Corporation. She shatters the stereotype that tech is a man's world, celebrating the innovative spirit women infuse into this dynamic industry. Balancing work, study, and family life, Maria's story is a testament to determination and the power of embracing unexpected career turns.Today's conversation navigates the challenging waters of diversity in STEM, a place where I've personally felt the currents of being a mixed-race individual. I delve into the value of mentorship, the art of advocating for oneself, and the importance of honing skills like active listening and collaboration. Reflecting on my own tough stint in manufacturing, I unravel the learning curve and how it paved the way to tech triumphs. The chapter on STEM highlights how embracing diversity strengthens our industry and what it takes to prosper amid the challenges.Wrapping up, we turn our focus to igniting a passion for tech in the younger generation, especially young women and children of color. Education isn't just about STEM; it's about nurturing well-rounded skills, including the often-overlooked art of writing. I give you a backstage pass to our company's efforts in cultivating an inclusive culture, from high school programs to professional development for college students. We close on the powerful note that your unique voice isn't just welcome—it's a superpower, echoing the inspirational words of leaders like Erin Teague. Join us as we celebrate individuality and the collective strength it brings to the tech table.Support the showHey y'all hey, don't miss the next episode of Koffee Chitchat!!

Brian Spinelli, CFP, Co-CIO of Halbert Hargrove Global Advisors. Halbert Hargrove is a financial advisory firm with ~$3B in assets under management. Bio Brian joined Halbert Hargrove in 2006 and works with clients across the US; his responsibilities encompass running the firm's investment committee as well as advising individuals and institutions on their investment and wealth advisory needs. He connects with clients from all walks of life: “I build relationships of trust by being knowledgeable and straightforward, and making a positive difference. Sometimes that means not sugar-coating issues—which I believe most clients come to appreciate.” Brian was named to HH's management team in 2012. His colleagues call him organized, highly disciplined, and fearless in critical conversations with clients. He values “leading the firm's clients and helping them feel understood, supported and confident in their plans and in the work we do for them. I am fascinated by capital markets as well, and enjoy the process of researching nontraditional approaches to investments.” Before joining Halbert Hargrove in 2006, Brian worked as a Financial Analyst with Northrop Grumman Corporation, reporting to the CFO and Director of Financial Planning; in this role, he carried out financial projections, market and portfolio analysis, and financial modeling. Brian earned his Bachelor of Arts in Business Administration – Finance from Loyola Marymount University in 2002 and his MBA from LMU in 2005. He was awarded the ACCREDITED INVESTMENT FIDUCIARY™ designation by the University of Pittsburgh-affiliated Center for Fiduciary Studies and is a CERTIFIED FINANCIAL PLANNER™ professional. Website: https://www.halberthargrove.com/ --- Support this podcast: https://podcasters.spotify.com/pod/show/smartmoneycircle/support

Space launches have become very common, in fact, multiple times a week is now the norm. Each launch takes a well choreographed set of operations to get payload to space. But what goes on behind the scenes to make this happen? On this edition of The Ex Terra Podcast, Tom Patton talks with Laura Crabtree, CEO of Epsilon3. Current mission tools are neglected in a program lifecycle, creating inefficiency, errors, and added costs over the course of a project. Epsilon3 arms operators with the best possible tools throughout an entire project's lifecycle, which result in 10X more efficiency and operator-friendliness. "The operator is not going off to do analysis. They need information in front of them quickly. So, how do we give them information quickly? You want to string together what happened yesterday, what happened two weeks ago, with what's going to happen tomorrow, and if you have everything on one platform, you have the string to do that," Crabtree said. A graduate of the University of Southern California, Laura worked at both SpaceX and Northrop Grumman Corporation prior to co-founding Epsilon3 with Max Mednik.

In this video, we'll perform a NOC stock analysis and figure out what the company looks like based on the numbers. We'll also try to figure out what a reasonable fair value is for Northrop Grumman Corporation. And answer is NOC one of the best stocks to buy at the current price? Find out in the video above! Global Value's Northrop Grumman Corporation stock analysis. Check out Seeking Alpha Premium and score an annual plan for just $119 - that's 50% off! Plus all funds from affiliate referrals go directly towards supporting the channel! Affiliate link - https://www.sahg6dtr.com/H4BHRJ/R74QP/ If you'd like to try Sharesight, please use my referral link to support the channel! https://www.sharesight.com/globalvalue (remember you get 4 months free if you sign up for an annual subscription!) Northrop Grumman Corporation ($NOC) | Northrop Grumman Corporation Stock Value Analysis | Northrop Grumman Corporation Stock Dividend Analysis | NOC Dividend Analysis | $NOC Dividend Analysis | Northrop Grumman Corporation Intrinsic Value | NOC Intrinsic Value | $NOC Intrinsic Value | Northrop Grumman Intrinsic Value | Northrop Grumman Corporation Discounted Cash Flow Model | Northrop Grumman Corporation DCF Analysis | NOC Discounted Cash Flow Analysis | NOC DCF Model #NOC #stockmarket #dividend #stocks #investing #valueinvesting (Recorded November 9, 2022) ❖ MUSIC ❖ ♪ "Lift" Artist: Andy Hu License: Creative Commons Attribution 3.0. ➢ http://creativecommons.org/licenses/b... ➢ https://www.youtube.com/watch?v=sQCuf...

We at Go Bold pride ourselves on documenting important events in aerospace and defence, so the 2nd of December 2022, is a day that will be remembered as a significant milestone in aviation history.That's when the United States Air Force and the Northrop Grumman Corporation unveils the new B-21 stealth bomber, which is named the Raider, in honor of the Doolittle Raid in World War II. The rollout at Plant 42 in Palmdale, California, is significant in its own right, but the bomber marks another major milestone as it is regarded as the first 6th Generation aircraft in existence.Here to speak about the B-21 is a guest who is eminently qualified to discuss the topic, and that is retired Major-General Doug Raaberg, who served with the United States Air Force.General Raaberg is an Honor Graduate of the United States Air Force Academy and holds master's degrees from the University of Southern California and National War College.He is a command pilot with more than 4,700 flying hours, primarily in the FB-111, B-1 and B-2 bombers. He is a combat veteran with 35 combat missions in the B-1 bomber, and holds the world's record for the fastest non-stop flight around the globe. For this historical aerial achievement, he and his team received the 1995 McKay Trophy for the U.S. Air Force Most Meritorious Flight of the Year Award.General Raaberg commanded the United States only B-2 stealth-bomber wing which is known to have spearheaded the air campaign for Operation Iraqi Freedom in 2003.His general officer assignments include Director of Air and Space Operations for Air Combat Command. Additionally, he has extensive experience in international military affairs orchestrating regional operations as the Deputy Director of Operations for U.S. Central Command. Today General Raaberg serves as the Executive Vice President, Air & Space Forces Association, providing strategic direction to AFA as the premier professional military and aerospace education association in the nation. He serves with the AFA President in their commitment to supporting Airmen and their families around the globe.In speaking about the B-21, the General predicts that it will be a "menace" to adversaries.We are excited for the rollout of the B-21 and for the future of the Global Strike Command, so we hope this discussion adds some context to the significance of the rollout event.We thank Major-General (Ret) Raaberg for this time and insight.Go Bold!

Jeff Foley has over 20 years of industry experience focused on applied research & development and assessment of security in critical information technology and infrastructure. He is the Project Leader for Amass, an OWASP (Open Web Application Security Project) Foundation flagship project that performs in-depth attack surface mapping and asset discovery. Jeff is also an Adjunct Lecturer teaching Penetration Testing at the SUNY (State University of New York) Polytechnic Institute. Previously, he was the US Manager for Penetration Testing & Red Teaming at National Grid, a multinational electricity and gas utility company. Prior to this, Jeff served as the Director of Penetration Testing & Security Assessment at Northrop Grumman Corporation, an American global aerospace and defense technology company. Jeff is currently working as the Vice President of Attack Surface Protection at ZeroFox. In his spare time, Jeff enjoys experimenting with new blends of coffee and giving back to the information security community.In this episode, Jeff explained his journey of developing and maintaining Amass project - an open-source tool for In-depth DNS enumeration, attack surface mapping and external asset discovery.For more SecTools podcast episodes, visit https://infoseccampus.com

About This Episode: Tina Descovich is an experienced professional with over two decades of business experience and a Bachelor's Degree in Communication. In her career she has hired and managed large teams, held profit and loss responsibility and served on the executive staff for the United States Army Commanding General of the Combined Arms Support Command and Fort Lee. For five years Tina served on the proposal team at Northrop Grumman Corporation, which developed multi-billion dollar proposals. Following that, at the Melbourne Air & Space Show, Tina put her leadership and communication skills to work for our community by recruiting, training and coordinating over 650 volunteers, which helped build stronger relations between our military and our community. Find out more about Brian at: Tina's Website: https://tinadescovich.com/ Facebook: https://www.facebook.com/tina.descovich Twitter: https://twitter.com/tinadescovich Check out our YouTube Channel: Jeremyryanslatebiz See the Show Notes: www.jeremyryanslate.com/993 Unremarkable to Extraordinary: Ignite Your Passion to Go From Passive Observer to Creator of Your Own Life: https://getextraordinarybook.com/ Sponsors: Gusto: This episode is sponsored by Gusto. Run your payroll the easy way, the same way we do at Command Your Brand. You'll get a. $100 Amazon Gift Card just for running your first payroll! http://www.jeremyryanslate.com/gusto MyPillow: Use the promo code: CYOL to get up to 60% off https://www.mypillow.com/ Audible: Get a free 30 day free trial and 1 free audiobook from thousands of available books. Right now I'm reading " Bad News How Woke Media Is Undermining Democracy" by Batya Ungar-Sargon www.jeremyryanslate.com/book  

About This Episode: Tina Descovich is an experienced professional with over two decades of business experience and a Bachelor's Degree in Communication. In her career she has hired and managed large teams, held profit and loss responsibility and served on the executive staff for the United States Army Commanding General of the Combined Arms Support Command and Fort Lee. For five years Tina served on the proposal team at Northrop Grumman Corporation, which developed multi-billion dollar proposals. Following that, at the Melbourne Air & Space Show, Tina put her leadership and communication skills to work for our community by recruiting, training and coordinating over 650 volunteers, which helped build stronger relations between our military and our community. Find out more about Brian at: Tina's Website: https://tinadescovich.com/ Facebook: https://www.facebook.com/tina.descovich Twitter: https://twitter.com/tinadescovich Check out our YouTube Channel: Jeremyryanslatebiz See the Show Notes: www.jeremyryanslate.com/993 Unremarkable to Extraordinary: Ignite Your Passion to Go From Passive Observer to Creator of Your Own Life: https://getextraordinarybook.com/ Sponsors: Gusto: This episode is sponsored by Gusto. Run your payroll the easy way, the same way we do at Command Your Brand. You'll get a. $100 Amazon Gift Card just for running your first payroll! http://www.jeremyryanslate.com/gusto MyPillow: Use the promo code: CYOL to get up to 60% off https://www.mypillow.com/ Audible: Get a free 30 day free trial and 1 free audiobook from thousands of available books. Right now I'm reading " Bad News How Woke Media Is Undermining Democracy" by Batya Ungar-Sargon www.jeremyryanslate.com/book  

Sergeant Major (Retired) Matthew R. Drayton grew up in an underprivileged neighborhood in Georgia. Matt joined the military to leave his environment and become financially independent. Little did he know at the time that enlisting would lead into a successful military career spanning almost three decades. He spent over two decades in the US Army 16 of those years working with elite Special Operations forces. Matt is a decorated combat veteran who has led and mentored hundreds of men and women. Matt is an author, corporate speaker, consultant, voice actor, certified personal trainer, and leadership expert with business experience in government and commercial commerce. ​Matt has been a senior analyst for the Northrop Grumman Corporation and an on-air personality and station manager at radio station WFSS in North Carolina. He also has worked as a senior Department of Defense civilian for the US Army Special Operations Command. Matt speaks and consults on leadership and productivity. He has been employed by commercial businesses, academic institutions, law enforcement and other government agencies. Matt has also served as an Executive Director and board member of multiple Youth Non-Profit organizations. Matt founded Drayton Communications to share his tremendous life story, his experiences, and his leadership knowledge with others. Matt is currently a contributor to Newsweek and was featured and has shared his insights with major media outlets throughout the United States. Matt is a member of the National Speakers Association. https://mattdrayton.com/ https://youtu.be/nkYSM7v8Sj4 https://influencers.truefanz.com/richlamonica --- Send in a voice message: https://anchor.fm/richard-lamonica/message Support this podcast: https://anchor.fm/richard-lamonica/support

In this special SWE Diverse Episode, Anne Perusek, Director of Editorial and Publications for the Society of Women Engineers, hosts a round table discussion with three incredible women - Lauren Stevens, Vice President of Programs, Northrop Grumman Corporation, Anita Bestelmeyer, Senior Director of Corporate Computer-aided engineering at Becton Dickinson and company, and Luciana Taylor, Senior Director of Keysight's Pathwave software solutions. They were all featured in the latest issue of the Society of Women Engineer's magazine in the article, Leadership for a New Resilience.

