Podcasts about o m

O México estreou com vitória na Copa do Mundo. Shakira e Burna Boy deram as boas-vindas na cerimônia de abertura. No lado de fora, protestos: policiais e manifestantes se enfrentaram nos arredores do estádio Azteca. Seleção brasileira: Ancelloti testou o mesmo time pela segunda vez, com oito jogadores que começaram a última Copa. Nosso adversário Marrocos teve problemas e convocou dois novos jogadores. Milhares de marroquinos vivem em Nova York e são esperados para reforçar a torcida contra o Brasil. O Jornal Nacional está no Canadá para acompanhar uma das três sedes da maior Copa de todos os tempos. A Fifa ampliou o protocolo de tempestades para os três países do Mundial. A agência americana do clima alertou para os efeitos graves do El Niño. No Oriente Médio, Donald Trump recuou e cancelou os ataques contra o Irã.

A COPA COMEÇOU!!! O Futebol no Mundo chega para conversar sobre tudo do torneio! O México faz o jogo de abertura contra a África do Sul, reeditando a icônica partida inaugural de 2010! Mais tarde, temos Coreia do Sul e República Tcheca! E além disso, vamos falar muito da preparação da Seleção Brasileira para a estreia contra Marrocos. Vem com a gente! Learn more about your ad choices. Visit podcastchoices.com/adchoices

"Faça a sua parte e Deus te ajudará". Esse conselho soa muito bem, mas carrega uma mentira pesada: a ideia de que a graça de Deus é apenas um prêmio para o seu bom comportamento.Neste [Número]º episódio da série Evangelho Segundo Satanás, o pregador Felipe dos Anjos expõe os perigos de transformar o Cristianismo em uma meritocracia exaustiva. Mergulhando em Mateus 20, na Parábola dos Trabalhadores na Vinha, descobrimos um Deus que não nos contrata para pagar o que merecemos, mas que nos resgata no fim do dia, no auge do nosso desespero, e nos dá aquilo que jamais poderíamos comprar: a Sua graça imerecida. Entenda por que viver tentando provar o seu valor para Deus só vai te deixar seco e cansado, e como descansar no amor d'Ele muda tudo.Gostou deste episódio? Siga o nosso podcast para acompanhar toda a série!▶️ NAVEGUE PELA MENSAGEM (CAPÍTULOS):00:00:00 - A mentira da meritocracia na fé00:14:03 - O Jovem Rico e a inversão de valores00:18:30 - Mateus 20: A Parábola dos Trabalhadores00:25:06 - A angústia dos desempregados das 5 da tarde00:32:12 - O escândalo de um Deus generoso00:40:31 - Cuidado para não ser apenas um "Amigo" distante00:50:12 - A Graça vs. O Mérito nas Igrejas▶️ CONECTE-SE COM A IGREJA ESPERANÇA• Instagram: https://www.instagram.com/esperanca.igreja/

A quatro dias da estreia, Carlo Ancelotti faz mistério na seleção. Nosso adversário Marrocos tem um problema no ataque: o jogador Ezzalzouli se machucou e está fora do jogo contra o Brasil. A campeã Argentina chegou aos Estados Unidos com dez jogadores machucados. O México está pronto para receber pela terceira vez a maior festa do futebol. A Fifa aposta em mais shows e mais tempo de bola rolando. Delegações estrangeiras reclamaram do tratamento recebido nos Estados Unidos. Depois da pressão internacional, a Casa Branca autorizou que a seleção iraniana permaneça 36 horas no país. No Oriente Médio, a guerra: Donald Trump voltou a atacar o Irã.

Uma das coisas de que mais gostamos quando gravamos estas conversas de podcast é de receber olhares de presente. Coisas que nunca tínhamos visto e agora passamos a ver. É de ganhar amigos, também. Ou de ouvir contar boas histórias. Gostamos de pensar juntos, em directo, de partilhar essas imagens que os nossos olhos passaram a ver depois de ouvir outra pessoa a falar.Tivemos a sorte de conseguir todas estas coisas numa bela conversa com o Mário Linhares. O Mário desenha, desenha muito e muito bem. Desenhar é a sua vocação e é muito feliz por poder fazê-lo todos os dias. O Mário também é apaixonado pela Palavra, pelas escrituras. E foi muito belo ficarmos a perceber que são as imagens bíblicas e as histórias que por lá se passam que inspiram o jeito do Mário desenhar. Foi nesse âmbito que o Mário fez a sua tese de doutoramento na faculdade de Belas artes, com o título: O Espiritual no desenho, dos textos bíblicos ao desenho quotidiano.Foi esse trabalho o nosso ponto de partida, mas, como sempre acontece nas boas conversas, o ponto de chegada é sempre inesperado. Dou já uma pista: vamos chegar ao bairro do Zambujal e vocês vão mesmo querer conhecê-lo. Confiem em mim….

Fontes do episódio aqui:⁠https://portal.afya.com.br/podcasts/afya-news/07-06-2026Neste domingo, a nossa Prescrição Cultural traz um manifesto sobre o que significa, de verdade, ser médico hoje no Brasil. Analisamos a série Sob Pressão (Globoplay), o retrato mais honesto, cru e digno da rotina de guerra da saúde pública nacional. Na literatura, trazemos o ensaio O Médico, de Rubem Alves, que resgata a essência humanista da vocação e nos convida a refletir sobre como a sociedade lida com a finitude. Para fechar a semana com um respiro de resistência, celebramos os clássicos e a genialidade do álbum Luz, obra-prima gravada por Djavan em 1982. Afya News. Informação médica confiável e atualizada no seu tempo.

O México também é conhecido pelos mariachis, grupos musicais tradicionais que usam roupas típicas e animam festas, restaurantes e celebrações populares. A música faz parte da identidade mexicana.

O Marcio era casado com a Carla e não se importava que ela era maior profissionalmente. Até que, ela foi demitida e entrou em depressão por não conseguir emprego. O Márcio encontrou uma vaga de gerência na empresa onde estava há 12 anos, mas eles descobriram o parentesco e impediu a contratação. Cansado de ver a sua esposa frustrada, Marcio decidiu pedir demissão, para ela conseguir o cargo. Mas Carla ficou distante e Marcio descobriu que ela estava tendo um caso com o diretor da empresa. O casamento acabou e ele percebeu, da forma mais dolorosa possível, que a pior decisão da sua vida foi feita por amor.

Minnesota's first Cane Quest brought together students, families, teachers, orientation and mobility (O&M) specialists, and volunteers for a day focused on confidence, independence, and real-world travel skills. • Students practiced tactile maps, cardinal directions, obstacle detection, stair travel, street crossings, and locating destinations using white cane techniques. • Activities were designed for different ages, skill levels, and visual abilities, helping students grow through hands-on experiences and peer connections. • Parents attended informational sessions with experts in orientation and mobility and assistive technology, learning how to better support independence at home and school. • Volunteers and instructors emphasized allowing students to lead, encouraging confidence and problem-solving skills. • Paralympian and keynote speaker Max Nelson inspired students with his story of perseverance, independence, and self-confidence. Cane Quest celebrated more than competition—it highlighted mobility, teamwork, community support, and the belief that blind and visually impaired students can achieve extraordinary goals.   - The Minnesota Cane Quest Planning Team Madi Ericksen, BrightWorks/SparkPath Colleen Feller, BrightWorks/SparkPath Jenny Pelletier, State Services for the Blind Joya Musa, Minneapolis Public Schools Allison Knigge, Minneapolis Public Schools   Links of interests: The Spectacle Newsletter Youth Services at SSB Full Transcript

Silvia Bugelli, Diretora Jurídica da B3, revela como construiu uma das carreiras mais multifacetadas do mercado jurídico brasileiro.Neste episódio do Direito de Resposta, Renato Sapiro recebe Silvia Bugelli — advogada que quase foi médica, entrou no Pactual em 1992 sem que ninguém soubesse o que era um banco de investimento sem agência, fez um LLM em Chicago em 72 horas de aplicação, dirigiu seu próprio escritório por quase 14 anos e hoje lidera a diretoria jurídica da B3, a maior bolsa de valores da América Latina.Uma conversa sobre trajetória não planejada, coragem de empreender, o que separa advogados de empresa de advogados de escritório — e como a IA está transformando (mas não substituindo) o trabalho jurídico.Neste episódio você vai ouvir sobre:- Como uma palestra mudou a carreira de Silvia na véspera do vestibular- A decisão de largar o Pactual para acompanhar o marido ao LLM — e como foi aceita em Chicago de última hora- O que é competição pelo saber dentro de um escritório e por que isso levou Silvia a empreender- O filtro que vazou, inundou dois andares e quase acabou com tudo no primeiro dia do escritório- A diferença real entre trabalhar em escritório, banco e empresa: autonomia, gestão e o "big picture"- Como a B3 saiu de 1990 e chegou a 2020 em um único ano de transformação- IA no jurídico: promptoteca, agentes, e por que o advogado júnior não pode desaparecer- O M&A de 1,3 bilhão que Silvia chama de "o M&A da minha vida"Patrocínio Master: Lopti, a melhor solução em IA para escritórios de advocacia - Acesse https://direitoderesposta.lopti.ai e conheça a oferta especial para ouvintes do Direito de Resposta - utliize o cupom DR10 para 10% extra no valor da primeira mensalidade.Apoio: Sapiro Legal, líder em consultoria de recrutamento jurídico. Acesse https://sapiro.com.br e conheça mais.Addvise: conheça mais sobre o braço de educação da Sapiro em https://addvise.com.brEdição: Felipe Mux

A maioria dos programas de AppSec está afogada em findings, dashboards, scanners, CVEs, SLAs e relatórios que ninguém aguenta mais ler. O problema não é falta de ferramenta. O problema é falta de contexto, correlação e inteligência para entender o que realmente importa. Neste episódio, eu apresento o M.A.R.I.A., o Management Application Risk Integrated Analysis, uma plataforma criada para atuar como uma camada de inteligência de risco em Segurança de Aplicações. O M.A.R.I.A. não nasceu para ser mais um scanner. Ele nasceu para responder perguntas que ferramentas tradicionais normalmente ignoram: qual aplicação está realmente em risco? Qual vulnerabilidade merece atenção agora? Qual time precisa de ajuda? Qual mudança aumentou o risco do ambiente? A proposta é simples e ambiciosa: conectar dados de SAST, DAST, SCA, IaC, Secret Scan, pipelines, repositórios, contexto de negócio e exposição real para transformar ruído em decisão. Porque no fim do dia, AppSec não deveria ser uma fábrica de tickets. Deveria ser um sistema de priorização inteligente para proteger o que importa. Neste episódio, falo sobre:Por que scanners sozinhos não resolvem AppSecO problema real por trás do excesso de vulnerabilidadesA diferença entre dashboard, ASPM e inteligência de riscoComo o M.A.R.I.A. pretende correlacionar contexto técnico e contexto de negócioOnde entram risco, exposição, criticidade, SLA, dívida de segurança e Security ChampionsPor que AppSec precisa sair do modo “lista de problemas” e entrar no modo “tomada de decisão”Um episódio para quem está cansado de medir segurança por quantidade de findings e quer começar a discutir risco de verdade.Become a supporter of this podcast: https://www.spreaker.com/podcast/devsecops-podcast--4179006/support.Apoio: Nova8, Snyk, Conviso, Gold Security, Digitalwolk e PurpleBird Security.