Bio:Jayton Harps is the President & Chair of the NSBE Professionals - San Diego Chapter. In his role, he oversees activities related to providing services, programs, mentorship, funding, and goals for the Professionals Chapter. Jayton helps establish multiple workshops, sessions, and specialized-knowledge topic discussions for hundreds of engineers in the San Diego community and beyond.Jayton has over 10 years of experience in leadership, management, personal and professional development. Jayton also led a monthly networking event called First Tuesdays, which brought 50+ entrepreneurs, business owners, investors, professionals, and more to share knowledge and venture opportunities. During the day, he geeks out as a Software Integration Engineer II for Northrop Grumman Corporation by performing multiple tasks such as requirement analysis, unit testing, integration and development for the Aeronautics and Space Systems. At night, Jayton is also the CEO of Zero To Necessary, a company that delivers STEM education through DIY home robotic kits to youth in underserved communities. He's mentored, empowered, and inspired 60+ students to build and program their first robot.Jayton's undergrad journey was filled with activities as he was involved with organizations on and off campus at San Diego State University (SDSU). He was Treasurer for the Afrikan Student Union, Secretary for the Beta Gamma Nu Fraternity, and finally President for the National Society of Black Engineers (NSBE). He continued his involvement with NSBE as a professional and held roles such as a STEM GALA coordinator, Communications, Programs director, and Chairmen.Jayton holds a Bachelor's degree in Computer Science at SDSU and a Masters of Science in Management Information Systems from National University and a Masters of Science in Entrepreneurship and Innovation from the University of Southern California.Instrumental to the San Diego Black community, Jayton continues to provide resources, tools, and career opportunities to like-minded individualsConnect with Jayton Harps! Website: www.zerotonecessary.comEmail: ceo@zerotonecessary.comTwitter: https://www.twitter.com/jharps007Facebook: https://www.facebook.com/jayton.harpsInstagram: https://www.instagram.com/jharps07/LinkedIn: https://www.linkedin.com/in/jayton-harps-274b9513/ Booklist:How to Stop Hurting The People Who Love You - https://www.amazon.com/Choices-Program-Stop-Hurting-People/dp/0692722327/ref=sr_1_1?crid=1JC656TJWBIMR&keywords=how+to+stop+hurting+the+people+who+love+you&qid=1642837699&sprefix=how+to+stop+hurting+the+people+who+love+you%2Caps%2C120&sr=8-1 7 Habits of Highly Effective Peoplehttps://www.amazon.com/Habits-Highly-Effective-People-Powerful/dp/1982137274/ref=sr_1_3?crid=1UZFMR1FKMFDW&keywords=7+habits+of+highly+effective+people&qid=1642837744&sprefix=7+hab%2Caps%2C129&sr=8-3 5 Love Languageshttps://www.amazon.com/Five-Love-Languages-Secret-Lasts/dp/B079B7PJMV/ref=sr_1_2?crid=3IO8MNI1DHW65&keywords=5+love+languages+by+gary+chapman&qid=1642837783&sprefix=5+love+languages%2Caps%2C148&sr=8-2 No B.S. Time Management for Entrepreneurs: The Ultimate No-Holds-Barred Kick-Butt Take-No-Prisoners Guide to Time Productivity and Sanityhttps://www.amazon.com/B-S-Time-Management-Entrepreneurs-Take-No-Prisoners/dp/B0812BNW7G/ref=sr_1_1?crid=1QGK9U1K4F0SG&keywords=no+bs+time+management+for+entrepreneurs&qid=1642837814&s=audible&sprefix=no+bs%2Caudible%2C122&sr=1-1  

In today's episode, Bob Couture talks about how he became an unintentional landlord, the advantages and risks of fixing and flipping houses, and changing his community through real estate syndications. Stay connected to learn more tips to diversify your real estate portfolio! Key takeaways to listen for  What to expect when fixing and flipping your first rental property Developing a community into a real estate syndication project  Ways to diversify your real estate investment strategies Is it a good idea to invest in the California market? Challenges of investing in real estate and how to avoid them   About Bob Couture Robert N. Couture (Bob) held positions in public relations, finance, and business administration with top and FORTUNE 500 companies such as Blanc & Otus (a Hill & Knowlton company), Oppenheimer & Company, and Northrop Grumman Corporation. He also retired as an Army Officer after 22 years of service and three overseas deployments. He brings his corporate experience and military dedication to pursue his love for real estate full-time since 2013. Bob is managing partner of CP Property Group, a realty and investment company, with offices in Springfield, Massachusetts, and Hermosa Beach, California. He holds a Massachusetts Real Estate Broker's license as CP Property Group and California Real Estate Salespersons license under Vista Sotheby's International Realty. Bob is the Co-Founder of the Western Mass Real Estate Investor Group. Additionally, he is a partner in Ironsides Property Group, a property management company in Springfield, MA. As an investor himself, Bob has a personal portfolio of over 50 units and has helped clients achieve their real estate goals through apartment syndications, apartment purchases, and/or multifamily/single-family properties. Connect with Bob Website: CP Property Group LinkedIn: Bob Couture Facebook: CP Property Group  Instagram: @bcouture73 Email: bob@cp-propertygroup.com Phone: 310.922.5436   Connect with Us To learn more about partnering with us, visit our website at https://javierhinojo.com/ and www.allstatescapitalgroup.com, or send an email to admin@allstateseg.com.  Sign up to get our Free Apartment Due Diligence Checklist Template and Multifamily Calculator by visiting https://javierhinojo.com/free-tools/. To join Javier's Mastermind, go to https://javierhinojo.com/mastermind/ and to apply to his BDB Mastermind, see https://javierhinojo.com/mastermind/#apply_form and answer the form. Follow Me on Social Media Facebook: Javier A Hinojo Jr. Facebook Group: Billion Dollar Multifamily and Commercial Real Estate YouTube Channel: Javier Hinojo Instagram: @javierhinojojr TikTok: @javierhinojojr Twitter: @JavierHinojoJr

Digital Transformation is creating new business processes, culture, and customer experiences to meet the market requirements. Technology, data, and the cloud are concepts that have come together so that we can tackle information together. A fundamental piece of digital transformation is getting to a point where we share our information and have a framework where it's not just our information, but collective information that is shared by the community. In this episode, podcast host Ken Miller sits with Mr. Ryan Tintner, Vice President of Digital Transformation at Northrop Grumman Corporation. They define what digital transformation means from an industry perspective as they move through the concept of all-domain operations. Ken and Ryan discuss how digital transformation means different things to different missions, and Ryan explains how it helps an organization integrate technology, people, and processes to do everything faster and more effectively. Open systems architecture is an important piece of digital transformation, and this episode expands on what it means in sustainment and the life cycle costs of technology and systems and what it all means for the DoD. Thank you to our episode sponsor, Northrop Grumman Corporation.

In this episode, podcast host Ken Miller sits with Dr. William Conley, Chief Technology Officer at Mercury Systems. Microelectronics hold significant importance to EMSO as it represents the technology backbone of spectrum operations. Ken and Dr. Conley discuss the dynamic ecosystem of the world we live in and the recent changes in the microelectronics supply chain. There is a significant dependency on microelectronics technology and DOD requirement for state-of-the-art microelectronics for the future fight. Dr. Conley explains that the point for DOD is not to make any significant sweeping changes but instead, bring in specialists and system architects that can go through and implement designs in less time. Part of balancing approaches includes investing in innovation, subsidies, and other direct funding to support the ecosystem. Private sector collaborations and policy implementations have a direct impact on the supply chain as well. Lastly, Ken and Dr. Conley discuss the nuances that can lead to ineffective solutions and security vulnerabilities and the implementation of “zero trust” approach to enable the acquisition of assured electronics from untrusted components.To learn more about today's topics or stay updated on the EMSO community, visit our website.Thank you to our episode sponsor, Northrop Grumman Corporation.

In this episode, host Ken Miller sits down with Mr. David Weinberger, author of Everyday Chaos: Technology, Complexity, and How We're Thriving in a New World of Possibility. Ken and David discuss how the Internet and technology is changing the way we do business and live our everyday lives. Specifically, they address how Artificial Intelligence and Machine Learning are leading us to rethink our assumptions and learn to “unanticipate” as we predict, model, and prepare for the future to better understand the world in which we live. This topic holds extraordinary implications and possibilities for the electromagnetic spectrum operations (EMSO) community as we develop new products through open standards, implement new business strategies across our industry, and pursue interoperability for a scale of system optimization we have yet to fully grasp.To learn more about today's topics or to stay updated on the EMSO community, visit our website.Thank you to our episode sponsor, Northrop Grumman Corporation.

In this episode, podcast host Ken Miller sits with Mr. David Tremper, the Director of Electronic Warfare and the Office of the Undersecretary of Defense for Acquisition and Sustainment. Ken and David discuss the acquisition of new EW capabilities across the military services in the FY 2022 Defense Budget, the growing emphasis on EMS Survivability, and the rise of collaborative systems using artificial intelligence and machine learning, and how these new systems are shaping our ability to achieve EMS superiority.  To learn more about today's topics or to stay updated on EMSO and EW developments, visit our website.Thank you to our episode sponsor, Northrop Grumman Corporation.

Open systems architecture is changing the defense electronics market and business dynamics of the Department of Defense (DOD). Advancing software and hardware standards across DOD and military services is leading us to rethink the bridge that connects research & engineering (R&E) to acquisition. But challenges exist, including intellectual property rights, conformance, and architectural constraints early in development.  In this episode, Host Ken Miller is joined by Mr. Rodger Hosking from Mercury Systems and leader in the Sensor Open System Architecture (SOSA) Consortium; and Mr. Patrick Collier from the Aspen Consulting Group. We discuss these issues and challenges as DOD is set to release new standards later this summer. To learn more about today's topics or to stay updated on EMSO and EW developments, visit our website.The AOC thanks Northrop Grumman Corporation for sponsoring this episode.