O QUE FREUD NÃO EXPLICA, KARDEC EXPLICA - MEDIUNIDADE E DISCIPLINAMediunidade, Disciplina e Saúde Mental: O que Kardec explica sobre o nosso íntimoNeste episódio, exploramos a profunda conexão entre as questões emocionais, psíquicas e espirituais que compõem a nossa experiência reencarnatória. O ponto de partida é o convite dos espíritos à dupla jornada de evolução: "Espíritas, amai-vos e instruí-vos"Adeílson Salles traz uma reflexão necessária sobre a prática mediúnica atual, muitas vezes marcada pela fragilidade e falta de conteúdo. Ele estabelece um paralelo direto: assim como dedicamos anos de esforço e estudo para o sucesso profissional e acadêmico na vida material, a vida espiritual e a prática da mediunidade exigem o mesmo nível de comprometimento e disciplina.O Médium "Suficientemente Bom": Inspirado no conceito de um psicanalista inglês, o programa defende que o médium não precisa ser um santo perfeito, mas alguém comprometido, pontual e disciplinado, que mantém sua "antena psíquica" higienizada.Saúde Mental e Mediunidade: O adoecimento emocional na prática mediúnica muitas vezes não vem de obsessores externos, mas da nossa própria incapacidade de gerir emoções e da indisciplina mental.Animismo e Traumas: Um alerta sobre comunicações que, na verdade, são manifestações dos próprios traumas e conflitos do médium, reforçando a necessidade do autoconhecimento e do estudo constante.Higiene Mental: A importância da prece e da leitura nobre como ferramentas para manter o equilíbrio e evitar brechas psíquicas.Responsabilidade dos Dirigentes: A necessidade de uma condução mais assertiva e séria nos grupos mediúnicos, priorizando a utilidade e a produtividade espiritual acima dos melindres pessoais.O Espiritismo nos pede estudo, dedicação e, acima de tudo, a superação de nós mesmos através do trabalho de autotransformação. Onde a psicanálise encontra seus limites, os ensinamentos de Kardec oferecem luz para renovar o nosso panorama mental e nos tornar pessoas mais felizes.#Espiritismo #Mediunidade #Allan Kardec #Saúde Mental #Autotransformação # Disciplina Espiritual #AdeilsonSalles #Idefran

O Máquinas na Pan chega à histórica edição 300 com um especial emocionante sobre Ayrton Senna, relembrando seu legado dentro e fora das pistas, além de histórias exclusivas vividas por Alex Rufo. O programa ainda traz a linha do tempo do Porsche 911, test drive do novo Volkswagen Tiguan e avaliação do GAC GS3, reunindo tecnologia, performance e as principais novidades do mundo automotivo.

No 3 em 1 desta sexta-feira (17), o destaque foi a morte de Oscar Schmidt. O esporte brasileiro perdeu o maior ídolo do basquete nacional, aos 68 anos, em São Paulo, após ser internado às pressas devido a um mal-estar. O ‘Mão Santa', que lutava há anos contra sequelas de um tumor cerebral, é o maior cestinha da história da seleção brasileira. A morte de Oscar Schmidt gerou uma onda de comoção global. O Comitê Olímpico do Brasil, o Corinthians e estrelas da NBA publicaram notas de pesar exaltando o legado do ‘Mão Santa'. O presidente Donald Trump (Republicano) que declarou que a paz no Oriente Médio "está a poucos dias de distância", apostando no sucesso do cessar-fogo de 10 dias. Contudo, Teerã reagiu prometendo fechar novamente o Estreito de Ormuz caso as sanções navais dos EUA não sejam levantadas. Em um movimento surpreendente, o presidente Donald Trump (Republicano) agradeceu ao governo do Irã pela disposição no cessar-fogo e determinou que Israel interrompa imediatamente as operações no Líbano. O deputado Douglas Ruas (PL) foi eleito presidente da Alerj nesta sexta-feira (17/04) com 44 votos, em sessão esvaziada por bancadas de oposição (PT, PSOL, PSD e PDT). Apesar da eleição, o comando do Governo do Estado permanece interinamente com o presidente do TJ-RJ, desembargador Ricardo Couto. A ministra Cármen Lúcia afirmou que o Judiciário atravessa uma "crise de confiabilidade séria e grave". A magistrada reconheceu que há "erros e equívocos" que precisam ser corrigidos para reconectar a Corte com a sociedade. Tudo isso e muito mais você acompanha no 3 em 1. Learn more about your ad choices. Visit megaphone.fm/adchoices

Salve, salve confrades. Mais uma quinta-feira — mais um minipod no ar! No programa de hoje, revisite a discussão sobre “O Médico e o Monstro”, de Robert Louis Stevenson, e descubra por que a obra se tornou um clássico universal. E ainda, neste episódio: saiba como dar uma visão nova a temas já saturados; confira a melhor forma de conversar com leitores beta e o que perguntar a eles; entenda como usar anglicanismos corretamente em seu texto; e se prepare para participar da sessão de autógrafos que vai acontecer em Fortaleza (CE), no dia 23 de maio.

No Brasil, nós temos ayahuasca em retiros urbanos, jurema no sertão, pesquisador da USP que toma ayahuasca no final de semana e retorna na segunda-feira para os ensaios clínicos. O México tem a maior flora de substâncias psicoativas do mundo. E, mesmo assim, os países latino-americanos ainda estão esperando que o FDA dê o sinal verde para colocar em prática a medicina que já conhecemos há séculos.No episódio 109 do Cannabis Hoje Pod, eu converso com a Bia Labate, antropóloga brasileira e fundadora do Chacruna Institute. Há décadas, ela faz a ponte entre o Norte e o Sul global e entre a ciência e os saberes indígenas, sem se render nem a esse complexo de inferioridade nem ao seu oposto: um messianismo que, segundo ela, coloca povos originários no papel de salvadores da humanidade através da idealização que romantiza, simplifica e apaga o pensamento crítico.Aperta o play, que passou da hora de o Sul global deixar de pedir permissão e viver a sua sina psicodélica.***Bia indicaLaw & Order: Special Victims Unit, temporada 27 (ep. 16 sobre psicodélicos)***Congresso Brasileiro Cannabis Medicinalhttps://congressocannabis.com.br/***MARCAS APOIADORAS DA 5ª TEMPORADAEssas são marcas que valorizam a comunicação responsável e o jornalismo de excelência como pilares para orientar o desenvolvimento do setor.aLeda: https://aleda.com.br/Blis: https://appblis.com.br/Master Plants: https://masterplants.com.br/USA Hemp: https://www.usahempbrasil.com/AbecMed: https://abecmed.com.br/***Para seguir por dentro dos avanços da cannabis e dos psicodélicosAssine a news: https://cannabishoje.substack.com/Siga no Insta: https://www.instagram.com/cannabishoje/Inscreva-se no Youtube: https://www.youtube.com/@cannabishojeAcesse: https://cannabishoje.com.br/

Uma praia que sumiu cancelando prova, um lineup de ironman Texas absurdo, uma maratona do Hobbits e obviamente mais recordes quebrados. Fique por dentro do que tem rolado no mundo do endurance com os seus adultos da 5a série favoritos, então, sem mais delongas...---------------------------------------------Victor Castello Brancohttps://www.instagram.com/victorcastellobrancoz2Ricardo Favoretto - Running Nerdhttps://www.instagram.com/rifavorettoPaulo Puccinelli - Dochttps://www.instagram.com/paulo.puccinelliTeco Gaithttps://www.instagram.com/tecogaitDre Spinellihttps://www.instagram.com/drecoymusic---------------------------------------------00:00 Intro01:29 Berlim, 222 e Doping08:47 Oceanside e Pódio Z213:25 O Método Norueguês18:55 Inforunning Metralha22:23 Dica do VCB???25:42 Canicross30:02 Outro30:29 Bloopers---------------------------------------------#running #corrida #runthenews #news #maratona #noticias #runningnerd #z2performance #z2talks #alwayschasing

ESTÁ VIVA! Sim, a Noiva (de Frankenstein?) está entre nós. Produzida para o monstro, inicialmente, ela conseguiu sua independência, mesmo com somente 4 minutos de tela no filme de 1935. Apesar de não ter nem falas, a Noiva conquistou o cinema de horror e teve muitas reencarnações ao longo das décadas. O RdMCast dessa semana se propõe a analisar A Noiva!, novo filme de Maggie Gyllenhaal, mas não sem antes fazer um histórico pelas várias versões femininas do monstro – e do doutor – nos filmes de Frankenstein. Prepare-se para entrar em um mundo de cabelos arrepiados, mechas brancas, ataques ao patriarcado e transferência de almas usando campos de força. Acione a alavanca e dê vida a esse debate.O RdMCast é produzido e apresentado por: Gabriel Braga, Gabi Larocca e Thiago Natário.Apoie o RdM e receba recompensas exclusivas: https://apoia.se/rdmCITADOS NO PROGRAMA:A Noiva de Frankenstein (1935)…E Frankenstein Criou a Mulher (1966)A Mulher de Frankenstein (1971)Carne Para Frankenstein (1973)A Prometida (1985)Frankenstein – Terror das Trevas (1990)Frankenstein de Mary Shelley (1994)Penny Dreadful (2014-2016)A Noiva! (2026)Citações off topic:Frankenstein (1931)O Jovem Frankenstein (1974)Todo Mundo em Pânico 2 (2001)Frankenstein (2025)A Noiva de Chucky (1998)A Noiva-Cadáver (2005)A Maldição de Frankenstein (1957)E Deus Criou a Mulher (1956)A Vingança de Frankenstein (1958)O Médico E A Irmã Monstro (1971)Flashdance: Em Ritmo de Embalo (1983)A Filha Perdida (2021)EPISÓDIOS CITADOS:RdMCast #255 – A História da Maquiagem no Cinema de HorrorRdMCast #379 – As Comédias de Horror de Mel BrooksRdMCast #529 – Frankenstein de Guillermo del ToroRdMCast #481 – Especial O Médico e o MonstroRdMCast #326 – o Universo de DunaRdMCast #215 – CoringaRdMCast #477 – A SubstânciaINSIDER STORE COM ATÉ 25% OFFCupom: RDMCASTLink especial: https://creators.insiderstore.com.br/RDMCASTSiga o RdMYoutube: https://www.youtube.com/c/Rep%C3%BAblicadoMedoInstagram: @republicadomedoTwitter: @RdmcastEntre em contato através do: contato@republicadomedo.com.brLoja do RdMConheça nossos produtos: https://lojaflutuante.com.br/?produto=RdmPODCAST EDITADO PORFelipe LourençoESTÚDIO GRIM – Design para conteúdo digitalPortfólio: https://estudiogrim.com.br/Instagram: @estudiogrimContato: contato@estudiogrim.com.br

Que isso galerinha, varias polêmicas essa semana. Pacer levando pódio na Meia de Berlim, ladrão de Gel atacando novamente, e Korir que foi campeão da Maratona de Nova York admitiu ao uso de doping, manchando mais uma vez a credibilidade do nosso esporte... Vai ter corrida, vai ter triathlon, vai ter corrida com doguinhos e mais, então já sabem né? Sem mais delongas...---------------------------------------------Victor Castello Brancohttps://www.instagram.com/victorcastellobrancoz2Ricardo Favoretto - Running Nerdhttps://www.instagram.com/rifavorettoPaulo Puccinelli - Dochttps://www.instagram.com/paulo.puccinelliTeco Gaithttps://www.instagram.com/tecogaitDre Spinellihttps://www.instagram.com/drecoymusic---------------------------------------------00:00 Intro01:29 Berlim, 222 e Doping08:47 Oceanside e Pódio Z213:25 O Método Norueguês18:55 Inforunning Metralha22:23 Dica do VCB???25:42 Canicross30:02 Outro30:29 Bloopers---------------------------------------------#running #corrida #runthenews #news #maratona #noticias #runningnerd #z2performance #z2talks #alwayschasing