In this episode, we're exploring the complex implementation  of the Pentagon's Joint All Domain Command and Control (JADC2) vision and its impact on electromagnetic spectrum operations (EMSO). We're joined by Brigadier General Charles R. “Rob” Parker,  Deputy Director J6 of The Joint Staff. Together, Host Ken Miller and Brigadier General Parker discuss the five key lines of effort and how they will transform the way we fight and win in future combat; the roles of artificial intelligence and machine learning in the evolution of decision-making across dimensions of C2; and how important JADC2 initiatives are addressed in the defense budget in FY 2022 and beyond. Brigadier General Parker helps us understand the challenges and opportunities the Pentagon faces as it pursues ADC2 as it advances the JADC2 mission.To learn more about today's topics or to stay updated on EMSO and EW developments, visit our homepage.The AOC thanks Northrop Grumman Corporation for sponsoring this episode.

In this episode, we continue our series on the role of Electromagnetic Spectrum Operations (EMSO) in Joint All-Domain Command and Control (JADC2). Host Ken Miller sits down with Jim Conroy of Northrop Grumman Corporation for an industry perspective on delivering capabilities that meet JADC2 requirements for speed, compatibility and commonality. Then, Ken is joined by Mr. Patrick Flood, Senior National Security Policy Advisor for Congressman Don Bacon (NE-02), a staff lead for the congressional Electromagnetic Warfare Working Group (EWWG).To learn more about today's topics or to stay updated on EMSO and EW developments, visit our homepage.The AOC thanks Northrop Grumman Corporation for sponsoring this episode.

Today, we explore the role of Congress in advancing Electromagnetic Spectrum Operations with Rep. James Langevin. Representative Langevin is Chair of the House Armed Services Subcommittee on Cyber Innovative Technologies and Information Systems (CITI). Ken Miller and Rep. Langevin specifically discuss the priority issues of the subcommittee and prospects for the Fiscal Year 2022 National Defense Authorization Act. To learn more about today's topics or to stay updated on EMSO and EW developments, visit our website.The AOC thanks Northrop Grumman Corporation for sponsoring this episode.

JADC2 is a vision to connect all military sensors into a single network. It is designed to give a situational awareness picture across every area of responsibility  for Combatant Command leaders and senior Department of Defense officials. But the question is, how will these various systems and activities across all military services come together in a compatible network? In this episode, we speak with Mr. Steven “Tango” Tourangeau, Dean of the new Reginald Victor Jones Institute on Electromagnetic Spectrum Operations.Ken and Tango discuss the challenge of fusing sensor data across weapons systems, the role of electromagnetic spectrum operations as the “backbone” of the JADC2 mission, and how artificial intelligence/machine learning (AI/ML) are changing discussion on the line between intelligence and operations. To learn more about today's topics or to stay updated on EMSO and EW developments, visit our homepage.AOC thanks Northrop Grumman Corporation for sponsoring this episode.

Electromagnetic spectrum operations (EMSO) is rapidly changing the way we think about modern warfare. Too often, EMSO is placed on the back burner and only thought of until a crisis arises. This forces leaders to scramble to find solutions for achieving an advantage. We need a proactive approach that provides our warfighters what they need today and anticipates what they need tomorrow. Is EMSO on the right path? We answer this in today's episode with John Knowles, editor of the Journal of Electromagnetic Dominance (JED). Ken and John discuss the biggest developments in EMSO over the past year, from new joint doctrine to a unified strategy to greater oversight by Congress. To learn more about today's topics or to stay updated on EMSO developments, visit our website. Thank you to our episode sponsor, Northrop Grumman Corporation.

The guys sit down with Wes and Natalie Bush. Wes is the former CEO and current chairman of the Northrop Grumman Corporation. His wife, Natalie, is a longtime nurse and board member at West Virginia University and Johns Hopkins University. They talk about everything from technology, space, COVID-19, mental health, engineering, robotics, ethics, values, West Virginia and more!

This episode features award winning author, Daniel C Lorti.With an Air Force background and as an international arms broker and aerospace engineer specialising in sensors, weapons and intelligence, Daniel was also Chief Radar Engineer for the Northrop Grumman Corporation as well as serving on President Clinton's 20 member committee for Trade and Industry in Northern Ireland.Daniel tells us how his expansive former career inspired the writing of his outstanding suspense thriller novel, The Missing Factor. Subsequent novels include, The Business End as well as a romantic fantasy, The Mulligan and the historical fiction novel, The Avignon Legacy.In this episode Daniel also explains his writing process and how to construct a novel using imagination and, 'what if'? scenarios.Links;https://danielclorti.com/https://www.facebook.com/danielclorti/https://loiaconoliteraryagency.com/authors/daniel-c-lorti

In this episode, I had a great conversation with Kymberlee Dwinell, the Director of Diversity and Inclusion for the Northrop Grumman Corporation. Kymberlee and I discussed the impact of inclusion and diversity and belonging initiatives and how they affect collaboration in an organization as large and complex as Northrop Grumman.   Mentioned in this episode: ·        https://www.northropgrumman.com/ (Northrop Grumman Corporation) ·        https://www.cdc.gov/ (Centers for Disease Control and Prevention) ·        https://www.fcc.gov/general/9-1-1-and-e9-1-1-services (911) ·        https://www.flychicago.com/Pages/default.aspx (Chicago O'Hare International Airport) ·        https://www.irs.gov/ (IRS) ·        https://www.northropgrumman.com/what-we-do/air/b-2-stealth-bomber/ (B-2 Stealth Bomber) ·        https://investor.northropgrumman.com/statement-values (Northrop Grumman Statement of Values) ·        https://www.northropgrumman.com/who-we-are/leadership/kathy-warden/ (Kathy J. Warden) ·        https://www.c-span.org/person/?maryrosemccaffrey (Mary Rose McCaffrey)   ---   You can purchase your copy of The Art of Being Indispensable at Work from: ·        https://www.amazon.com/Art-Being-Indispensable-Work-Overcommitment/dp/1633698491/ (Amazon) ·        https://www.barnesandnoble.com/w/the-art-of-being-indispensable-at-work-bruce-tulgan/1135022362?ean=9781633698499 (Barnes & Noble) ·        https://www.indiebound.org/book/9781633698499 (Indiebound)   For bulk orders, contact us at: mail@rainmakerthinking.com   Follow Bruce on social media: ·        https://twitter.com/BruceTulgan (Twitter) ·        https://www.linkedin.com/in/brucetulganrmt/ (LinkedIn) ·        https://www.facebook.com/bruce.tulganRMT/ (Facebook)   Learn more about RainmakerThinking at our website: https://rainmakerthinking.com/ (rainmakerthinking.com)

As we seek to rebuild our staff in the midst of the pandemic, many different questions come up about re-hiring, deciding who not to bring back, how to decide who to promote, and generally how do we do this in a way that is good for everyone involved. It is not enamors easy task but today we are going to gain a lot of clarity about these topics and more as we talk with the always insightful, Dave Stachowiak. Dave founded Coaching for Leaders in 2011. Since them the podcast has been downloaded 12 million times and is consistently ranked as the #1 podcast in business, coaching, and management. Dave was named in Forbes as one of the 25 Professional Networking Experts to Watch in 2015 and has also been featured in U.S. News & World Report.  He previously served as Senior Vice President with Dale Carnegie of Southern Los Angeles and led training programs for top organizations like the Northrop Grumman Corporation, The United States Air Force, the Boeing Company, and the University of California system. In our conversation today we will cover: Why it is an employers market Making smart hiring decisions  The consequences of poor staff placement Longterm thinking vs rushed hiring Assessing readiness  Adjusting our decision mindset Job Descriptions Choosing the right person for the role Immediate steps to take in the right direction Links: www.coachingforleaders.com   Dave's past KTTS episodes: 184 : Making Great Business Decisions w/ Dave Stachowiak 025 : Mastering the Art of Training w/ Dave Stachowiak   My past episodes on Dave's show: How to Lead Part-Time Staff 415: Employee Retention in Small Business, with Chris Deferio   Related episodes: 172 : Why Tracking Performance is a Must! 074 : The Life Changing Power of Good Authority w/ Jonathan Raymond 028 : Why it’s Ok to be the Boss w/ Bruce Tulgan : A guide to defining and fighting the under management epidemic in your cafe so you can be the manager your staff need    The BEST in commercial coffee equipment! www.prima-coffee.com/keys   Want the best plant based beverage for your coffee drinks? www.pacificfoods.com/food-service        

BEYA 2020   "Young, Gifted and Black" (Presented by Northrop Grumman Corporation)   Daniel Scott - Sector Vice President of Enterprise Services and Chief Information Officer Deshawn Brown - Systems Engineer, Mission Systems Sector Farai Chidembo - Cyber Systems Engineer, Aeronautics Sector Dr. Monique Farrell - Materials Process Engineer, Mission Systems Sector Vincent Poteat - Systems Engineer, Mission Systems Sector Sam Williams - Mechanical Engineer, Aeronautics Systems   Innovative excellence aptly describes Northrop Grumman's technical talent.  Their experience, skills, cultural background, natural curiosity and willingness to always learn more makes Northrop Grumman the industry leader it is today.  These participants in this Signature Seminar will tell about their aspirations, journeys and achievements as they have made a place for themselves in their respective fields.  Their stories are deeply woven into their community and organization involvement.  They seek to inspire the next generation of engineers and other STEM talent.

Northrop Grumman is making headway on its goal of locally manufacturing all assets of its unmanned minehunting system AQS-24B for use within Australia. Tune in to this episode of Defence Connect Podcast with host Phil Tarrant to hear from the company's director of international mine warfare programs, Gene Cumm, on its accomplishments over the past year. Cumm reveals the finer details of the AQS-24B platform, how Northrop Grumman was involved in Australian mine warfare Exercise Dugong, and which manufacturer received the organisation's first Australian purchase order. He also delves into how successful the platform has been in servicing the US Navy, the attitudes of the US defence sector towards Australian manufacturers, and how he predicts the program will develop within the next year. Enjoy the podcast, The Defence Connect team

The Utah Governor’s Office of Economic Development has announced that Northrop Grumman Corporation intends to expand operations in Weber County. The expansion is expected to create up to 2,250 jobs in the next 20 years. 

Dave Stachowiak founded Coaching for Leaders in 2011. He was named in Forbes as one of the 25 Professional Networking Experts to Watch in 2015 and has been featured in U.S. News & World Report.  He previously served as Senior Vice President with Dale Carnegie of Southern Los Angeles and led training programs for top organizations like the Northrop Grumman Corporation, The United States Air Force, the Boeing Company, and the University of California system. During his tenure at Dale Carnegie, I was recognized multiple times with international business awards. His credentials include a doctoral degree in organizational leadership from Pepperdine University, a certificated facilitator with Dale Carnegie, and a Coach U graduate. He's taught years of graduate courses in leadership and education at Vanguard University and serves on the board of the Global Center for Women & Justice. He also co-hosts the Ending Human Trafficking podcast with his friend Sandie Morgan.

Judy Perry Martinez is a lawyer who has made public service a part of her career from the start. She continues that legacy in August as she assumes the presidency of the 400,000-member American Bar Association during its annual meeting in San Francisco. On this episode of LawNext, Martinez joins host Bob Ambrogi for a wide-ranging discussion of the challenges and opportunities facing the ABA and the profession at large.  Over more than 30 years, Martinez has held various leadership positions at the ABA, including as chair of the ABA Presidential Commission on the Future of Legal Services, which three years ago released it seminal study on access to legal services, Report on the Future of Legal Services in the United States. Martinez also chaired the ABA’s Standing Committee on the Federal Judiciary, which evaluates all prospective nominees to the federal bench.  Other roles in which she has served include as the ABA’s lead representative to the United Nations, a member of the ABA Task Force on Building Public Trust in the American Justice System, a member of the ABA Commission on Women in the Profession, a member of the Council of the ABA Center on Diversity, and a member of the ABA Commission on Domestic Violence. She spent much of her career at the law firm Simon, Peragine, Smith & Redfearn in New Orleans, where she is of counsel. In 2003, she joined Northrop Grumman Corporation as assistant general counsel-litigation, eventually rising to become vice president and chief compliance officer before leaving in 2015 to spend a year at the Advanced Leadership Institute at Harvard University. NEW: We are now on Patreon! Subscribe to our page to be able to access show transcripts, or to submit a question for our guests. Comment on this show: Record a voice comment on your mobile phone and send it to info@lawnext.com.