In the latest episode of Manager Minute, host Carol Pankow sits down with Michael Mackillop, Executive Director of the Washington State Department of Services for the Blind, to explore how one agency is rethinking how VR services are delivered—and the powerful results that follow. From dramatically shortening the time to services to introducing milestone planning that keeps customers moving forward, Washington DSB is demonstrating what can happen when agencies streamline processes and keep the focus on people. The conversation highlights real outcomes, including customers achieving meaningful careers with wages averaging over $39 per hour, and the cultural and programmatic shifts helping individuals rediscover confidence, expand their goals, and pursue careers they once thought were out of reach. This episode offers an honest, practical, and inspiring look at how VR leaders can rethink processes, strengthen partnerships, and build systems that help people move toward what's possible. Listen Here Full Transcript: {Music} Michael: A lot of customers. The feedback is it's great and a lot of counselors. The feedback is it's great. Carol: It makes brilliant sense because I think people spend so much time. You're letting perfect get in the way of the good. Michael: Learning as an adult is not easy. Learning to do new things, and the frustrations and the anger that can come from having to adapt to the environment that doesn't adapt to you. I think that now is the time, if any time is to show the power and the impact of vocational rehabilitation for the economy and for our communities. Intro voice: Manager minute, brought to you by the Vocational Rehabilitation Technical Assistance Center. Conversations powered by VR. One manager at a time, one minute at a time. Here is your host, Carol Pankow. Carol: Well, welcome to the manager minute. Joining me in the studio today is Michael Mackillop, Washington Blind Executive Director. So how are things in Washington, Michael? Michael: Things are doing good. There's a little bit of Seattle Seahawks fever. Carol: Uh, yes, Seattle, Wahoo, Go Seahawks! Michael: And there's probably some growing excitement for hosting matches of the World Cup. So there's that whole sports thing. And today we're back to rain, which makes us feel it's just this nice gentle drip. It's not an atmospheric river where it's monsoon rain and all the snow from the mountains. It's just a nice, gentle rain. So things are decently good here in Seattle. Carol: Oh, good for you. Well, I have an affinity for the whole Seattle area. I have two brothers out there and lots of nieces and nephews and yeah, all the people I love to come. And I remember, gosh, Michael, I remember meeting you. I feel like it was like 13 years ago or something. Michael: At least, yeah. Carol: At least! (Michael laughs) Carol: You were friends with Jon Benson, my deputy, when I was at SSB. And so we got hooked together. And then I remember I would always tell Jon I'd be like, Call Michael, what are they doing at Washington Blind? Because, you know, you want to see what's going on? And in fact, I remember you guys calling us because we went on an Order of Selection, which is not common for a blind agency. And I remember when Lou Olma was still there, she had called. She's like, oh, you know, asking some questions about that. So I felt like we had some shared experiences together. Michael: Yeah. And we connected, I think, through CSAVR and NCSAB conferences and I mean plug out to them. It's just such an incredible place to really meet people from around the country and become long term supports. Carol: Right. It takes a village to do this job. So the more people you can meet, good shout out for like connecting with other people and just trying to build those relationships, because then you have them way over a decade later, you know, going on two decades later. Michael: And you don't have to go it alone. Right? I mean, to try to go through something like Order of selection, say, alone that... Carol: Yeah. Michael: But when you know, you got people or community of practices that are helping you through it. So it's  my plug to be connected to the national scene because you can't do it alone. Carol: 100%. I'm putting an exclamation point behind that one. Well, I happen to be perusing because I had my knee replaced last month. So as I'm laying and putting my leg up and icing and all the things, I was reading lots of the social media because I kind of was behind a little bit. So I'm in LinkedIn and, you know, accepting requests and connecting with other people. And I read, you're awesome, Michaels posting on LinkedIn, and you posted something and I just went, oh my gosh, it made me then go into your website. And then I'm like, all over your website and I'm watching your YouTube videos. It was super fun. So for our listeners, what caught me was Michael was reporting on this annual report they had done, and he was talking about the North Region team supporting 51 customers to attain their career goals, three of whom were able to retain their established small businesses. And then all the cool kinds of work people were in with STEM careers and education and finance and administrative and human services. And then it really hooked me with the average wage of 39.30 per hour. And then he does this nice Congratulations out to his folks. I'm like, what is happening there? Because that's what we want in VR. You want those family sustaining wages and all the good stuff. So long story short, listeners, I had to get Michael on and go, what is the secret sauce happening in Washington? What are they doing there? Because I thought this was super cool. So, Michael, before we launch into kind of what you're doing, I just want to get a little caught up on how did you start in VR? How'd you get there and how did you come into a blindness agency. Michael: Sometimes accidentally? Uh, perhaps a little bit reluctantly. I've been with this agency for 25 years, and I started as an AT specialist. I had experience in adult education in computers. And then I got a job, actually, at the lighthouse for the blind, Seattle Lighthouse for the Blind as an instructor. Where the supervisor, because I had studied American Sign Language, is a long story about why I did that and got connected in with Seattle's deaf community in the 90s and the Deaf Blind community as well. We have a very robust and vibrant deaf blind community in the Puget Sound area, and there were a number of individuals who were Deaf, Blind that were working at the Seattle Lighthouse that really needed computer skills. And so I didn't know anything about adaptive technologies, but I knew about Sign Language, I knew about computers, and I knew about adult education. And so that supervisor gave me six months. And to figure out the screen readers and screen magnifiers and braille displays and to start training. And so it was lovely to be able to, you know, directly communicate with students that, you know, hadn't touched a computer in their lives. That got me, you know, into the Blindness and Vocational Rehabilitation is a big part of, you know, people at the Lighthouse wanting to promote or work elsewhere. Uh, work out into the integrated community. And so there was experience with DSB. I was reluctant to be a state employee. I promise you that once I gave that up and got hired on a DSB, just the passion for the customer, the mission, the initiative, it kind of dispelled my notions of what a state agency is and who works at a state agency. So obviously I've loved it so much. I've been there for 25 years plus, so. Carol: That is crazy. I had no idea. You're I think you're my first guest, that's come on. That's come from this AT background. Good for you. Very cool. I love it because it's always fun to see people's paths in. We all take a different way, but you come in, and then you stick with it because you love it. Like you just love it. Michael: Exactly. Carol: Well, in your December's report. Oh my gosh, what really stood out I was I love the customer voices. You know, you had somebody on there, I think. I don't know if it's Francis working into her 70s, people that were earning promotions and discovering entirely new career paths. And when you look at all those stories, I just wonder from your perspective, what does success actually mean to you as a VR director? Michael: Yeah, I mean, I really love that the breadth and the depth of those career choices that people find through our services, their personal journey of discovery, finding the strengths that didn't know they had and that that's what excites me. And that's what I hear again and again and again. People not believing in themselves until they get some of those adaptive skills. It's so often the key to expanding their own self-assessment, their self-expectations. Losing your vision is traumatic, there's no question. And acquiring a disability as an adult. And that can really impact your belief in yourself and what you believe you can do. And for me, all those career achievements, they represent that journey of that person who I've heard the story so many times that they sat on a sofa thinking there is no future for them. There is no way to get into work. Their self-value had diminished so much because of the change in vision, and then something sparking that bravery of calling the agency. Whether they hear about the agency the first time or they've heard about it, and they get that courage up to call us, and it's a lot. I mean, to honor that connection, to say, I need to change. I need to get off the sofa. I need to do the work to be who I want to be. It takes a lot. And so honoring that those successes that we hear about the just a ray of education or healthcare or last year we had two physicians. We had two people that were physicians. And there's no career that's not possible for that individual, whatever that individual's aptitude and abilities are. It just takes the adaptations and the adaptive technologies and those the belief in themselves to do it. It's a lot of hard work. I mean, once people make the brave call and get into the work, it's hard. And so keeping people motivated through all the challenges and learning as an adult is not easy. Learning to do new things, and the frustrations and the anger that can come from having to adapt to the environment that doesn't adapt to you and those daily frustrations. Hopefully the agency is helping that individual through and to keep and progress. So those stories all just tell me about the work that that individual has done to get where they're at and knowing what a lot of challenge and determination and grit it took to get there. Carol: 100%! Preach Michael! That was good. That was really good. I know I always have that, I just have that place in my heart from my time at SSB, because I felt like the work we did was so profoundly, not that all the work isn't, but it was so profoundly life changing for these folks because so many of them, you know, came to us later in life. They were losing vision, either something medically was wrong, whatever was going on. But, you know, they had these careers and then they go from this place of utter devastation to absolute, like, you have completely changed someone's life. You just man, you could feel it in you like it was such an incredible deal living through that with our folks and what an impact that VR had. Otherwise they would still be sitting on that sofa, you know. Michael: Yeah. And then the work that they did, they were they're changing their lives and they're taking that direction and they're keeping up with it. We're supporting that... Carol: Yeah. Michael: But they're moving forward. Carol: It's on them. Michael: Yeah. Carol:  But we give them that glimmer like we're able to help point them in the right way. Like, here's some stuff and we can help you do the thing. Well, I know these outcomes your folks are having didn't happen by accident. And of course, people had come from different backgrounds and different careers. Or maybe they were in a business and didn't think they were going to get to keep it, but I feel like there's something going on in your agency as well. Knowing you guys and knowing you at the helm, what do you think are some things maybe you are doing differently, whether it's culturally or programmatically, that are really contributing to this level of your customer success? Michael: Yeah, there's been a lot of restructuring and change in our agency, and I would say that we are looking at that customer experience more closely and trying to really support the customer experience and not necessarily have the system support how we manage the work, but how the customer is making success. There's been a lot of discussion in the national VR community around time to services and the timelines that the federal regulations allow. When you look at that, when you look, when you think about it in your own life, would I be willing to wait 60 days before I know if I'm eligible, would I be willing to wait 90 days after that to start services? I mean, those timelines don't meet our modern needs, and maybe in the past it made sense to go slow. It doesn't. These days, people are brave enough to make that call after three years on the sofa. We need to get them into services so they start believing in themselves and are working. Excited about that path and just don't get frustrated by the process. So really our first thing is time to services. We created internal systems where we've got intake specialists, centralized intake specialists that are really shrinking the time to determine eligibility and to gather the information to convey to our counselors, our local counselors. So there's preparation there. And that's really shrunk the time. I think it was like 28 days on average and now it's 14 days. We'd like it to be a little bit shorter. Uh, even still, we know that observation for 85% of our counselor observation, we can determine that there's a disabling condition and then through that counseling conversation, can understand what those functional limitations are and what services might be useful in determining that eligibility. So our timeline lag used to be waiting for eye reports from eye doctors who it was never a priority when we knew that there was a visual disability. Carol: You can see they clearly don't have eye sockets or something is like clearly, clearly gone, we don't need an eye doctor report to tell you that. Michael: But letting counselors know and the intake specialists know that observation is valued, take it, justify it, document it, but let's move people through. Let's not keep people waiting for no reason. We've also restructured the way that we do our planning and the assessments towards the planning. We created something called Milestone Planning and that is really shrinking down the goals we're working on towards that long term goal of career path that we've got and we keep that in our heads. But what are the things that the customer is able to commit to doing now in the next three months, four months, up to six months? Let's focus on those. Let's shrink that down and let's have our assessment focus on, you know, be included folded into that and our services folded into that. It used to be our old system was we would do all these complete comprehensive assessments, and it would take months to get people in the eight specialists, and they'd write six page reports of all the things that would be useful. And the O&M specialists and rehab specialists would, you know, do the home assessments. And that's months of assessment. And people are like, what am I doing? This doesn't make sense. They're not getting the services. We're creating this five year plan with very detailed services for the entire time of the plan. And then the customer gets one service, they learn to do something and their whole universe expands suddenly. I thought it could only be a customer service, but oh my gosh, I can do this. Let's rethink it. We were doing a lot of work upfront for something that changes almost, almost instantly once we get people services. Well, let's get people services now. Let's have them experience, you know, learning how to use a computer, learning that they can manage their home or learning that focus small. And then the conversations about that long term goal can change. And when we created that really formal long term plan and did all the work, our customers were nervous about saying that they wanted to change. And so they either got stuck and continued that or they just disappeared. The other piece that customers have told us is they didn't know where they were going. They didn't have clarity on what they were doing, what, you know, it's just too vague, that five year plan. So getting more frequent and meaningful engagement between the counselor and the customer has been a goal of ours, and that has required us to shift some of the work and shift some of the administrative work. We took a lot of that upfront work and provided that to the intake specialists. So there's more time for the counselor. And then also talking about how we shrink what we've known as counseling and guidance, where we don't have to schedule an hour, hour and a half for these long term counseling and guidance sessions. But let's understand what our goal is, what we're trying to achieve, and check in at least once a month is our goal now. And to do counseling and guidance. And it may be a ten minute conversation about, you know, what are the obstacles, what's challenging you? What are your frustrations? What supports can we get? How's it going? That's all counseling and guidance that keeps people moving forward. And people often fell out because they didn't know to ask for support. Counselor contact once every 90 days. I mean, there's no relationship built there. Carol: No. They forget who you are. Like they, you know, they totally forget. Like, who are you again? And what are you with? Oh, yeah. That. Michael: And then the, the check in is how are things going? And the person says good, I guess. And the counselor writes, oh everything's great, but is it, right? So getting that more frequent and meaningful connection and conversation, knowing what the next steps are, keeping those goals small so we achieve them within three months from there and we build another goal from there has really been successful for I mean, it's new, mind you, it's new. A lot of customers. The feedback is it's great and a lot of counselors. The feedback is it's great, but it's really hard to change that mindset of the old way of doing everything all at once. Carol: I loved, I was so intrigued because when I, you know, of course, I went down the rabbit hole of your website. So I come in through the link you had on LinkedIn. I'm looking at the report and then I see, oh, what are these Milestone Plans, you know, and then I'm like, what is this? And then I watched the YouTube video and then I'm like, oh, well, this is going really well. It makes brilliant sense because I think people spend so much time, you're letting perfect get in the way of the good, because you're gonna have this beautiful plan and we're going to have it for five years and all these things. And then, quite frankly, I think you get probably a little annoyed because customers go along the way and then they're like, well, I don't really want to do that anymore. I want to pivot. I need to do this because as they're getting their skills of blindness, the world opens up and often they're like, yeah, I don't want to be the customer service person. I want to move now. Well, now you're annoyed. Oh, we're gonna amend the plan, you know, so when you make that kind of the process, things irritating to you that you're going to have to amend and do the things it'll make you crabby instead of just baking this in that we're not going to get so hung up. And we are creating the plan. We've got a goal, but we know these goals change and we're going to do an amendment and the persons involved and they're super engaged. Like it just seems so much more interactive. I'm like, Holy cow, that was you know, how many years has this taken for somebody to think of this, Michael? Michael: Goal and change is slow. But with this change, we are not leaving this. We're not just saying this is the change and then we're on to the next one. Carol: Yeah. Michael:  We are really sitting with this and you said bake it in. That is our mantra for this year is we're baking it in. We've made these changes last year. Now we've got to be sure that we're actually doing them. In the essence, it's not in name only. You know your Milestone Plan, you've got five years worth of services. Let's look at that and let's make sure that it's working. I had a really good conversation with a counselor yesterday who is super excited. And certainly what's helpful is, is getting some examples of how to shrink this down, how to shrink the thinking and how to shrink the, you know, down to something that's manageable and doable for that customer. So they know where they're going, they know what they're doing, and they know what the next step is after that. So yeah. Carol: It kind of leads me to my next thinking, because, you know, again, going back to your report and reading it, and I was so intrigued by people that also came in with kind of one goal. But as they get, you know, you get your skills of blindness, your world opens up and they left with something so much bigger. A big promotion, a new career or something that they had been dreaming about actually happened. How do you guys go about, because I know you're talking about, like, active engagement. You're doing this regularly, you're keeping in touch, but how do you really also create that space for them? So it isn't oh, we did our plan and here's your goal. And we're sticking to that like so that they can pursue the path that's right for them. Even though you might have set out on one way rather than that whole predefined outcome, that it's okay to pivot you're okay. Michael: Yeah. I mean, that is the key that people try things out and then it can change. And that's a value. It's not a negative that when someone tried this and then it they're like oh that's not for me. Well that's exactly what we want. We want that exploration. We want it in short bursts, so we're not investing in something and you realize five years later, oh, it's not for me. We want to know now. Let's figure that out now and let's find out if that's not it. What are some other things? We've had a lot of turnover. I think VR agencies have had a lot of turnover. And you know, since the pandemic, a lot of retirements, huge wave of retirements. And so the past year we've been stable in terms of not adding a whole lot of new people. And our focus is really building those skills and building that awareness and building those high expectations of our customers and not letting our own biases kind of drive where we want to guide the customer, but to be open to that customer and help instill the belief that self-belief for the customer and believe for the customer, because sometimes they come in and they do not believe in themselves. We've got to hold that, right? Carol: Right. Michael: We've got to hold that and then bring that customer up to it. And that's been a lot of our discussion and training for new staff. We also have real strong connections with our consumer organizations that help with that as well, and bring that connection to the blindness community. Even if our, you know, staff are not from that community, to make sure that we're understanding the community and expectations and what's happening. Being connected to the community we serve is critical. And through that, even if people have come from the general agency or come from outside blindness, really building that belief that Blind people can do whatever they're capable of. Right. Whatever that person can do, they can do it. Carol: I love it, I love it. Well, it kind of leads to my whole thoughts about you with collaboration because your report also highlighted, you guys talked about your partnerships, whether it's with employers or the tribal VR WorkSource and others. How do those relationships that you all have been cultivating translate into real opportunities for your customers? And how are you sustaining that, like really nurturing those relationships? Michael: You bet. It takes work and past history. I've been 25 years with a blind agency. We used to keep our heads low, keep under the radar, do everything in isolation. We had this weird notion that we could do it all. We're the only ones who know about blindness and rehab, and we'll do it all, whatever. And that's not true, because reality is. Blindness intersects all communities, and we need to find the ways to support people in where they're at, in their cultural expectations. And individualized services also means that any industry is a goal, is a potential career goal, and we need to keep ourselves on the cutting edge and understanding how to support people in any type of industry, understanding what opportunities exist so we can't do it all by ourselves. And there's the other notion that budgets are really tight. And even though other outside resources are shrinking, we need to do more to get our customers into those generalized programs that are out there for everyone and benefit everyone, and to have other parts of the workforce system be footing the bill, basically, so we can keep our dollars for the things that are unique to us, right? And tribal partners. You know, we've got an amazing relationship in Washington state region. We have ten tribal VR, AIvRS, American Indian Vocational Rehabilitation agencies here and then 29 recognized federal tribes. And we do have government to government relations and train our staff who interact with the tribal VR about government to government expectations and cultural expectations, but also understanding and helping our staff understand the value and the services that tribal VR can provide our customers with tribal affiliation that we're not able to. Those cultural healing practices are so critical for individuals. Tribal affiliations may also be pathways to careers that are on tribal lands or tribal businesses that we would not have access to if we didn't actively partner with our tribal VR partners. There's also, tribal VR does not get a whole lot of money. And so understanding too, that we're here to support tribal VR in all those visual disability sorts of things. We've got the expertise we can partner and provide those needs. So it's maximizing each of our budgets for that customer to have the maximum success. I think as well, the WorkSource, the American Job Center, the WIOA partners, I mean, all that as a blindness agency. We were left out of that for so long. And 2016, where we're part of that through the Workforce Innovation Opportunity Act. I for three, four years and still even today, I'm like, I'm from GSB, a title four WIOA partner with rehabilitation. Every time I introduce myself, I had to do that because they're like, who are you? What do you do? Why are you. Why are you. Carol: Why are you here? Yeah. Michael: So we have, particularly through our business relations team, and we just expanded that in the past two years, really have created some strong connections with our Workforce partners and with the American Job Centers and those opportunities that exist we don't have to pay for, there's a six week job readiness workshop that is put on. And the challenge has always been for our customers going to the WorkSource centers and the American Job Centers, we call them WorkSource here in Washington state. And just having no access, having no accommodations that people are clueless about, people with visual disabilities and how to make that accessible. So we've done a lot of work. Our business relations staff did a lot of work with this particular workshop and made it fully accessible, totally integrated. It's not just blind, only, it's all individuals that are eligible for those services. Our customers have been so thrilled with that experience, and even to the point where in front of the consumer organization conventions, they're taking the mic and just crowing about the experience in these job readiness workshops to the Workforce. So we're expanding that. But there are also other opportunities. There are pre-apprenticeship and apprenticeship opportunities, work experience, work based experience opportunities through the American Job Centers that we just never had access to, that we're starting to have access to. And it's getting our customers closer to their career goal through the partnership. Carol: I love it because you're really living into WIOA. You know, it's taken a long time across the country. It gets passed in 2014, but you're like, okay, what does that mean? And how is this really going to work and how are we really going to partner together? It's taken a long time for everybody across the country, but you start to see these pearls that are coming out of it, like you're talking about with the WorkSource and that training class, and now it's fully integrated like that is amazing because we still have places where it isn't happening. You know, people will tell you if a person who's blind or visually impaired shows up for a class, they're like, no, you got to go to Blind services. They do stuff over there. They can't come here. But the whole intent of Congress was to leverage all the partners together, because we each have our buckets of money, but we're better together if we can leverage those funds. Michael: Agreed. Carol:  100%. And you are living right into all of that. You need to do a presentation, my friend, at CSAVR or NCSAB, with all the cool stuff you guys are doing, I just think it's really awesome. Michael: It's taken a long time and it's been a lot of work. It's been a lot of effort, but I'm feeling like we're making progress now. Carol: That is so good to hear. So if you could offer a lesson, maybe a lesson you learned or something to other VR agencies, especially people that may be feeling overwhelmed or stuck. And I'll tell you, you have a lot of colleagues out there right now. Stuff's been tough. Based on the experiences you have, what would you want them to take away or what's something you'd just like to share? Michael: The easy one, a lot of things are coming to mind, but an easy one is to be brave. Examine. Really step back. Examine what is and isn't working. Don't. Don't hold on to how we've always been done it. And don't accept that or really shift your mindset to identify what you're really saying internally, as we've always done it that way it doesn't have to be. And so really understand what are your processes are working really well and let's find ways to expand those. But let's also look at the customer experience. And let's be honest about where our processes don't meet that customer need and meeting them where they're at. That's one of our values empathy, meeting people where they're at. Are we doing that? And let's be honest and let's be brave and make the changes. Sometimes you have to fight them. I mean, the whole counselor observation, RSA had some initial concerns, even though it's written into the law, had some initial concerns about what that means for determining eligibility, but it's written into the law, and counselors document that observation. And but sometimes you have to fight a little bit, push back a little bit where it makes sense. Change also is not easy. I mean, there's just been so much change externally, internally, and it's exhausting. But you also need to determine where you want to go and take the time to really mature that and facilitate that change. And we're talking about baking it in. Don't just be kind of shoop shoop, shoop shoop. Figure out what is the big change, what is the change you want to make. And it's going to involve lots of little changes. And people are going to feel like it's still this massive, you know, change after change after change as you tweak things. But let's really focus on that, get it through and then see it through. Do a pilot, get data, get input, analyze it, revise it, implement it more broadly, get data, analyze it, revise it, tweak it, get input from customers, get input from, you know, people. And then as a director, you've got to champion the change and you've got to talk about it. And Carol, I don't know about you or I hate repeating myself. It is a personal thing. I hate repeating myself. But that is the job, right? That is the job to say things and say them again and say them again and find different ways to say them. I mean, you caught some of my videos and that was my goal last year, was my emails that are very detailed and very interesting to me, are not super interesting for all my staff, but they really connect to video sometimes, or they connect to, you know, audios, or they connect to the in person fireside chats where they can come with any question. And we, you know, the executive leadership will discuss what's on their minds. There are different forms and formats for getting our story out and communicating, and we need to really do all those. And it doesn't have to be, I mean, you saw some of my videos in the newsletters and the reports. They're pretty amateur right there. Carol: It was all good. I liked it, though. I liked it because it was authentic. Michael: Yeah. You know, it's taking that TikTok mentality where it doesn't have to be, it's here and it's gone. But it gets the message out and it's supporting the change that you want to make. And it's not me as director talking it, but it's finding other people that are experiencing it and their experience and people connect in different ways. So that whole communication part of telling the story, I'm no social influencer. You found my story on social media, and I know it's important, and I'm doing the work now because it is critically important. we're also, those reports, those monthly reports, were highlighting different programs, and we're sending them out to stakeholders. We're sending out to the congressional representation representatives and their staffers, and we're getting notes back saying thank you for that. And I'm like, it felt very amateur, but I'm glad you appreciated the story and information. Carol: Well, I learned in communications class long ago, seven times seven ways, like for communications, because people all learn differently. Like you said, audio, video, you know, doing more like almost like the TikTok reel. We've got to get way better, snappier, shorter. I mean, we can thank Jeff Bezos for that with Amazon. Like people don't want to read a long thing. They want it quick. We want to get stuff. Now give me the little snapshot about this thing. And really our social media leads to all of that. Because look at you drew me in. I've known you, but you drew me in with your little short clip on LinkedIn. You had the really catchy part. I'm like reading that and I see $39.30 an hour people are making on average. I'm like, I gotta go see what's going on in this report. And I click your link and next thing you know, I'm in your website, I'm looking at your stuff, I'm in your videos and doing all the things. That's how people like think, now they got to get drawn in. What's your quick soundbite, your little piece that gets you hooked in. And we all have to get way better at explaining what is happening in the VR program because we just, I don't think have been very good about telling our message and our story. Michael: Agreed. And I think that now is the time, if any time is to show the power and the impact of Vocational rehabilitation for the economy and for our communities. So, yeah. Carol: Oh thank you, fine, sir. Well, I love talking with you today. I wish you every success in your agency, and I look forward to hearing more fun things and reading more things on LinkedIn. So thanks for joining me. Michael: I enjoyed it. Thanks so much, Carol. Take care.   {Music} Outro Voice: Conversations powered by VR, one manager at a time. One minute at a time. Brought to you by the VRTAC. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts, or wherever you listen to podcasts. Thanks for listening.