In this episode of the Defence Connect Podcast, host Phil Tarrant is joined by the director of international mine warfare programs at Northrop Grumman Corporation, Gene Cumm, to discuss how they are aiding the development of an autonomous future for the minehunting sector. Cumm will define minehunting versus minesweeping, discuss the transition into an autonomous minehunting model that Northrop Grumman is currently implementing, and analyse its effectiveness compared with a more traditional method. With the shift to an autonomous system having faced some challenges, Cumm will reveal how the company’s work with the Autonomous Warrior program last year has attracted an influx of interest from defence partners, how the technology is being shaped, and the opportunities available to SMEs should the Australian Defence Force implement the demonstrated technology. Finally, Cumm will discuss the upcoming demonstrations in the Queensland area that Northrop Grumman will be involved in, and share his thoughts on the benefit of defence personnel seeing the system operate in their navy’s own waters. Enjoy the podcast, The Defence Connect team

We are honoring William “Bill” Colwell with a teleforum on a topic we know he would love – the President’s power to approve – and revoke – security clearances. We will discuss recent media accounts of the President reportedly ordering the revocation of clearances of former government officials and insisting on other clearances being granted over the objections of senior government personnel. We will also – in true Federalist fashion – examine the historical wellsprings of each branch of government’s power to act within this realm. It is time to take a closer look at whether there are any practical limits on the Executive’s discretion, and whether Congress can and should play a stronger role. Bill Colwell was a great patriot and friend to many of us in the Federalist Society, and a pillar within the Washington D.C. legal community, but his appeal was by no means limited to one side of the aisle or to people with whom he agreed. As one recent description phrased it, Bill was “a beautiful mind of insatiable curiosity and creativity, a comedian who made us laugh until tears rolled down our faces, chef and mixologist par excellence.” Bill, a devoted and loving husband and father, was a man of great faith. Bill was Assistant General Counsel and Corporate Director of the Northrop Grumman Corporation. Prior to that, he was employed at The Boeing Company and Wiley, Rein & Fielding LLP. He served in the United States Navy as a nuclear submarine officer on the USS Hampton, where he received numerous awards. A nationally recognized expert in government contracts, Bill frequently spoke and published on procurement issues. He served on the Board of the Federal Circuit Bar Association, chaired the Legal Committee of the National Defense Industrial Association, and recently received the 2018 NDIA Howard H. Cork Memorial Award for exceptional service to NDIA and the defense industry. But beyond all professional interests, Bill loved his family and is mourned by his wife, Robin, their twin daughters and their extended families. Featuring: Opening Remarks: Paul Khoury, Partner, Wiley Rein LLPProf. Dakota S. Rudesill, Assistant Professor, Moritz College of Law, The Ohio State University. Prof. Robert F. Turner, Professor, General Faculty, and Distinguished Fellow and Associate Director, Center for National Security Law, University of VirginiaModerator: Hartmann Young, Senior Counsel, Government Business, GE Aviation Teleforum calls are open to all dues paying members of the Federalist Society. To become a member, sign up on our website. As a member, you should receive email announcements of upcoming Teleforum calls which contain the conference call phone number. If you are not receiving those email announcements, please contact us at 202-822-8138.

We are honoring William “Bill” Colwell with a teleforum on a topic we know he would love – the President’s power to approve – and revoke – security clearances. We will discuss recent media accounts of the President reportedly ordering the revocation of clearances of former government officials and insisting on other clearances being granted over the objections of senior government personnel. We will also – in true Federalist fashion – examine the historical wellsprings of each branch of government’s power to act within this realm. It is time to take a closer look at whether there are any practical limits on the Executive’s discretion, and whether Congress can and should play a stronger role. Bill Colwell was a great patriot and friend to many of us in the Federalist Society, and a pillar within the Washington D.C. legal community, but his appeal was by no means limited to one side of the aisle or to people with whom he agreed. As one recent description phrased it, Bill was “a beautiful mind of insatiable curiosity and creativity, a comedian who made us laugh until tears rolled down our faces, chef and mixologist par excellence.” Bill, a devoted and loving husband and father, was a man of great faith. Bill was Assistant General Counsel and Corporate Director of the Northrop Grumman Corporation. Prior to that, he was employed at The Boeing Company and Wiley, Rein & Fielding LLP. He served in the United States Navy as a nuclear submarine officer on the USS Hampton, where he received numerous awards. A nationally recognized expert in government contracts, Bill frequently spoke and published on procurement issues. He served on the Board of the Federal Circuit Bar Association, chaired the Legal Committee of the National Defense Industrial Association, and recently received the 2018 NDIA Howard H. Cork Memorial Award for exceptional service to NDIA and the defense industry. But beyond all professional interests, Bill loved his family and is mourned by his wife, Robin, their twin daughters and their extended families. Featuring: Opening Remarks: Paul Khoury, Partner, Wiley Rein LLPProf. Dakota S. Rudesill, Assistant Professor, Moritz College of Law, The Ohio State University. Prof. Robert F. Turner, Professor, General Faculty, and Distinguished Fellow and Associate Director, Center for National Security Law, University of VirginiaModerator: Hartmann Young, Senior Counsel, Government Business, GE Aviation Teleforum calls are open to all dues paying members of the Federalist Society. To become a member, sign up on our website. As a member, you should receive email announcements of upcoming Teleforum calls which contain the conference call phone number. If you are not receiving those email announcements, please contact us at 202-822-8138.

"Senior Leadership is dying for someone to pick up the ball and solve a problem" Dave Stachowiack founded Coaching for Leaders in 2011. He was named in Forbes as one of the 25 Professional Networking Experts to Watch in 2015 and have also been featured in U.S. News & World Report. He has been at the intersection of business and education throughout his career. Dave is a Senior Vice President with Dale Carnegie of Southern Los Angeles and has led training programs for top organizations like the Northrop Grumman Corporation, US Air Force, Boeing, and University of California. "You can have everything in life that you want, if you will just help others get what they want" Dave has been recognized multiple times with international business awards by Dale Carnegie Training. His credentials include a doctoral degree in organizational leadership from Pepperdine University, certificated facilitator with Dale Carnegie, and a Coach U graduate. He has taught years of graduate courses in leadership and education at Vanguard University and serves on the board of the Global Center for Women & Justice. He is also co-hosts the Ending Human Trafficking podcast. LINKS Dave on LinkedIn linkedin.com/in/davestachowiak Dave on Twitter https://twitter.com/DaveStachowiak Coaching For Leaders Website coachingforleaders.com