O México é um país com história vibrante. Foi cenário de civilizações pré-colombianas importantíssimas, passou por uma dolorosa luta pela independência, enfrentou uma perda substancial de territórios, apregoou ao mundo sua revolução. Só conhecendo a trajetória mexicana até o século XXI poderemos entender melhor os desafios que enfrenta na ordem global.Gravado em março de 2026.PIX: abcdageopolitica@gmail.comInstagram e Tik Tok : @abcdageopoliticaApoio pela plataforma da ORELO ou PIXLivro: A casa dos segredos.  mondru.com/loja   mondru.com/produto/a-casa-dos-segredos/Vinheta musical: Longzijuan  

Neste episódio, recebemos Ramiro Gomes Ferreira, CEO do Clube do Valor, para desmistificar a escolha de ações na Bolsa. Se você já comprou uma empresa só porque ela "caiu demais" e viu o prejuízo aumentar, este vídeo é para você.Ramiro revela como utiliza métodos quantitativos para separar as verdadeiras oportunidades das "ciladas de valor" (Value Traps) que enganam o investidor comum.O que você vai aprender no episódio: - O Fim do "Feeling": Por que a intuição é a maior inimiga do seu patrimônio.- Filtros de Ouro: Como o Earnings Yield supera os indicadores tradicionais.- Carteira 2026: Quais setores o modelo científico aponta como baratos agora.- O Método na Prática: A estratégia que bate o Ibovespa no longo prazo.

A Inteligência Artificial não é mais uma promessa para o futuro; ela já é uma realidade transformadora na saúde. Mas como garantir que essa inovação avance com segurança jurídica e ética? No episódio de estreia da edição mensal do Afya News, mergulhamos no tema que dominou as discussões da comunidade médica: a nova resolução do CFM sobre o uso da IA na medicina. Gustavo Meirelles, Vice-Presidente Médico da Afya, recebe a advogada Renata Rothbard (sócia do Machado Meyer e especialista em Life Sciences) e o Dr. Guilherme Rodrigues (oftalmologista e editor de conteúdo da Afya) para um debate profundo sobre os limites e as oportunidades desta tecnologia. Neste bate-papo, você vai entender:A Resolução do CFM: Os pontos positivos e as áreas que ainda geram dúvidas operacionais e insegurança jurídica.O Médico como Protagonista: Por que a IA deve ser vista como uma ferramenta de apoio (co-piloto) e nunca como um substituto para a decisão clínica e o raciocínio médico.Impacto no Dia a Dia: A automação de fluxos administrativos, o monitoramento preditivo e a redução da burocracia para que o médico possa focar no que é essencial: o olho no olho com o paciente.Futuro e Educação: O risco do "desaprendizado" tecnológico e a importância de formar profissionais letrados em dados e ferramentas inteligentes.O futuro da medicina exige uma construção colaborativa entre tecnologia, direito e assistência. Assista agora e entenda como navegar nessa transição histórica. Gostou? Compartilhe este conteúdo e ajude a levar informações sobre o futuro da medicina a outros profissionais de saúde.

O Médio Oriente em chamas. O discurso do estado da união de Donald Trump. As tarifas. A guerra aos cartéis no México. Edição de Mário Rui Cardoso.

O México quer subir ao pódio dos gigantes do continente americano e, por isso, levou a sério os avisos dos EUA sobre a perseguição ao narcotráfico. O Mundial de Futebol pode ditar o fim dos narcos?See omnystudio.com/listener for privacy information.

O México está a tentar conquistar o pódio do continente americano e levou muito a sério os avisos dos EUA sobre o narcotráfico. A chegada do Mundial de Futebol pode ditar o fim dos narcos?See omnystudio.com/listener for privacy information.

Orientation and mobility training is essential to safe, confident, and independent travel for people who are blind or visually impaired. In this episode of Central Bark, an on-staff Certified Orientation and Mobility Specialist (COMS) at Guide Dogs for the Blind shares expert insight into how GDB's Orientation and Mobility Immersion Program supports clients at all stages. Learn how core O&M skills prepare individuals for successful guide dog partnerships and independent travel, and how training is tailored for real-world environments such as urban travel and public transportation. This episode offers a behind-the-scenes look at the expertise, accessibility, and innovation that empower independence through Guide Dogs for the Blind.

Este é o segundo episódio da série de podcasts Ugo Giorgetti em 4 documentários e trata de dois médias-metragens: “Variações Sobre Um Quarteto de Cordas” e “Santana em Santana”, documentários produzidos pelo diretor e produtor, que também são muito diferentes entre si, mas que têm um ponto crucial em comum. No episódio, Liniane Brum e Mayra Trinca revelam como eles entrelaçam as trajetórias de vida de dois artistas, em meio ao desenvolvimento da cidade de São Paulo.  _____________________________ Roteiro [Som de tráfego em cidade: buzinas, carros, ruídos de fundo.]  Mantém em BG até entrada da música de transição. LINI: Esse é o segundo episódio da série de podcasts Ugo Giorgetti em 4 documentários. Meu nome é Liniane Haag Brum, sou doutora em teoria e crítica literária pela Unicamp e realizei a pesquisa de pós-doutorado “Contra o apagamento – o cinema de não ficção de Ugo Giorgetti” também na Unicamp, no Labjor, com o apoio da Fapesp. Essa pesquisa surgiu da descoberta de uma lacuna. Percebi que não havia nenhum estudo sobre a obra de não ficção de Giorgetti. Apesar de ela ser tão expressiva quanto a sua ficção, e mais extensa. MAYRA: E eu sou a Mayra Trinca, bióloga e mestra em Divulgação Científica e Cultural pelo Labjor. Você já deve me conhecer aqui do Oxigênio. Eu tô aqui pra apresentar esse episódio junto com a Liniane. Nele, vamos abordar os médias-metragens “Variações sobre um Quarteto de Cordas” e “Santana em Santana”. [Música de transição – tirar da abertura de “Variações Sobre um Quarteto de Cordas”] LINI: No primeiro episódio, apresentamos os documentários “Pizza” e “Em Busca da Pátria Perdida”, destacando os procedimentos e recursos de linguagem empregados pelo cineasta para retratar a complexidade da capital paulista. MAYRA: Em “Pizza”, as contradições de São Paulo surgem na investigação de pizzarias de diversas regiões, por meio de depoimentos de seus donos, funcionários, clientes e pizzaiolos. Já “Em Busca da Pátria Perdida” se concentra no bairro do Glicério, e registra a experiência de migrantes e imigrantes que encontram acolhida e fé na Igreja Nossa Senhora da Paz. Se você ainda não ouviu, é só procurar por “Ugo Giorgetti” no nosso site ou no seu agregador de podcasts.  LINI: Nesse segundo episódio, vamos falar sobre dois médias-metragens: “Variações Sobre Um Quarteto de Cordas” e “Santana em Santana”, documentários que também são muito diferentes entre si, mas que tem um ponto crucial em comum. Vamos revelar como eles entrelaçam as trajetórias de vida de dois artistas, ao desenvolvimento da cidade de São Paulo.  (pausa) Vinheta Oxigênio LINI: Se você não tem muita ligação com a música de câmara, seja tocando, estudando ou pesquisando o tema, é provável que nunca tenha ouvido falar em Johannes Olsner.  “Variações Sobre Um Quarteto de Cordas” retrata a trajetória profissional desse violista que chegou no Brasil em 1939, vindo da Alemanha para uma turnê musical, e nunca mais voltou pra casa.  MAYRA: Sobre esse documentário o crítico literário e musical Arthur Nestrovski escreveu o seguinte na Folha de São Paulo, em setembro de 2004: “O filme é muito simples. O que, no caso, é uma virtude: (…) a vida de Johannes Oelsner se confunde com a arte que praticou ao longo de quase 70 anos de carreira.” LINI: O violista alemão fez parte da formação inicial de músicos do que é hoje o Quarteto de Cordas da Cidade de São Paulo. [Música de transição – escolher excerto de “Variações Sobre um Quarteto de Cordas”] MAYRA: Talvez você esteja se perguntando o que é um quarteto de cordas… Vamos por partes:  Um quarteto de cordas é uma das formações mais emblemáticas da música de câmara e reúne quatro instrumentistas em dois pares: dois violinos, uma viola e um violoncelo. [Entra música de fundo: escolher excerto de “Variações Sobre um Quarteto de Cordas”] [Sugestão – time code do Youtube – 09:32 até 10:42] A expressão “música de câmara” tem sua origem na “musica da câmera”, termo italiano que significa “música para a sala”. É originalmente um gênero de música erudita para ser tocada em ambientes privados e íntimos, como nos aposentos palacianos e gabinetes da aristocracia, – e não nas grandes salas de concerto. LINI: A música de câmara pode ter diferentes formações, como por exemplo um dueto ou um quinteto. Mas – sim! – o quarteto é a sua forma mais clássica. [Música de transição] Embora os quartetos de cordas se dediquem a um repertório de alto refinamento artístico, sua presença no Brasil é pouco comum. Foi pensando nisso que perguntei pra Ugo Giorgetti por que motivo ele decidiu fazer um documentário sobre um tema tão específico. Ouve só como foi a nossa conversa: LINI: Sobre o quarteto de cordas eu queria perguntar o seguinte: é um tema restrito? Fica um documentário mais assim, restrito, você acha?  GIORGETTI: O Quarteto de Cordas é só um lado do documentário. Ele fala também de São Paulo, ele fala do Mário Andrade, ele fala do Prestes Maia, ele fala um monte de coisa. Ele fala da durabilidade do tempo, esse negócio se transformou em uma coisa que durou 37 anos tocando juntos. Esses caras envelheceram juntos.  [Música de transição – trecho de “Variações Sobre um Quarteto de Cordas”] GIORGETTI: Quando eu fiz o documentário, esse quarteto já não existia mais naquela forma original. Já passou por outras formas, mas é sempre o Quarteto de Cordas do município de São Paulo. Então, nenhuma coisa é tão fechada assim. MAYRA: Retomando a trajetória de Johannes Olsner: sua formação como músico erudito começou cedo e se deu por meio do aprendizado do violino. Foi só mais tarde, quando já tocava profissionalmente, que ele chegou à viola que lhe acompanhou ao longo da vida. Escuta o próprio Johannes falando um pouco sobre isso: [trecho do documentário] – Johannes Olsner: Estudei primeiro violino, comecei com 9 anos o violino, então eu me apresentei no Conservatório Real de Dresden. Aí quem me ouviu foi o grande professor Henri Marteau, francês. Depois, com 13 anos, me deram uma bolsa de estudo integral. Eu me formei, depois ganhei o meu diploma, etc, etc. Isso foi em 1935, até 1937. [trecho de MOZART em violino] LINI:  O violista já tocava no prestigioso Quarteto Fritzsche de Dresden, ainda na Alemanha, quando recebeu a notícia que iria sair em turnê para as Américas. No dia 9 de março de 1939, aos 24 anos, ele e seus parceiros musicais pegaram um navio, em Bremen, também na Alemanha.   [Efeito de som do mar]  Primeira parada: Panamá, por três dias. Depois Argentina, onde tocaram na escola alemã e permaneceram por semanas a fio. Em seguida Montevidéu, onde fizeram quatro concertos. E, finalmente, aportaram no Rio de Janeiro. [Efeito de som do mar] [trecho do documentário] – Johannes Olsner: Chegamos dia 26 de julho de 1939, com bastante atraso, mas aqui no Brasil.  LINI: Veio a Segunda Guerra, ele e os colegas permaneceram em terras brasileiras.   [trecho do documentário] – Johannes Olsner: A gente pode dizer mesmo o Deus é brasileiro, né? Eu tive sorte lá, com entrar no Quarteto e tudo assim, mas aqui, olha que, eu sempre digo para todos vocês que são brasileiros natos: pode ficar contente, porque é a melhor terra que tem. Fora de tudo que tem, olha que, é a melhor terra que tem. LINI: Olsner criou raízes em São Paulo. Em 1944, mesmo ano em que se casou, entrou para o Quarteto Haydn.  MAYRA: O Quarteto Haydn do Departamento de Cultura de São Paulo representa a fase inicial e histórica do que hoje é o Quarteto de Cordas da Cidade de São Paulo. Sua origem remonta a 1935, quando foi fundado por iniciativa de Mário de Andrade, que na época era o diretor do Departamento. A formação respondia a um antigo anseio do escritor, crítico musical, ensaísta e professor de música. Entre outras tantas lutas culturais, Mário de Andrade acabou se tornando um verdadeiro paladino da construção de uma cultura musical consciente e autônoma para o Brasil. A rememoração de Oelsner dá indícios dessa efervescência: EXCERTO MÁRIO DE ANDRADE: Oelsner: Um dos primeiros concertos, me lembro, era em frente do Teatro Municipal, a velas. E então, aí o Mário, como disse, como assistiu todos os concertos, um dia ele chegou também. Ele dizia, seria possível tocar uma vez com o nosso quarteto aqui do teatro, do departamento. Então, como eu já falei para o senhor, fizemos o quarteto de Mendelssohn  [trecho do quarteto de Mendelssohn do documentário Variações(continuação do texto acima) ]  LINI: Pausa para um esclarecimento. Você lembra que no primeiro episódio a gente falou da presença da literatura na obra de não ficção de Giorgetti? Pois é, “Variações sobre um quarteto de cordas” também revela essa face do diretor paulista. Na entrevista com Oeslner, ele não disfarça o interesse pelo escritor brasileiro Mário de Andrade. [trecho do documentário] Ugo Giorgetti: O senhor lembra do bem do Mário de Andrade? Oelsner: Sim, nós éramos amigos, que infelizmente eu tinha mais contato com ele de 44, quando eu entrei no departamento, até 45, e pobre Mário morreu em 45.  Ugo Giorgetti Como ele era?  Oelsner: Sempre alegre, sempre disposto, e qualquer coisa que o senhor disse, uma novidade, o senhor dizia, vamos ver. Sim, sim, sim. E marcava quanto se podia fazer. O Mário era formidável. LINI: Eu perguntei ao diretor se ele de fato – abre aspas “perseguiu” – a presença e a figura de Mário de Andrade, na entrevista com o Oelsner. Ele respondeu que sim. E fez o seguinte relato: [trecho do documentário] Ugo Giorgetti: Eu considero o Mário de Andrade o maior intelectual de São Paulo, de todos os tempos, porque ele era um grande poeta. Tem poemas que são fantásticos, citei um num artigo que escrevi sobre Abujamra, um poema dele, que dizia, “eu sou 300, sou 350, mas um dia eu toparei comigo.” Ele era um músico, ele dava aula no Instituto de Arte Dramática, professor, ele era um etnógrafo, ele saia pelo Brasil cantando folclore, ele era um professor, claro, político, na boa fase, na boa forma de político. Ele foi o primeiro secretário de Cultura de São Paulo. Eu procuro o Mário de Andrade, onde é possível achar. Eu tenho contos dele, o que ele escreveu para jornais, ele escreveu para jornais também, era um cronista, um cara fantástico. MAYRA:  Johannes Olsner cultivou laços com Mário de Andrade e também com personalidades  como  os compositores e regentes Heitor Villa-Lobos e Camargo Guarnieri. Além disso, executou peças com as pianistas Guiomar Novaes e Magdalena Tagliaferro. Durante a formação mais longeva do Quarteto, de 1944 a 1979, ele tocou com Gino Alfonsi no primeiro violino, Alexandre Schaffman no segundo e Calixto Corazza no violoncelo. LINI: A gente pode dizer que Johannes Olsner é o biografado do documentário. Mas também podemos afirmar que essa peça audiovisual é um testemunho. Por meio de um único depoimento, o média-metragem: flagra o nascimento do Quarteto de Cordas da Cidade de São Paulo, – que é também um registro do florescimento da vida cultural e do desenvolvimento da capital paulista. MAYRA: Vislumbra uma linhagem de músicos alemães surgida em Dresden, berço musical em um dos momentos mais ricos, inovadores e contraditórios do Ocidente. LINI: Testemunha os efeitos da Segunda Guerra Mundial, quando centenas de cidadãos alemães se viram obrigados a imigrar para sobreviver. Esse ponto não está explícito no relato de Olsner, mas as imagens do documentário fazem referência ao fato. MAYRA: Revela a devoção de Johannes Olsner à música. LINI: Mesmo depois de aposentado, Johannes Olsner seguiu trabalhando como músico. Na época da gravação do documentário, em 2003, lecionava no Conservatório Villa Lobos, em Osasco, e tocava em eventos e festas de casamento. Ele jamais considerou parar com suas atividades musicais. Faleceu aos 94 anos, em São Paulo, no ano de 2010. [Bloco 2: documentário “Santana em Santana”] LINI: Santana em Santana, de 2007, foi realizado a partir de um edital da Secretaria Municipal de Cultura que visava a realização do projeto “História dos bairros de São Paulo”. A ideia por trás da chamada pública era fomentar o mapeamento audiovisual da capital paulista, por meio de documentários sobre os bairros que a compõem. MAYRA: Ugo Giorgetti, com sua produtora, a SP Filmes de São Paulo, foi selecionado com o projeto de documentário que propunha explorar a história do seu bairro de origem: Santana, localizado na zona norte da capital paulista.   [Ruído de passagem de cena] LINI: Santana em Santana: de cara dá pra perceber que o título escolhido pelo cineasta é tanto uma provocação existencial e poética, quanto um convite à interpretação.  MAYRA: A gente se pergunta: como assim Santana EM Santana? Existe um bairro dentro do bairro original? Isso seria um erro de grafia ou uma pista? Ou apenas um jogo linguístico para atrair a atenção do espectador? [Ruído de passagem de cena] LINI: Pois é, eu questionei o Ugo Giorgetti sobre o que o título do filme pretende revelar. Sua resposta acabou mostrando as motivações por trás do projeto original. Além, é claro, de elucidar esse “mistério”… Ele disse: UGO GIORGETTI: Bom, eu fiz pelo seguinte, também eu quis fazer. Se Santana realmente correspondia à minha concepção que eu tinha dela. Por quê? Porque eu ia na casa do meu irmão… Eu vou sempre na casa do meu irmão. Toda a vez que eu ia na casa dele, às vezes eu ia à noite, às vezes de dia, eu tinha a impressão que não tinha sobrado pedra sobre pedra do meu bairro. Era uma coisa sórdida, vulgar, ridícula, todas as construções iguais, uma coisa cafajeste, não sobrou nada do cinema, nada de nada. Eu não falava com ele sobre isso porque ele morava lá, ele também não falava. Então ficou essa ideia que estava cimentada na minha cabeça. E, para a minha surpresa, quando eu fiz o documentário, eu vi que não só restavam coisas, mas que restava muita coisa. Uma pessoa como eu, que conhecia muito bem o bairro, eu andava para aquele bairro o tempo todo, você procurando os lugares que você ia, em geral, eu achava o lugar. Não só achava o lugar, como alguns lugares intactos. [Ruído de passagem de cena: um carro passando] MAYRA: A escolha da linguagem cinematográfica mostra também esse interesse pessoal pelo tema.  O principal recurso usado em Variações sobre Um Quarteto de Cordas se repete em Santana em Santana: o depoimento de um único artista, nesse caso, o próprio Giorgetti.  Em Santana em Santana Ugo não é apenas o cineasta, mas assume também a posição de narrador-apresentador. Na cena que abre a narrativa, você vê um ambiente despojado, o diretor atrás de uma escrivaninha olhando para a câmera e falando o seguinte texto: [trecho do documentário Santana em Santana] Ugo Giorgetti: Santana sob o ponto de vista da história, do fato histórico, não é relevante, não há nada na história de Santana, que eu saiba, que mereça um registro significativo. Santana é uma região que fica ao norte da cidade, dividida pelo Tietê. Isto é, o Tietê é a primeira fronteira dela, que separa Santana da cidade. E o início dela, é o início mais ou menos costumeiro dos bairros de São Paulo. Quer dizer, é uma grande quantidade de terra, ocupada por uma associação entre o Estado, a Igreja e ricos proprietários. . Evidentemente essas proporções foram se desfazendo depois, principalmente os ricos proprietários, e se tornou um bairro, conforme ele se configurou, a partir de 1942”. LINI: A fala do cineasta sugere que o documentário vai investigar a história do bairro Santana. No entanto, à medida que a narrativa avança, o que se vê na tela é um percurso afetivo que pouco tem a ver com acontecimentos verificáveis, dados e informações precisas. Santana em Santana revela o cineasta à procura de sua própria história… MAYRA: Em cena, a escola que frequentou na primeira juventude, o Mirante de Santana, o cinema de bairro que hoje é shopping center. LINI: Ouve só como também é revelador esse trecho da conversa que tive com ele: GIORGETTI – O filme que mais me impactou que eu vi lá em Santa Ana foi um filme de 1960. Eu tinha 18 anos. É um filme maravilhoso não pelo, digamos assim, valor cinematográfico, é pequeno o valor cinematográfico, mas porque era um filme chamado O Julgamento de Nuremberg; o casting era inacreditável: Spencer Tracy, Burt Lancaster, Montgomery Clift. Lini: É um bom filme. Ugo: Pô!  MAYRA: Em entrevista, o diretor também expôs a importância do processo de produção do documentário, para o tema de que ele trata: GIORGETTI: Tem alguns planos nesse filme que eu gosto muito. Tem um plano que eu acho que é muito bom, que é um plano numa tempestade. Eu falei, se prepara que vai chover, se prepara que vai ter uma puta tempestade que ocorre nesse bairro. E, de repente, o que eu acho curioso é que, no meio da tempestade, o bairro ficou um bairro. Tudo ficou um pouco impreciso, como se o tempo tivesse passado, porém deixou como um quadro impressionista, contornos no meio daquela névoa da tempestade. Daí eu reconheci o bairro.  Daí eu falei, esse é Santana. Casas meio aparecendo, outras não. Uma coisa mais na sombra, outra coisa mais evidente. Ficou muito legal aquilo. Mas tem outras coisas. Tem o meu irmão voltando da feira.  Não sei se você viu. Ele está identificado como… Lini: Não, não. Ah, então eu não identifiquei. Acho que foi uma cena muito de passagem. É, o cara voltando da feira. O maestro Mauro Giorgetti com uma puta de uma cesta. Ele nem viu que ele estava lá.  MAYRA: Essa atitude artística de Giorgetti em Santana em Santana, de individualizar a narrativa, ao invés de elucidar fatos e discursar sobre eles, faz parte de um – digamos – estilo. Segundo o diretor, ele nunca trata realmente do tema que se anuncia; ele afirma que o seu mote é, abre aspas, “ter sempre uma coisa que vista a cidade (…) você pensa que tá vendo uma coisa, mas é outra”. LINI: Ou seja, de acordo com o diretor, no fundo ele está sempre tratando de São Paulo. [Pausa.] OK, como você ouviu lá no primeiro episódio, é preciso considerar a visão do artista sobre seu próprio trabalho. Mas sem tirar de foco aquilo que a obra, ela mesma, mostra.  No caso, o documentário – sobretudo – ativa a memória do diretor e a projeta no presente. Essa projeção oferece ao espectador uma realidade construída por um discurso que é uma espécie de auto-perscrutação dos primeiros anos de vida do artista em contato com a cidade. [Efeito sonoro de tráfego em cidade: buzinas, carros, ruídos de fundo]  LINI: Uma investigação a partir do subjetivo…que é também um documento…. [trecho do documentário Santana em Santana] Ugo Giorgetti: Por isso que eu tento fazer uma coisa que deixe, pelo menos, uma impressão do mundo que eu vivi. Eu não estou fazendo poesia, não estou fazendo filmes fora, cabeça, mensagem. Isso não é comigo. [Efeito sonoro de tráfego em cidade: buzinas, carros, ruídos de fundo.]  MAYRA: O roteiro desse episódio foi escrito pela Liniane Haag Brum, que também realizou as entrevistas. A revisão do roteiro foi feita por mim, Mayra Trinca, que também apresento o episódio. LINI: A pesquisa de pós-doutorado teve orientação do professor Carlos Vogt, e seu resultado é objeto de meu trabalho no âmbito do Programa Mídia Ciência, do Labjor, com supervisão da Simone Pallone. As reportagens referentes à divulgação de “Contra o apagamento, o cinema de não ficção de Ugo Giorgetti”, foram publicadas no dossiê “Ugo Giorgetti” da Revista ComCiência. A gente vai deixar o link e a ficha técnica dos documentários na descrição do episódio. LINI: A edição de áudio foi feita pela Carolaine Cabral e a vinheta do Oxigênio é do Elias Mendez.  MAYRA: Este episódio tem o apoio da Diretoria Executiva de Apoio e Permanência, da Unicamp e da Fundação de Amparo à Pesquisa do Estado de São Paulo, a FAPESP, por meio de bolsas e também da Secretaria Executiva de Comunicação da Unicamp. MAYRA: Você encontra a gente no site oxigenio.comciencia.br, no Instagram e no Facebook, basta procurar por Oxigênio Podcast.  LINI: Se você gostou do conteúdo, compartilhe com seus amigos.