Overcast Link.  My Guest this week is Mason Peck, Professor of Aerospace and Systems engineering at Cornell University and former Chief Technologist at NASA. Previously Mason was a was a Principal Fellow at Honeywell Aerospace and has an extremely colorful history we get into during the podcast. The topic of this conversation is how NASA works, alternatives to the current innovation ecosystem - like crowdsourcing and philanthropy, and also the interplay between government, academia, and private industry. Key Takeaways You can have an organization full of smart motivated people that doesn't produce great results if all the incentives are set up to avoid risk. There's been a shift in where different parts of the innovation pipeline happen. More has shifted universities and startups from larger companies and the government but the systems of support haven't caught up. Taking a portfolio approach to technology and innovation is a powerful concept that we don't think about enough. Links Mason’s Lab (Space System Design Studio) Website Mason on Twitter (@spacecraftlab) The Office of the Chief Technologist at NASA NIAC (NASA Innovative Advanced Concepts Directorate) Breakthrough Starshot Mars One Transcript   Intro   [00:00:00] This podcast I talk to Mason Peck about NASA alternatives to the current Innovation ecosystem like crowdsourcing and philanthropy and also the interplay between government Academia and Private Industry. Officially Mason is a professor of Aerospace and systems engineering at Cornell University, but I think of him as Cornell space exploration guy. He's done research on everything from doing construction in space using superconductors to making spacecraft that can fit in the palm of your hand and cost cents instead of millions of dollars from 2011 to 2013. He served as NASA's Chief technologist. Don't worry. We'll get into what that means in the podcast before becoming a professor.   What is a Chief Technologist   Ben: You spent several years as the chief technologist at Nasa. Can you explain for us what the chief technologist at Nasa actually does. I think that it's a usual role that many people have not heard of. Mason: Sure, NASA's [00:01:00] Chief technologist sets strategy and priorities for NASA's. Let's call them technology Investments. It's helpful to think of it in investment context because it really is that you know, what you're doing is spending money taxpayer money. You want to be a responsible Steward of that money. You're spending that money on. Something like a bet that you hope will pay off in the future. So taking a portfolio approach that problem probably makes sense. At least it made sense to me. I was the chief technologist for NASA for the over two years started in the end of 2011 and continued to little bit into 2014, but mostly it was the two years 2012-2013. And I may just offer it was a wonderful time to be doing that difficult from the standpoint of the budget. There are a lot of challenges at that time budgetarily, but good from the standpoint of lots of great support from the White House the office of Science and Technology policy when I was there was particularly aggressive and committed and [00:02:00] passionate about doing what they thought was the best for the nation and the just the degree of energy and expertise some of those people made it a wonderful ecosystem to work in.   How long term were bets?   Ben: Awesome, and going off of that portfolio approach with the bats.  how long term were those bets? Like what was the the time scale on them? Mason: In the portfolio approach that we tried to? Take some of those bets were the long game. I suppose, you know, 20 years out. There was a program known as NIAC Nayak the NASA Innovative advanced concepts program, which placed bets on to keep using this metaphor. Ideas that probably would pay off in a couple of decades. And by the way, that seems like a hopelessly long time but for spacecraft that's maybe a generation of spacecraft. In fact spacecraft Generations in technological sense almost mirrors the human Generations, if you think of a human generation being 20 years, you could [00:03:00] probably look across the history of space technology. In spot these Rafi 20-year slices where things seem to happen. So some of the investors are definitely 20 years plus others, whereas near term as possible, but it's not just the the duration of time that is how long it would take for these Investments to pay off. It was also about the type of investment that is the ways in which technology was done.   Different types of tech investment   So, If I can go on about that briefly the me, please you say that it's one thing to as one thing to solicit ideas from the traditional offers of technology or DARPA calls the performers, you know, you go to a Lockheed Martin or university what I've Cornell University of just for one example, you go to university and you ask for a certain result and then they can probably deliver that kind of result. There's all the non-traditional offers. For example, when the NASA we would start these challenges or competitions. [00:04:00] The idea was to bring in non-traditional providers people who normally wouldn't have bothered or even have been considered qualified to solve a NASA problem, but through a challenge like a coding challenge a hackathon or maybe a more substantial dollar amount. Prize offered a million dollars for electric aircraft or something through that mechanism you bringing different kinds of people to solve the problem and that's not only the other that's not the only other dimension. Another dimension is whether the problem you're solving is something that is a known problem or something you feel like if you build it they will come. Either that freezes the death to death to investment, right if you say something like I've got this great idea but no one's asking for a right now, but trust me if we build it somebody it will buy it that is not what a venture capitalist for example wants to hear right? However. It is a distinct type of futurism, right?   Mission Pull vs Mission Push   There's what we call pull and push Mission pull refers to [00:05:00] when we have a mission that NASA let's say returning samples from the surface of Mars or sending humans to a distant star. I mean, these are not necessarily necessary. What's this if they are then? The Jews demand certain technological solutions certain Innovations, or if you come up with idea that no one's asking for is their value in that and I'll give you the example of a say spacecraft that are the size of your fingernail right now. You probably know been that this is a topic we were working out of Cornell. I guarantee you no one's asking for that. I can prove that by virtue of how many proposals have been turned down. The basic fact is there are uses for this now. Maybe there aren't enough that are compelling and I'll accept that but the reason no one's asking is because no one knows it can exist and that's not a reason to say no, so. Again, think of the mission pull versus what we call technology push direction if we can come up with a solution that people maybe could use [00:06:00] a little value in working on that think of the dimension. As I said before of different kinds of offers. What are the sources for technology and then of course, there's the timeframe Dimension. So there's at least three dimensions that you might think of for the. Portfolio of Technology Investments That least we took it to kind of NASA and that maybe helps other environments to   Non-traditional vs Traditional Offers   Ben: yeah,  are there some good examples of  non-traditional offers really succeeding where the traditional offers did not. Mason: Yes, two ways to answer that one is for some problems. They are simply not profitable for a lot of companies even as an example. I major company might spend a hundred thousand to maybe over a billion dollars, maybe multiple millions of dollars. Just writing the proposal to a government agency do some work and it's not at all an exaggeration. You know, that's really not the [00:07:00] case. Where a small mom-and-pop company. But for larger companies, I see a Honeywell or a Boeing or Lockheed or some other defense kind tractor, you know for sure they spend that kind of money. So the and that's the total money. They spend let alone The Profit they might get in that which is maybe on the order of 10% or something. So you got to really want. To do this work to invest the money for a proposal into it and something at the scale of I mentioned Nayak before right the NASA innovated the best huh something that small it's simply not worth large company writing a proposal that they're not going to get there not even get the cost of proposal back probably now there may be other reasons, but let's let's give me those for a second. Let's think about the the other way of answering that question. What am I people who just want to work with NASA? There are people out there that are passionate. About what NASA doesn't and you do you'll be hard pressed by the way to find other government agencies and probably even other businesses with the brand loyalty if you like or their reputation that in Mass it has yeah, so I'll [00:08:00] give you the example of Tom ditto titl was his last name. He's got had a couple of Nyack Awards over the years. The first one was I think in 2005 ish? He had this brilliant idea for a new kind of spectrometer. And for your I know you probably know but not everyone knows this spectrometer is a device that looks at it a light and finds out what colors it is. And I'm looking at the Spectrum of a let's say reflected light off of a rock or something will tell you about its chemical may make up so spectrometers the useful thing for astronomy. Well, Tom didn't came up with the idea of using diffraction grating. It's that that colorful rainbow mirror looking stuff. There was all the rage in the 1970s. So but he had a way of using that to make a spectrometer and he would have been a very long spectrometer. In fact, maybe even on the surface of the Moon a super long kilometers long spectrometer arguably a crazy idea, but absolutely brilliant and solve the problem, but NASA didn't even know it needed to solve. Once against problem [00:09:00] that no Lockheed would propose but a Tom ditto would so Tom just wanted to work on this and he had a passion for it. He solved the problem and that was a cool example, and there's others just like it's so in an environment where you have Innovation where people can. Contribute, I guess I'll stay out of the goodness of their heart or because I like the idea of the challenge or maybe even for relatively small price. You'll get different kinds of solutions and that's an interesting possibility.   What would you do to unlock grassroots innovators?   Ben: how would you encourage that even further? So  say you you control the entire United States government?  what would you do Beyond Nyack anything to sort of unlock those people? Mason: To clarify for your listeners. I have no plans to take over the government. Yes. I'm willing if someone like to offer me the job, but that's not my forte. Well, so again, I let me let me go back to the example of prizes and challenges. This is a big deal with in the Obama Administration. [00:10:00] They were faced with this awkward problem of having lots of great ideas and basically no money to work within a Congress that was not supportive. (Prizes and Challenges) So what do you do? Well, you open up these opportunities to the nation maybe even to the world. So if you can come up with an away with a way of articulating the value of contributing, you know again in a way that makes the public or maybe just a few individuals wants to help. Depend on that altruistic nature that some people have that's when we dissolve a problem because it doesn't work in all cases. So rather than just offering a challenge where if you do it you get a medal. What about offering a prize prize competitions are interesting because first of all the the organization that offers the price doesn't necessarily spend money until they get a result. For example, the the orteig prize remember this one. This was the one that encouraged transatlantic flight. Yes. So, you know that that's one way to go. A $20,000 prize and [00:11:00] then you win it and you pay off your mortgage there have been others. Like I birthed an said that building the gossamer Albatross was away from to pay off his mortgage. And so there are there are some folks who are motivated by the prospect of a prize and again from for the funders perspective from a funding perspective. You're not going to pay until and unless you can get the solution you want. So that's interesting the other interesting feature about crowdsourcing a solution like that is you might get. People applying to solve your problem and you get the best one out of a thousand compare that to a typical again since we're talking Aerospace a typical Aerospace Contracting opportunity. You'll probably get responses that say NASA would offer millions of dollars for a new rocket. You're going to get doesn't maybe responses to that of which a half dozen maybe will be credible and it's going to be The Usual Suspects. It'll be it'll be Boeing and Lockheed and orbital sciences and maybe a few others well. What if that one in a thousand Solutions the one you really want offering an [00:12:00] opportunity that solicits such a large number of potential inputs really allows you to pick that best one the again the 2 Sigma 3 Sigma Solution which is kind of exciting possibility. So that's another way to go.   How do you pull out good ideas when they take resources?     Ben: to Riff on  that how other good ways of. Judging a solution before it requires a large amount of investment. So with this Crown funny I can imagine that it would get a lot of people. With ideas and you'd be able to go through the ideas and if there's one that immediately stands out as better than the rest or  is very clearly feasible often with things. You don't actually know if it's a good idea until you've tested it and you poured some resources into it and people might not have those. So is there any trick to  pulling out those ideas? Mason: One interesting interesting fact [00:13:00] about prize competitions is pretty clearly. You have to pitch it at the right dollar amount, you know after ten bucks, you're not going to get in. This is really what you want a prize where the prize might be the say 20 billion dollars the investment necessary to. That twenty billion dollars might be so prohibitive that you're only going to get a few players and once again, probably the usual suspects right? For instance. Let's say that we offered twenty billion dollars for whoever first built at the hotel on the moon. Okay, it sounds like an interesting idea maybe but to develop that infrastructure that capability is going to cost billions begin with and and maybe someone will win the 20 billion dollar Enterprise, but I really need to get what you want. So first of all the the scale of the prize. Matters, but let me go back to this portfolio idea we were talking about before if you have the freedom to manage a portfolio of Technology investment your opportunity then is to think about those high-risk investments. Just the way you would have to say in your own eventual portfolio think about high risk Investments as a way to pick winners [00:14:00] you invest a little bit the high-risk stuff across the large board and maybe a few of them. But you have to be winners. Well, then maybe you go investible bit more in those and soon as saying the case of Nayak, right? And let's say that we like to Tom Dittos spectrometer so much that the $100,000 that he got for building this which is not peanuts by the way, but it's still small from Aerospace perspective that hundred thousand dollars a small investment. But in a subsequent phase maybe he gets ten times that amount of money maybe he starts a small company. I think he is company something like ditto tool and die company or something like this maybe ditto Tool company gets a factor of 10 or investment in the in a follow-on phase. In fact, maybe even a subsequent phase could be a hundred times as much. So as time goes on as the maturity of the technology increases as you continually refine the portfolio allowing the failed investment to just sort of Fall by the wayside. You can concentrate on those ones that are [00:15:00] successful which is first of all a reason why you have to invest in some high-risk stuff. You got to take some risks right and then second if you. And if you have a portfolio approach you have the opportunity to use statistics to your benefit. I can let's say if I'm NASA invest in a hundred a crazy ideas every year and if only one or two of them pan out, well, that's great those one or two. Probably something I really care about.   How do you incentivize innovation within NASA?   Ben:  that makes a lot of sense and  in that portfolio. So in a in excellent Financial portfolio, you measure success by how much money you get by your return. There's a number and that's you want to maximize that number that you're getting back NASA's portfolio doesn't quite fit into that. So, how do you how do you measure how well a portfolio is doing? How do you incentivize people? To within NASA to really push the best Innovations forward. [00:16:00] Mason: Yeah several things going on there. First of all, you got to take a look at the organization's culture. You have to take a look at how they respond to Innovation. My experience with NASA is that it's full of brilliant and committed people at the same time. There's a tendency for the younger folks to be very forward-looking and interestingly for the most senior leadership be fairly forward-looking somewhere in the middle. There's a like a lot of problem, but it would have a low spot would have us soft spot where people in more than elsewhere can be. (Risk aversion) Careerist that is the not so willing to take risks. They want to keep their jobs. They want to be seen as effective. And again taking on risks can be not looked upon well that in their opinion. So so that's tricky right here these different populations in any large organization and you got to come up with a way of communicating the value of innovation across the board, right? That's one of the challenges making this sort of thing work. Suppose a lot more that you can see about about culture and I [00:17:00] suppose every culture is a little different but one of those the hardest parts in making Innovation stick is to communicate to folks that it's a permanent solution what I found again using NASA's an example, and I've also work with other companies by the way for which this is true. There's a tendency to think that these technology investment initiatives or this Innovation is initiative is just the flavor of the day, you know, it's it's a it's our flash in the pan or whatever metaphor you like. It's a temporary State of Affairs. So there are people who are afraid if they start to go to heavy toward Innovation and man maybe quit their job of doing program management and study to become a radical innovator. That whatever leadership has been pushing that is going to disappear eventually and it'll go back to business as usual and then they'll be left without a job. Right? So there's risk seen in this process of taking an innovation because you not so sure how permanent is going to be. So, you know, how do you Embrace that problem as someone trying to effect change just [00:18:00] promising it's not going to go away probably won't convince folks. They've been around long enough. It's in your organization's happen. They've seen issues come and go how do you convince them? So I wish I had an answer to that other than to say that it's only through longevity of an innovation process that people really start to embrace it and what I'm talking about when I say longevity. I mean really on the order of five plus years you really would like to have almost a generation of folks grow up in an environment where that Innovation is taken to be the order of the day.   Strengths and Weaknesses of each sector   Ben:  something like that. I've I don't have an answer to but that I see consistently is that there are these these timescale mismatches where people's careers are sort of judged in maybe two to five year segments where if you nothing's happened in the past two to five years. People are like well, what are you what are you doing? And then the really the the Innovations take something like. You know seven to 10 years to to really mature so it's very [00:19:00] hard to align those incentives and I'm just always always looking for answers around that. I you mentioned that you've seen this at a bunch of different organizations  you've literally been in every every sector right you've been in Industry. You've been in Academia you've been in government. Do you have any sense of what role each of them should ideally occupy in an innovation ecosystem and what strengths and weaknesses each has. Mason:  That's a wonderful question and probably beyond my Ken but I will I will offer for those of your listeners and you as well who want to go back rewind a little bit to the World War II time frame thinking about this fellow named vannevar Bush and then you've probably encountered thanks to him and his Innovations we have what we have now where [00:20:00] universities take on what we call fundamental research which combines both basic and applied research and then come. The government take on the next step which is implementation in to say potentially demonstration or something operational system. This is at least the way it's shaking out maybe the original town with a bit different but that's kind of how it shakes it out and people are fond of pointing to this Gap or this where they call it the. This Chasm between the Innovation that happens in universities and then the need for near term profit making investments in companies or low-risk politically safe Investments of the level of the government. There's a gap in their right and how do you feel that Gap? There are organizations like DARPA the defense Advanced research projects agency that are meant to fill that Gap and their NASA. We try creating programs that would fill that Gap and not surprisingly. There are there are still problems with that. So. We think of universities think of companies think of government that are clearly different motivations that drive each one of these. [00:21:00] I wonder if there isn't a different motivation entirely that might be more Global more Universal at the moment. We don't have it if we were ever. Oh, I don't know set upon by an alien horde we might pull together as a as a nation as a world and in all contribute a little bit differently to the way things are going but at the moment without any obvious. I'm cataclysm on the horizon and some might argue about climate change for the say we don't all agree that there's a cataclysm on Horizon. We're in these silos. So universities we innovate in a certain way. We innovate at the level of again. I'll call it basic and applied research. The government innovated the level when it works. Well policy when it doesn't work. Well the government tries to solve its own problems using its own expertise really really in my opinion. They should be going outside for that expertise and businesses solve problems in a way that maximizes shareholder value probably in the relatively near term. These are all I mean perfectly successful ways of pulling on [00:22:00] Innovation, but they're not the same. And they do lead to very idiosyncratic Solutions. Again. The question is isn't there something more General and broader. What do you think?   What's the correct system?   Ben: I would have I think I mean, I definitely you're the one being interviewed but I think that there's you've completely identified that Gap and I think that in my mind there's what it should really be is. Sort of a pipeline and that looking at what needs to be done and who is best incentivised to do it. So for example, the. It's stuff where there's this very long long time Horizon uncertain outcomes sort of like big our research would come from universities with some light support from the government. But then as soon as that needed to be pulled together into something that required a lot of [00:23:00] coordination and a lot of money then perhaps the government or a company would come in depending on. What the real outcome would be but you know if I had a real and like the whole point of all of this is to try to figure out a real answer. I don't have a good one at the moment. (Shift in funding methods) Mason: Yes, happy birthday thinking about this other thing. I guess I could offer is the way we fund research in this country has as changed over the years there was a time and it might surprise some of your listeners to think about this there was a time when as a university researcher. You probably didn't write any Grant proposals or if you did it was one every few years. These days most people in say my position where I'm working at a well-regarded research-intensive university. I write 10 to 20 individual research proposals a year of which a small faction or funded is probably less than 10% or funded. And I think I'm actually doing pretty [00:24:00] well frankly for that ten percent. There are folks who go years without getting any of proposal from the despite submitting hundreds of Grant proposals for the amount of time involved in writing these proposals. It's worse and worse every year the money gets Tighter and Tighter and you know, what do you do one answer is that we've. We've morphed toward this model and maybe it's not what we all want what we have right now in a previous age where the government more directly supported universities where research was done regardless of funding you got different outcomes, but that was a relatively short period of time in our in our history. If you go back a little farther this a 19th century before for the most part research was done either by the independently wealthy or by people with some kind of philanthropic back. You know the prince of some new name your favorite to European potentate, the I the prince of whatever would would fund your research into discovering new molecules. And that was just the way it worked. Yeah. So these models have changed [00:25:00] radically over the years and interesting question is where this might go if in fact something like crowdsourcing or. The ubiquity of information and access to it through the internet really matures to inform how we do research. I do not know what the future holds. I know you've been thinking about the sorts of things in the past. Yeah, but it's interesting question. But what this looks like what the research infrastructure or ecosystem looks like when we can vote up or down a good research projects. Or maybe when crowdfunding can be the basis for what research gets undertaken may not be good. But it's another way to do it.   