Neste episódio, analisamos “O Mártir” (奉教人の死), conto de Ryūnosuke Akutagawa publicado em 1918, em que fé, corpo e beleza se articulam de forma contida e ambígua. A narrativa acompanha Lorenzo, um jovem devoto acolhido por missionários jesuítas em Nagasaki, cuja pureza aparente desperta admiração, afetos silenciosos e, mais tarde, suspeita e exclusão.O podcast investiga como a devoção cristã, em Akutagawa, não elimina o corpo, mas intensifica suas tensões, deslocando o erotismo para um campo espiritualizado. A revelação final reorganiza toda a leitura do conto, revelando uma fé vivida sob disfarce, marcada por sacrifício, silêncio e ambiguidade.Uma reflexão sobre santidade, aparência e martírio, situada entre a tradição cristã e a sensibilidade japonesa, sem soluções fáceis ou interpretações unívocas.

In this episode, Director of IFMA EMEA, Lara Paemen, interviews one of IFMA's Global Board of Directors and CEO of EFS Group, Tariq Chauhan, about the rapidly evolving facility management landscape in the Middle East. They discuss major trends reshaping the GCC region — from accelerated market growth and large-scale investment in the built environment to the rise of technology, ESG frameworks and the shift from O&M to strategic FM. Tariq also highlights the region's skills gap, the need for upskilling, and what international FM professionals should understand when entering this dynamic, fast-growing market.00:00 Introduction00:43 Discussion with Tariq Chauhan01:35 Tariq Chauhan's Role and Experience02:25 Current State of Facility Management in GCC03:04 Technological Advancements and ESG in Middle East03:46 Global Comparisons and Skill Deficit06:26 Challenges and Opportunities in GCC14:36 Future of Facility Management in GCC15:42 Advice for International FM Professionals17:45 Conclusion Connect with Us:LinkedIn: https://www.linkedin.com/company/ifmaFacebook: https://www.facebook.com/InternationalFacilityManagementAssociation/Twitter: https://twitter.com/IFMAInstagram: https://www.instagram.com/ifma_hq/YouTube: https://youtube.com/ifmaglobalVisit us at https://ifma.org

Most builders "finish" a job and disappear, but Nick and Tyler break down how to hand off a project like an owner's manual, with the right info in the right format so clients are supported without getting overwhelmed. They get into O&M manuals, 30/90 day check-ins, and how post-build care turns into fewer headaches and more referrals. Show Notes: 00:00 Owner's manual mindset 01:36 Sponsor reads 04:22 Platform switch & shop talk 05:21 Listener question: after the keys 12:45 Closeout standards and expectations 17:08 O&M manual, what goes in it 22:06 AI and cliff notes maintenance 31:01 Maintenance cadence and check-ins 47:03 Walkthroughs and video library 55:15 Protect the work, earn referrals 1:00:15 Listener CTA & wrap Video Version:https://youtu.be/8B499q0yUE4   Partners:  Andersen Windows Buildertrend Harnish Workwear  Use code H1025 and get 10% off their H-label gear   The Modern Craftsman: linktr.ee/moderncraftsmanpodcast Find Our Hosts:  Nick Schiffer  Tyler Grace  Podcast Produced By: Motif Media

One of the distinctive features of Kālī pūjā is animal sacrifice. But you know, this is only practice for a much greater sacrifice: the killing of the paśu, that is, one's own sense of limited self. Notice how Sri Ramakrishna used the same sword that is reserved for the goat sacrifice to offer Mā Kālī his own head (the best form of Nara Bali, human sacrifice) and also how later in his sādhana, he used a subtle, internal sword to cut even his beloved Kālī in half, to discover Her formless aspect? This krama (process) of killing the literal, external animal, then killing the "paśu" (the animal within) and then finally even killing Mā as the "other" or "object of devotion" (in order to recognize Her as the Self) are the three stages of Tāntrik sādhana that I hope to explore with you a little bit in this talk.You see, to become Śiva you must first kill Brahmā as per the foundational Puranic story of the beheading of Brahmā and the transformation of Śiva into Bhairava, the Kāpālika par excellence. This narrative arc is the age old process of going beyond religion to spirituality, from externalized institutions to the interiority of genuine mysticism. Its at its core a story about transcending the rules and regulations (and above all, externally and societally informed purity codes of the Vedācāra all of which at one point can be spirituality productive but eventually become obstacles to intimacy, to true interiorization. And to get to Mā you have to then kill Śiva! Otherwise, on what corpse will Mā dance? We gave this talk a day or two after the Śyāma-Kālī pūjā and clearly we're in some kind of bhåva because this might be one of our more controversial, yet most honest and if I may say so, most inspired  discussions we've had in a while: Khadganāthāya namah! Śīghram! Śīgrham! Kuru Kuru Svāhā!Mā, idam māmsa ca raktam! Mā, esha sa-pradīpa śirsha! Rudhirapriye, Balipriye, Grhna imam! Grhna imam! Prasīda, prasĩda! Siddhi me bhavatu, Devī Tvat prasādān, Vameśvarī!Salutations to the performer of the animal sacrifice!Quickly! Quickly! Do it, quickly! May it be an offering!O Mā, here is some meat! Here is some blood! Here is the severed head with the burning lamp!O You who are fond of blood and sacrifice,Come! Come and take this and be pleased, Mother!Grant us power and perfection, O Goddess of the Left, By Your grace alone is anything possible. MāLead us from religion to spiritualityFrom externalized institutions to the interiority of genuine mysticism From purity to powerFrom morality to freedom From the periphery to the centre!Support the showLectures happen live every Monday at 7pm PST and again at Friday 11am PST Use this link and I will see you there:https://www.zoom.us/j/7028380815For more videos, guided meditations and instruction and for access to our lecture library, visit me at:https://www.patreon.com/yogawithnishTo get in on the discussion and access various spiritual materials, join our Discord here: https://discord.gg/U8zKP8yMrM

Uma pessoa que não gosta de Wicked e três apaixonados pela história se encontram e gravam um podcast, o resultado você ouve agora mesmo neste episódio!Domenica recebe seus amigos Thata Finotto, Edu e Herdy para debater sobre a história, universo e mitologia de Wicked, trazendo referências também sobre O Mágico de Oz. No episódio falam sobre o livro, os musicais da Broadway, as duas versões brasileiras e os dois filmes. Bom episódio!Apresentação: Domenica Mendes, Thata Finotto, Edu e HerdyPauta e Produção: Domenica MendesEdição: Leonardo Tremeschin