How good is crowdfunding   Ben: Would you trust a large population of people to be able to. Would you trust them to allocate research dollars?  I ask this based on the fact that you see a lot of these articles shouting an outrage that the government is funding someone to I don't know like walk around [00:26:00] and look at snails or something ridiculous. But then you could make the argument that  well you look at snails enough and then you find this one snail that has some chemical compound that then could be synthesized into medicine.  So would you trust crowdfunding? What would that get become Mason:  I probably wouldn't trust them as far as I can throw them. I guessed another way to think about it is there are I probably would not trust the crowd to vote for one thing. I might be trust them statistically if we could fund many things out of such a population and that's where again the benefit of large numbers comes in. I even though I think that the public generally might get some things wrong from time to time and maybe somewhat credulous and believe strange things on the whole they're strangely predictive. I'll give you another quick story about that please years ago was probably 10 years ago DARPA had this interesting idea. Don't remember exactly who DARPA but isn't. [00:27:00] Dandiya, if you look at how crowd Source information works, it seems surprisingly accurate and predictive. So what if we created a stock market for terrorist attacks, and we had people as actually placed bets on but you know invest in Futures, but. Terrorist attract attack Futures the the outcome would be people voting to maximize their return on their Investments would use all that work release or most information that we know is out there and would identify the most likely terrorist outcomes of those terrorists outcomes associated with say that again that are continually Rising stock something out there. Is motivating people to think that that's like the outcome now to issues, of course number one is incredibly crass and in extremely poor taste to defy such a thing [00:28:00] and. And Interpol was I think a little tone deaf, you know offering that as a project because it was very quickly jumped on by the me. Yeah. I can't believe how horrible these people are really thinking but they're not wrong in that the right kind of crowdsourcing can in fact the almost prescient almost almost. Telepathic or psychic in its ability to predict some things but not all things and that's where I say. You want to have a managed portfolio of this stuff. So every now and then maybe more often than not the crowd will be wrong. But if you give them the chance to run lots of different things, you'll both encourage A diversity of opinion which leads to different kinds of solutions now, that's a good thing and probably a statistical. Draping over all the different possibilities so that eventually the right answer can come out. So I think those two ingredients probably could make it work, but I'm very speculative about this right now. And again the DARPA stories interesting cautionary tale because as soon as that became public it just that went away in a [00:29:00] hurry.   What happened to grants?   Ben:   just to go back you mentioned that until recently people do University Research  only had to write one Grant every few years was that because the great sizes were much larger. Were they getting money from outside sources? Why was that? What changed? Mason: Yeah, that's interesting cause and effect will bit muddled and you can find other people probably better explain this history. But my quick version is something like this the kinds of research that we're done in the University's the kind of research was much more skewed toward the basic end of things pencil and paper theoretical development. And also the let's just be frank we knew less than we know now. So coming up with new stuff is a larger maybe than it was before I know if that's fair but I think that's just some research part of it. Yeah. So well there there you go. So first of all, we were solving different problems right now though. We are taking on a lot of the problems that actually you to be done in Industry. The famous example, of course is Bell [00:30:00] Labs right out of which the transistor came these days. The transistor will be developed within University and to develop a transistor or something analogous to it requires significant infrastructure Investments, not just pencil and paper. So even though the theory behind some conductors came out of University the actual practice of it came out of bell labs and there have been plenty of other examples like this. So I think actually industry has skewed away from doing research. Although there's a bit of emotion back toward it now, but it's nowhere what it used to be and then necessarily universities have taken a non not out of a sense of obligation, but rather because it's you know, there's a void and they rush to fill. But to fill it we need more money. So where does the money come from either comes from profit centers or come from the government with the government reducing tax income and also research investments in trouble for the 1980s. Now there's a new kind of Gap. It's the research Gap. So for the most part Industries not doing it and when University does do it. [00:31:00] It's spending a lot of a server for just bringing the funding. Got it. So you'd also argue probably that the universities are you not the best place for this to be done? You know, there is a lot of my opinion a lot of value in companies developing intellectual property. They keep it to themselves. They can make a profit on it. That's a huge motivator. What we do need a verse These almost exclusively is open. We publish it and basically anyone can pick it up and use it.   What do you think of breakthrough starshot and philanthropy?   Ben:  that makes a lot of sense. You also mentioned that  farther in the past a lot. There was a lot of funding that was being done by wealthy individuals and you're an advisor for breakthrough starshot. I believe which as far as I can tell is almost entirely bankrolled by wealthy individuals it seems like. Breakthrough starshot is sort of something that in the past. We would have expected NASA to do. Do you think that what do you what do you think about this [00:32:00] shift? Do you think that the wealthy individuals are going to start filling in that Gap where the pros and cons there? Mason: Well, first of all, I think that's a lot of what think it's a fact a lot of wealthy people certainly in the US have been filling that Gap. They have been funding a lot of research more than in the past. The the cliche is you start your computer. Can you sell it you make a billion dollars in new investment with that you really care about which is space exploration and that that that pattern has been repeated over and over Elon Musk for sure. Jeff Bezos for blue origin and there's been plenty of examples of this so, I don't know maybe maybe it's more than just a cliche. But anyway the going back to this question of will private individual Step Up. We have to an extent but they all have a certain something in it for [00:33:00] themselves that that was always the case has always been the case for privately funded science. Remember there are foundations. Now that still do fund Sciences. There's not as much there used to be but there are still these foundations, right? So the question is what kind of science do you get when you have a billionaire from to your. There's always going to be some idiosyncrasy associated with it and what we can take the Breakthrough starshot project as an example. Personally. I think it's a fantastic project. And for those of you who don't know the Breakthrough starshot project consists of coming up with a 20-year plan to build a spacecraft that could launch again in 20 years and take maybe 20 years to reach the closest star Proxima Centauri or maybe Alpha Centauri with the goal of returning some science data. Another three or four years after that depending on the light travel time. So that's a long duration project meets almost at the scale of a medieval Cathedral. I doubt that many of us on The Advisory Board will even [00:34:00] be alive to see that data come back if it ever does so it's not dangerous undertaking. It probably makes sense for that reason for it to be privately funded or funded by something like, you know a church, but these days the church does not fund science that way so it's not not a critique, but it's just it doesn't do that. Yeah, the way that they may be used to fund building Cathedrals. So these large projects like Cathedrals or Starships probably deserve a special kind of funding one thing I've discovered about em, it's not my own Discovery plenty of other people know this as well. I was just late to realizing it. Congress wants to fund things that they can take credit for okay, so it's going to be 2 4 or 6 years time frame at most where they want to see a return on their investment their investment being stepping up to be sure that some product project is funded. But so that's their return on investment timeframe and industries return on investment time frames in the sale of months. It takes [00:35:00] something like a billionaire or some other kind of philanthropic effort to fund a project that is longer than a few years. So if we really have aspirations that lie along this axis this temporal axis that makes us want to get a result in decades from now. We're going to have to look for funding source. That is not something governmental throughly not up to Industry. So I think there's a place for private investment for foundations or philanthropic. God is definitely that kind of thing so that you're not going to get funded by you know, the Air Force. Let's say or by orbital Sciences Corporation of Northrop Grumman Corporation,   Concerns about philanthropic time scales   Ben:  one concern that I always have about.  Philanthropic efforts is as you said there has to be something in it for people and when you're not able to get sort of a return on investment that's in money. Sometimes I've seen people be less patient because they [00:36:00] want to see progress on on a shorter time  scale. Do you do worry about that at all? Mason: Well, you know as I said, there's always this risk if you have a single investor, let's say again some billionaire to be named later that he or she will pull out the funding based on some whim they decide rather than funding a Starship that rather fun to the purchase of a massive sculpture massive bronze bust of him or herself to be placed in his front yard. Who knows? Yeah, and I'm not speaking about Yuri Milner here. Let me say for my few interactions of him. He seems like a legitimately. Two passionate scientist you really does care about knowledge for the sake of humanity. But it's also clear that he wants to be known as the person who successfully they support this work and things nothing wrong with that. So just like other examples the past of philanthropic contributions. You you probably want your name attached to these discoveries and that's again, that's fine [00:37:00] with me.   Experience With Different Organizations   Ben: and  shifting gears a little bit. You've had your research funded by many different organizations both inside the government and in Private Industry. Have you had different experiences with that? And  which ones are your favorite or what did your favorite ones do and what is your least favorite ones do? Mason: So that's a long story. So I'm gonna give you an answer which sounds like I'm itself said during and that maybe that's correct. The answer is when you get left alone to do the job. It works really well. Now I totally understand that if let's say I'm a member of a government organization or industry. I need to feel that my money is being well spent I want to check in and I don't want to end up with a yoyodyne propulsion systems. If you remember the movie Buckaroo Banzai, you don't want that kind of contractor gone amok kind of phenomenon. I get that [00:38:00] at the same time too much micromanagement sort of defeats the purpose of doing fundamental research. You know, the whole idea is we don't have a thing yet. We need to create that thing and that Act of Creation is not something you can exactly legislator specify the requirements. So I'm a little uneasy at of the idea about the idea that very tight control over the act of invention is going to give you a good result at the same time. Yeah, you need to be responsible stewards of whatever money you're using to fund Sky research. So I see where that comes comes from. I don't want to give a specific example that's going to get me in trouble with the essential functions, but I will say it government agency a government agency collaborating with us on a project. The project involved a few technological innovations after we scoped out the project with this government agency, the the folks involved at the government agency and supervising our work decided that work was so cool. They want to do it themselves. So they went ahead and try to make themselves removing. [00:39:00] Most of what I viewed as the really Innovative parts of the work leaving us with some fairly wrote tasks which there were still paying for. So, I guess I'm kind of glad to take the money but. Then the problem was because he's relatively unimaginative tasks the government agency decided it would be very helpful for us to be very tightly supervised to do these simple tasks. They were very good at and that led to a lot of in my opinion wasted money on things some example for this example is we were building an object out of some official part. Some of you can find at a hardware store, right? The reason we were doing so is because those parts a lot of design margin that is to say you could you can pressurize them or you could add electricity or whatever it was and the parts would not fail. They were made for Consumer use their super safe and excessively over design and it which is great actually very safe. But the sponsor wanted us to do value in [00:40:00] all these with a super detailed analysis using what's known as finite element analysis element analysis where you break it into little mathematical chunks and put in the computer. They wanted us to test it. They want to do all sorts of things for parts. You could buy at the hardware store which you buy every day without thinking about because they're super safe because they're built that way that was a ton of a waste of time. So so that was a very negative experience I think. II chalk it up to my naive tank and working with that sponsor. I now know what kind of work to specify for that sponsor at the same time. It was not going to be a relationship of whatever worked. Well for what it's worth. We took that project and we're doing ourselves now and we've made more progress in the last. Two years that we did in the two years previous where they were helping us. I guess we'll call it. So I'm glad to say that research is doing well now but it's only because we have a few resources internally that we can use to spend on the stuff. I'd rather not end on a cynical no Opera offer positive [00:41:00] version this case so the positive version and I will create the big breakthrough starshot with this positive version of those of us working on The Advisory Board. Sometimes get some funding. From the the foundation to see what that will really pay for a service but with that money I can do lots of cool stuff. So I've been able to turn a few students to we're solving some problems of interest of breakthrough starshot it when we've got some great results. It doesn't actually take that much as long as we have the researchers have some freedom to pursue the work on our own terms. So if there's a lesson there it's something along the lines of you need a light touch. Normal gostin, the former CEO of Lockheed said the best way he's ever found to manage people this pick the right folks be clear about what you want and then get out of their way. Yeah, and that's that's lucky to that's not just some pie-in-the-sky academic like me saying that so there's something to this in the lesson learned again is to have a light touch   How do you change the 10 year goals 8 year political cycle mismatch?   Ben: excellent. And then  going back to [00:42:00] NASA briefly while I was working with you. I saw consistently that the executive branch would set tenure goals, but then. For political reasons those goals would change at most every eight years. And so you get this  progress towards this 10-year goals and then it would change. Do you see any way to change that sort of unfortunate situation? Mason: Well, there have been wasted proposed for example for NASA again since I know that example really well, it has been proposed even in this most recent Congress that NASA should be funded on a 10-year time frame and the idea would be that a a congress whatever the hundred and some odd Congress whatever it is would set the budget for NASA appropriate the funds and get out of the way. So the idea is that again once a decade, maybe you would check in and change the objectives. So this is I think most people recognize that the best way to run these long-term [00:43:00] projects. If you keep changing course every two to six or eight years, you just have chaos. This is one of the main reasons why things like the James Webb Space Telescope the International Space Station space shuttle, these all have given mass of the reputation of going over budget. But I have to defend NASA in this case because NASA really is able to defend itself on the spaces. It's not NASA. Okay, it's Congress if you have a project. That is complicated and takes a long time. There's a natural funding profile that goes with this. It's a little bit at first while you get your feet under you and then there's a big lump in the middle and that tails off toward the end. This is standard funding profile. But NASA's budget from Congress is flat. So you end up very inefficiently smearing this money across a very long time which makes things inefficient expensive things. Don't go. Well, you lose good people along the way and you end up spending more in the long. This story has been told over and over again and Congress. They're smart people. Well, actually you may not think so, but they are [00:44:00] in my experience. They know what they're doing and they know that they're going to trade off between the right answer and the politically expedient answer the politically expedient answer is as long as they can be seen to having their finger on the button for NASA there there there folks will vote for them. So you understand that's what motivates them. So I would say if there's a way to make this work. Well, it's something like. Come up with a way for they can where they can get credit for things are working. Well without necessarily having to change what's going on. Yeah, and I don't have an answer probably make that work if that were possible that makes a lot of sense.   What's the best way to make the world that has never been today?   Ben: So I realize we're coming up on time. One of the the last things I want to ask you about was that  some things that people might not have guessed about you is that you have a master's in English because. As your bio states that you thought that that was the way to make the world that has never been its by inspiring people with writing [00:45:00] and then you change track completely and well not completely but you figured out that engineering was sort of the best the best way to do that. Now, what what do you think? Do you still think that  what you think the best way to enable the world that has never been? In  today's here. And now Mason:  I like the way you're asking that question it recalls that quote from Theodore Von Karman, right distinction between science engineering scientists create the world's or huh, scientists discover the world that is Engineers create the world that never was it's not exactly a way of claiming that Engineers are better than scientist. Is that really what it's about is about distinguishing between these two impulses. We have discovering the unknown and creating. What doesn't exist in my opinion both contribute to improving our lot as humans, so there's a place for both in a reason to have both let's not confuse one with the other. I have always been about creating things. I [00:46:00] suppose I get this from my parents. My dad's a writer. My mom has created many things over the years. She was an artist. She has been a an actress and a brilliant Coco to restaurant. She's a very much a polymath when it comes to things of all. So I probably get this from them at some level but I've always taken not to be one of the the Essential Elements of what it is to be human is to create to lie. If your impact on the world in a positive way at least an impact at all and positive is my choice. Okay suppose people choose to do negative things. So what I'm saying is that that impulse is always been part of what matters to me. When I was a young naive person, I thought I could have that impact through English literature. I still interested in this I still interested in writing and reading and I respect people who can make a career out us for a thing, but it wasn't what I was good at. So instead I felt like aerospace engineering particularly offered me the opportunity to [00:47:00] solve problems that haven't been solved and to make an impact that I felt like making. So I guess over the years I've discovered there are definitely different ways of looking at the world one of the most the way that I look at it another one of the ways that people get the world is what's the safest way I can keep my job and not get fired. And those are very different impulses and and look I recognize that my perspective here maybe comes across as I don't know what to elitist or entitled or first world or something where I'm saying that it's great to have the freedom to create and make an impact on the world. I see I clearly tightly to that value. At the same time, I recognize that not everybody has that opportunity. Sometimes you just gotta make do you got to do what you can keep your family fed? Keep your shoes on your feet and you don't have the freedom the luxury of being able to do everything exactly the way you want it. So I recognize I'm very fortunate in my career my life. So I do not in any way put down people who haven't got the bandwidth simply to set assignments sided set aside time to create. [00:48:00] But that is what matters to me and I'm very fortunate that I have a job that allows me to do that. Yeah, well said.   Final Statements?   Ben: So I do realize we're over time this was  amazing by the way, so I just want to make sure that I there's any points that I didn't hit on absolutely want to give you a chance to talk about that. Mason: Well, I'm so glad that your interest in this question. How do we innovate? I will offer that when government works. Well, it enables people whatever works while it enables people to do their best in the service of our nation. Let's say when it doesn't work. Well it tries to prescribe to micro manage to get in the way so I am far from being an anti. It's very kind of person that I hope it doesn't come across. I think the right policies are essential. I mean policy you can look at is the software of our [00:49:00] lives here in an innovation when that software is written correctly the rules that we follow and we choose to follow they enable us to be successful when the software is not right everything falls apart. So, you know, I actually would not be averse to turning over some policy making the software Engineers because I think they have a sense of how to write good software and lawyers when they do their job. Well, you know that works out well too. Yeah, but unfortunately to be a software engineer and to affect society requires some additional kind of tranny. So if I want to close with a comment, it would be something along the lines of that. I don't see that much of a distinction in what people are capable of whether it's mathematics. Or history or philosophy or art or technology or science? These are all in my mind forms of the same thing. There are things of which we are all capable. I suppose there's some sabanci there who can do multi-digit multiplication in their heads, but I'm not interested in that because I have a computer. [00:50:00] So instead I take that multidisciplinary capability. We all have and my opinion were born with as a sign that. We shouldn't feel limited by what we think we're good at or not. And so those of you interested in creating an innovating don't feel that you are limited by what your label is if you're labeled as a software engineer, maybe policy is the right thing for you if your if your label Les a lawyer maybe you should think about going into space technology. I don't know. What I'm trying to say is that there's there's a lot of freedom that we all have for pursuing good ideas and we should take. Advantage of our rare position here at the beginning of the 21st century where we have these tools. We still have the resources. We wish to create we have this one chance. I think to make make our work right? Outro We got a lot out of this conversation. Here are some of my top takeaways. If you have an organization full of smart motivated people that doesn't produce great results. If all the incentives are set up to avoid [00:51:00] risk, there's been a shift in where different parts of the Innovation pipeline happen more is shifted to universities and startups away from larger companies and government but the systems of support having caught up to that change. Finally taking a portfolio approach to technology and Innovation is a powerful concept that we don't think about it enough. I hope you enjoyed that you'd like to reach out. You can find me on Twitter under app and Reinhart and I deeply appreciate any feedback you might have. Thank you.  

Payam Safa is the founder and CEO of Bellhop, America's leading rideshare aggregator. Prior to Bellhop, Payam was founder and CEO of Chanelink an online platform, automating channel management for hotels and was co founder of a boutique hotel chain in Indonesia called Batiqa. By himself was also a consultant for Accenture where he built enterprise systems for Fortune 500 clients and program drones with secret government clearance for Northrop Grumman Corporation. Payam currently lives in New York City, and in his spare time he loves to travel.

Today's guest believes that it is a myth that leadership skills cannot be learned. He knows that most leaders have learned through the school of hard knocks, good training, years of hard work, effective coaching, and from great mentors. He hosts the Coaching for Leaders podcast, one of the top-rated career podcasts on iTunes, with over 150,000 downloads a month. He founded Coaching for Leaders Academy, a year-long leadership development cohort for managers, executives, and business owners to develop their leadership excellence — and empower each other through global relationship building. As a Dale Carnegie instructor, he has led training programs for top organizations, including The United States Air Force, the Boeing Company, and the Northrop Grumman Corporation. Please join me in welcoming Dave Stachowiak. In this episode, we discuss: his thoughts on leadership: “Leadership is not a position and it is not a title. Leadership is finding the way that you as a leader can influence the world.” how he learned that leadership is a learned skill by teaching himself to be a leader. his system for managing the work-life balance that comes with being an entrepreneur. how he uses his belief in quality vs. quantity to create deeper relationships within his network. why he is comfortable having people with significantly different viewpoints on his podcast because he believes that he has something to learn from everyone. how he prepares for his podcast guests to be the best interviewer he can be. Listen, subscribe and read show notes at www.OntheSchmooze.com - episode 86

Fellow careers podcaster Dave Stachowiak shares wisdom on dealing with the inner critic, getting great feedback, and more   You'll Learn: How to best interact with the inner critic The magic question to ask for better feedback How much feedback is too much feedback   About Dave: Dave is a Senior Vice President with Dale Carnegie of Southern Los Angeles and has led training programs for top organizations like the Northrop Grumman Corporation, The United States Air Force, the Boeing Company, and the University of California system. Dave founded Coaching for Leaders in 2011 and was

Fellow careers podcaster Dave Stachowiak shares wisdom on dealing with the inner critic, getting great feedback, and more   You'll Learn: How to best interact with the inner critic The magic question to ask for better feedback How much feedback is too much feedback   About Dave: Dave is a Senior Vice President with Dale Carnegie of Southern Los Angeles and has led training programs for top organizations like the Northrop Grumman Corporation, The United States Air Force, the Boeing Company, and the University of California system. Dave founded Coaching for Leaders in 2011 and was named in Forbes as one of the 25 Professional Networking Experts to Watch in 2015.   View transcript, show notes, and links at http://AwesomeAtYourJob.com/ep170

Dave Stachowiak is the founder of Coaching for Leaders and the host of the Coaching for Leaders podcast.  He’s the Executive Vice President of Talent Development with Dale Carnegie of Southern Los Angeles and has led training programs for top organizations like the Northrop Grumman Corporation, The United States Air Force, the Boeing Company, and the University of California system.  He’s a senior instructor with Dale Carnegie Training, and Board Certified Coach.  Dave talks to us about the importance of accepting your career journey as anything BUT a straight line!  The twists and turns are not only to be expected, but to be appreciated!  For help finding the work that moves you, enroll in our FREE 8-day video course at figureitout.co!

Two defense contractors went on a podcast and everything they said was true. In this episode, discover the shocking extent to which our government has privatized wartime operations.   Please support Congressional Dish: Click here to contribute with PayPal or Bitcoin; click the PayPal "Make it Monthly" checkbox to create a monthly subscription Click here to support Congressional Dish for each episode via Patreon Mail Contributions to: 5753 Hwy 85 North #4576 Crestview, FL 32536 Thank you for supporting truly independent media! 2016 Podcast Awards Please Nominate Congressional Dish by April 30, 2016 Sound Clip Sources Ari Shaffir’s Skeptic Tank Episode #257 “Money for Nothing", March 19, 2016. Hearing: Wartime Contracting, Senate Homeland Security and Governmental Affairs Committee, September 21, 2011. Hearing: Wartime Contracting, Senate Homeland Security and Governmental Affairs Subcommittee on Financial and Contracting Oversight, July 16, 2013. Additional Reading Article: Northrop Grumman moving Counter-Rocket, Artillery, and Mortar (C-RAM) capabilities to brigade combat teams by John Keller, Military and Aerospace Electronics, March 9, 2016. Congressional Research Service Report: Egypt: Background and U.S. Relations by Jeremy M. Sharp, Congressional Research Service, February 25, 2016. Special Military Assistance Benefits for Egypt Investor Report: Northrop Grumman 2015 Annual Investor Report, February 1, 2016. Bill Text: Department of Defense Appropriations Act of 2016 December 15, 2015. Foreign Military Financing Program Congressional Research Service Report: Department of Defense Contractor and Troop Levels in Iraq and Afghanistan: 2007-2015 by Heidi M. Peters, Moshe Schwartz, and Lawrence Kapp, Congressional Research Service, December 1, 2015. Data on Contractors released starting September 2007 Article: Meet the impressive guns protecting U.S. bases from rocket attacks in Afghanistan by Dan Lamothe, The Washington Post, October 21, 2015. Article: Dark cloud of legal trouble begins to lift away from Louis Berger byPete Troilo, Jeff Tyson, Devex, August 31, 2015. Article: Pine Gap's new spy role revealed by Philip Dorling, The Sydney Morning Herald, May 31, 2015. Nautilus Institute Report: Expanded Communications Satellite Surveillance and Intelligence Activities Utilising Multi-beam Antenna Systems by Desmond Ball, Duncan Campbell, Bill Robinson and Richard Tanter, May 28, 2015. Article: Satellite photos of Camp Leatherneck in Afghanistan, before and after U.S. withdrawal by Dan Lamothe, The Washington Post, May 20, 2015. Article: Blog: Northrop to Continue Developing C-RAM Command and Control System, Signal AFCEA, April 7, 2015. Defense Contract Audit Agency Report: Report to Congress on FY 2014 Activities Department of Defense, Defense Contract Audit Agency, March 25, 2015. Article: "Disturbing" Waste In Afghanistan: How The U.S. Trashed Troops' Health And Squandered Millions by Neal Ungerleider, Fast Company, February 18, 2015. Article Getting Out Of Afghanistan by E.B. Boyd, Fast Company, January 28, 2015. Article: Northrop Grumman Awarded C-RAM Contract – DoD Daily Contracts by Lindy Kyzer, Clearancejobs.com, August 15, 2013. Article: Australian outback station at forefront of US spying arsenal by Philip Dorling, The Age, July 26, 2013. Congressional Research Service Report: Department of Defense's Use of Contractors to Support Military Operations: Background, Analysis, and Issues for Congress by Moshe Schwartz and Jennifer Church, Congressional Research Service, May 17, 2013. Government Accountability Office Report: Additional Steps Needed to Help Determine the Right Size and Composition of DOD's Total Workforce, May 2013. Article: Sen. Claire McCaskill leaps hurdles to overhauling wartime contracting by Lindsay Wise, McClatchy Newspapers, January 19, 2013. Bill Text: Contracting Provisions in the National Defense Authorization Act for Fiscal Year 2013, December 28, 2012. Article: The 25 Biggest Defense Companies In America by Eloise Lee and Robert Johnson, Buisness Insider, March 13, 2012. Article: Northrop Grumman receives counter-rocket, artillery and mortar contract from U.S. Army by Skyler Frink, Military and Aerospace Electronics, February 1, 2012. Article: Northrop Grumman (NOC) Gets $124M Contract for C-RAM Systems, StreetInsider.com, October 31, 2011. Commission on Wartime Contracting Report, August 2011. Congressional Research Service Report: Department of Defense Contractors in Afghanistan and Iraq: Background and Analysis by Moshe Schwartz and Joyprada Swain, Congressional Research Service, May 13, 2011. List of Congressional Hearings Type of Work Performed by Contractors Article: U.S. Supersizes Afghan Mega-Base as Withdrawal Date Looms by Spencer Ackerman, Wired, August 9, 2010. Article: Halliburton, KBR, and Iraq war contracting: A history so far by Angie Drobnic Holan, Politifact, June 9, 2010. News Release: U.S. Army Awards Northrop Grumman Major C-RAM Systems Integration Delivery Order by Sudi Bruni, Northrop Grumman Corporation, November 10, 2009. Additional Information Webpage: Northrop Grumman 2014 Election Cycle Lobbying and Campaign Contributions, March 9, 2015. Indeed.com Job Openings: Cable Installer and Technician for U.S. Base In Afghanistan Protective Security Specialist, AEGIS LLC Inventory / Warehouse Assistant Manager, Pacific Architects and Engineers, Inc. Webpage: USAID's Office of Transition Initiatives April 15, 2016. USAID Budget Report Fiscal Year 2017 March 16, 2016. Webpage: Senate Homeland Security Commitee Permanent Subcommittee on Investigations Wikipedia: Counter Rocket, Artillery, and Mortar (C-RAM) Podcast Interviews Featuring Jennifer Briney: Liberty on Point with Tony Bottoms, April 20, 2016. Crush The Street, April 14, 2016. Music Presented in This Episode Intro & Exit: Tired of Being Lied To by David Ippolito (found on Music Alley by mevio)

Explore digital dreaming with Matt Stewart, who earned his master's degree from Carnegie Mellon University's Entertainment Technology Center (ETC). Learn about a graduate program that combines technology and fine arts to creates new processes, tools, and vision for storytelling and entertainment. During this workshop, Stewart will share his experiences at ETC, which allowed him to work on a variety of projects in the field of themed entertainment. His projects included interactive installation at the Give Kids the World Resort, an exploration of 3D printing while studying in Barcelona, and tinkering with embedded electronics. He is also the co-business owner of Digital Dream Labs, LLC, which has created an interactive tabletop experience, called DREAM-TABLETOP, that combines puzzle blocks with a virtual environment. The program aims to teach children abstract computer science principles, such as objects, properties (size, action), arrays (colors), and variables in a fun and tangible way. Prior to moving to Pittsburgh, Stewart received his bachelor's degree in Mechanical Engineering from California Polytechnic State University. There he built his own recumbent bicycle, and gained experience through internships at Dreyer's Grand Ice Cream and Northrop Grumman Corporation. SciTech Days are a special kind of field trip for middle and high school students that features the growth areas of Pittsburgh: biotech & health, nanotechnology & advanced materials/processes, information technology & robotics, and eco tech (think environment & energy). Recorded November 7, 2013 at Carnegie Science Center in Pittsburgh, PA.

Most of us will either ask to or be called upon to roll out a new initiative sometime in our careers. My guest Christina Kull Martens and her team successfully launched the greeNG initiative at the Northrop Grumman Corporation. Today, you’ll learn how they did it. Guest: Christina Kull Martens Manager, Manufacturing Integration Northrop Grumman Corporation Community Feedback CoachingforLeaders.com/96 USA: (949) 38-LEARN feedback@coachingforleaders.com Twitter: #CFLshow Episode #100 (and the two year anniversary of this show) is just around the corner. On episode #100, the show is going to be about success stories from our community members. That’s you! Please call (949) 38-LEARN to record a contribution or visit coachingforleaders.com/speak to submit by computer. Tell me three things: What’s one thing you’ve discovered from listening to this show? How did you apply it? What was the result? Want a mid-week booster shot? I send an email article out every week via email. Just go to coachingforleaders.com/subscribe

Most of us will either ask to or be called upon to roll out a new initiative sometime in our careers. My guest Christina Kull Martens and her team successfully launched the greeNG initiative at the Northrop Grumman Corporation. Today, you’ll learn how they did it. Guest: Christina Kull Martens Manager, Manufacturing Integration Northrop Grumman Corporation Community Feedback CoachingforLeaders.com/96 USA: (949) 38-LEARN feedback@coachingforleaders.com Twitter: #CFLshow Episode #100 (and the two year anniversary of this show) is just around the corner. On episode #100, the show is going to be about success stories from our community members. That’s you! Please call (949) 38-LEARN to record a contribution or visit coachingforleaders.com/speak to submit by computer. Tell me three things: What’s one thing you’ve discovered from listening to this show? How did you apply it? What was the result? Want a mid-week booster shot? I send an email article out every week via email. Just go to coachingforleaders.com/subscribe

Sergeant Major (Retired) Matt Drayton joins Burke Allen to talk about the amazing takedown of Osama Bin Laden by the Navy Seals.  He spent 26 years in the US Army, 16 years in the elite Delta Force where he was responsible for coordinating and synchronizing sensitive government missions throughout the world. Matt has been a senior analyst for the Northrop Grumman Corporation and also has worked as a senior Department of Defense civilian for the US Army Special Operations Command.  Matt is a decorated combat veteran who has lead and mentored hundreds of men and women. Today, Matt is the owner of Drayton Communications, a corporate speaker, consultant and leadership expert with over 33 years experience in government and commercial commerce. Matt is currently writing his first book on Leadership, which explores the leadership dynamics and challenges African American leaders face.