En onsdag i januari 2025 skjuts Rawa Majids farbror ihjäl inne på sin resebyrå i Husby. Nu berättar polismannen, som jagade mördaren för första gången om de dramatiska minuterna. Lyssna på alla avsnitt i Sveriges Radios app. Mitt på eftermiddagen kliver en maskerad man in på en resebyrå i stockholmsförorten Husby och avlossar flera skott mot ägaren, en 64-årig man. Det är Rawa Majids ingifte farbror som skjutits till döds. Flera personer hör ljuden, en av dem är polisen ”Anton”. Han arbetar som ingripandespanare och är i Husby i ett helt annat ärende den här dagen. Nu tar han upp jakten på mördaren, som flyr mitt bland barn och vuxna genom centrum – hela förloppet fångas på övervakningsfilm. ”Det är personer med barnvagnar som springer, det är små barn som slänger sig åt sidorna, det är någon äldre farbror som står precis i skottlinjen bakom mig”. Flykten går över en gångbro där den misstänkte mannen avlossar skott mot ”Anton”, som besvarar elden – det är första gången han avlossar sitt tjänstevapen i skarpt läge. ”Min känsla där och då är att, om inte jag skjuter honom så kommer han skjuta mig”, säger ”Anton”. Nyligen dömdes mannen, mot sitt nekande, till livstids fängelse för mord. Motivet är fortfarande oklart. Domen har överklagats. I avsnittet medverkar även utredaren Anna Andersson och Torgny Söderberg, lokalpolisområdeschef i Järva samt rikspolischef Petra Lundh. Programledare: Petra Berggren och Linus Lindahl Producent: Jenny HellströmReporter: Fanny HedenmoLjudtekniker: Johan HörnqvistKontakt: p3krim@sverigesradio.seTipstelefon: 0734-61 29 15 (samma på Signal)

Thinking about college but not sure what it's really like as a blind or low vision student? In this College 101 conversation, transition coordinator Shane DeSantis teams up with Kira and Mohamed, two blind/low vision college students, to break it all down from a student point of view. They talk about choosing a campus that fits you, connecting early with the disability office, and getting the right accommodations in place — from Braille and digital textbooks to private testing rooms, extra time, and note-taking tools like Voice Dream and iPad apps. You'll hear how advocating for yourself, emailing professors, and actually talking to them before or after class can make or break a semester. They also share real talk on time management, learning new tech, O&M training, riding the bus, dealing with homesickness, and finding free-food events and support programs that make campus life more fun and less scary.   To find out more about the services provided at State Services for the Blind, and what they can do for you, contact Shane DeSantis at shane.desantis@state.mn.us or call Shane at 651-385-5205.   Full Transcript thanks for listening!  

A Dona Nena, uma ribeirinha Amazônica, investe em capacitação e treinamentos para desenvolver um chocolate artesanal, na Ilha do Combu, próxima a Belém. O Mário Carvalho, um parceiro que trabalha no desenvolvimento da marca e de mercados, conta como é difícil empreender, sendo morador da Floresta Amazônica.

When it comes to scaling smarter, not scattered, there are three mistakes owners make that hurt efficiency, profitability, and leadership. Kiera talks about how Dental A-Team helps practices simplify methods so that success is humming across all locations. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and I hope you are having such an amazing day. Today is podcasting day and I actually did a little reel for you guys to come and enjoy getting ready for me on podcasting day. My husband and I, we did this funny thing when I got like amped myself up and we're like, I love my life. I love my job. I love podcasting. And I don't know if you guys have seen that little girl.   who does that where she gets so excited about life and it's like, I love my bed, I love my hot tub, I love my view. And truly I love all of you. And I'm just super excited to be here with you podcasting, to be talking about great things in dentistry. And today I think that this one's going out to our multi-practice owners. And these are three costly gaps that I've noticed within multi-practice ownership that really try to highlight some of the gaps because at the end of the day, the podcast was created   to help all dentists elevate, to help all of us rise, to positively impact the world of dentistry in the greatest way possible. And that's what we're about. That's what our mission is. That's what I'm about. And so today going out to those multi-practice owners, or for those of you thinking about multi-practice ownership and do you want to do this? do you want to like, what are some of these gaps that maybe could also impact solo practice owners? So at Dental A Team, do work with solo practice owners, multi-practice owners. We work with...   like from basically one million, you know, you're maybe at that 650, one million range, all the way up to that 10, 15, $20 million range as well for practices. And there is a no one size fits all in Dental A Team I'm very, very, very, very big on who we hire and who the people are within our company. And with our clients that this is your life. This is your dream. There is no ultimate destination that we're trying to get all of our practices to. There is no final   You've got to hit this in order to be excellent within Dental A Team. is what is your life? We have some owners that are working at two or three days a week. We have some owners that are working six days a week. We have some that want multi-practice ownership. have others that want solo practice ownership. We have some that are solo practitioners doing 4 million in one location of about six to seven operatories. We have others that are in multi-locations doing 2 million. So really there is a no one size fits all. It's more what do you want to be? And we call this the yes model. So where do you   personally and professionally want to be. stands for earnings to make sure you're profitable and S stands for systems and teams to support that. So really making sure that way you can say yes to your life, yes to the things you want in life. That's what we're about. So with that, like when you look at multi-practice ownership, it does not necessarily mean adding more profit. I've talked to several multi-practice owners that are actually making less money in multi-practice ownership than they are.   prior to expanding to multi locations. Think about it. You've got one location that's doing really well, the other one's not doing so well, well, your good one has to then support your not so cash flowing one. So sometimes it actually can be a lot more costly for you. And so for you to just realize that some of the ways that we can do this will actually impact solo practitioners. ⁓ And so the three things that we're gonna work on today are like,   things that hurt efficiency, they hurt profitability and they hurt leadership. So when we look at this, doing a deep dive on that, that's really what I want you to look at of like how you can scale smarter and not scattered because really with multi-practice ownership, I remember the day we opened our second location. Our first practice was doing, it was 500,000 to 2.4 million in nine months. And then we opened our second location and you better believe that it was like just adding more fuel to this already burning chaos fire. I think that's really, really clear. And I hope you heard that it was adding more fuel.   to the chaos fire, not to the profitable fire, but to the chaos fire. ⁓ And that was really, really, really struggling. ⁓ It was hard on me. It was hard on our practice. It was hard on the team. I was not showing up as a great manager. I was not showing up as a great ⁓ leader. I was not showing up as a great partner. ⁓ I was not showing up great in my marriage. It was like literally just trying to swim through and feel like I was trying to survive rather than doing it smart. And so that's something really big that we've been wanting to do for all of you is   to give you this smarter way. Dental A Team was really here for you. It was built by people who are just like you, who have been in your shoes, they don't just understand you, but have actually been in your shoes, who's walked the walk, talked the talk, and we've done it very successfully. So I love to help offices. Hopefully we're helping you. ⁓ And if you love this podcast, please be sure to like it, start, share it, because that's how we're able to help and influence more people. number one, the biggest number one miss is no centralized operations. So that means ⁓ we don't...   we don't have a central plan and instead our practices are individual islands. This was very much my practices. We had our one and it was doing certain things and we had our second one and it was not doing certain things. And so going from each practice felt like I was going to multiple different locations, multi different pieces and that really gets hard. And so we have inconsistent systems which means we have unpredictable outcomes. And then on that, like we did not have a set way that we'd schedule. So we'd schedule one way at our first location another way at our second location.   Our billing was not the same. The way we were insurance verifying, our fee schedules weren't even the same because we were in two different cities. And so we had different fee schedules. ⁓ Reporting was not the same. We did not have leaders in both practices. We did not have SOPs that could scale. Like truly our operations manual was not done and we just thought buy another practice and let's go through this. Rather than having a set standard, and this is something I'm really big on when people want to go to multi-practice ownership or they're already in multi-practice ownership. This is really where we start. There's a practice that we're working with and   I think about them, were, the solo doctor was running around to every single location, trying to out-produce the problems instead of fixing the problems at the base level. And that's going to be through this of like centralized systems and getting systems in place and like having our scheduling and our billing and our cashflow consistent and looking at each of the individual practices ⁓ to make sure that they are centralized. And so when we work with multi-locations,   What we do is we actually simplify it down. So you don't necessarily have to have centralized billing or scheduling like right away. Once you get to that four or five, usually it's very recommended to have centralized billing or I've got some practices that are multi like it's one location, but they have about 15 to 17 operatories. Well, that does count in my opinion as multi ops, multi practices, cause a lot of times multi practices are like five ops or more. So you think about a 15 op practice that's like three practices, but just under one roof.   So even in this larger practice, I often recommend we start to centralizing. So we have a set standard of how we're doing billing. We have different reporting metrics. You've got to have the KPIs. We've got to have the set system. So what we started to do is we standardized the operatories. So all ops are the same. We standardized how we're scheduling. We're all in the same softwares. We have an SOP. So we've got our front office, our back office teams, and we do the exact same way. So how we're doing it. We had both practices auditing each other so that we standards were not getting missed and it wasn't.   Well, this practice does it this way and this one does it this way. No, we're trying to make these standardized. that way, again, it's not so that way we can't have our own flare and variety at the different locations, but it's so that way when practices show up and doctors show up, we're actually able to be efficient and effective because we're able to have it be the same. It's like, could you imagine ⁓ if your practices were like everybody's varying different houses? So the way I put my silverware in my house might be very different than where you put your silverware in your house.   So just imagine we've got five different houses, how much easier it would be if we all walk in and we all agree that silverware goes to the right of the dishwasher. Well, now, no matter where the dishwasher is placed in a house, we know silverware will always be to the right of the dishwasher. Just like when we walk into an operatory, we always know that the ⁓ disposable, so our gauze, our cotton, is always to the right of X. It all practices. So as much as we can get them similar, so that way it's just more efficient, it's more streamlined, everything is working together rather than against each other.   but truly getting centralized operations in multi-operatories or multi-locations is going to be one of the biggest ways to cut costs, to save time, and to make it more efficient for a better patient care all the way around the board. So really look at your practice and see, do we have inconsistent systems? Are we doing things differently? Do we have different flares and flavors? Do we have like five different houses within our multi-practice ownership? And what could we do to unify it across all of the practices this quarter? And usually when I'm starting with an office,   I'm going to look for the scheduling because that's usually the fastest. Then the operatories will be my next piece that I'm going to go for. And then after that, we're going to go into our billing tactics and making sure that goes into it, which leads me right into point number two. And this is gap number two and it's profit per location is not being tracked. A lot of times when people get multipractices, what they do is they just keep it all under one tax ID number. I understand your reasoning. I did that when I started my multiple businesses. It actually gets really hairy scary. And so ⁓   Yes, like let's untangle this. I'm not a CPA. My job is not to be giving you financial advice. My job is just to help you as a consultant. We pair really well with CPAs. And so miss number two is when we don't have profit being tracked per location, but overall as total revenue, but not knowing which practice is profitable and which practice is struggling. That's a really, really, really big miss as a practice. So helping you just understand that you've got to a hundred percent.   make sure we're looking at the profitability and breaking it apart. So each practice has its own tax ID number. Yes, this is annoying. Yes, you have to fix the billing pieces for it, but each practice needs to be treated like its own individual business unit. within the bigger whole. So it's like we have the same standards, we have the same operatory setup, we have the same softwares, we have the same billing tactics, but what we have is we make sure each practice is profitable.   So we know how much are we paying for all the fixed versus variable costs and we're tracking those within each location. When team members travel between each location, they're actually paid out of two separate entities. So they could be technically putting in more than 40 hours, but if they're only putting 20 hours here and 30 hours here, technically that's not over time. It's like working two different jobs. Now you have to be careful with that to make sure that those employees are not overworked.   But making sure that like when I've got team members going to multi locations, I am tracking it per location. I am tracking it per practice. When I've got regional managers separating out that regional manager salary amongst all the locations to make sure is this practical profitable? And if not, what are the underperformers? What are the root causes? How can I get this profitable? Can we do block scheduling in there? Can I work on my costs? I've got two practices right now and their rent is much higher in one location. Well, if I've got higher rent over there and higher costs,   I have to produce more in that practice than I do. So I can't have the exact same block scheduling in both locations. I can still block schedule similarly, but I have to make sure that I'm hitting my correct overhead percentages and that each practice is profitable. We have separate credit cards for each location. So we're ordering on those separate credit cards. So it is per location. We have different bank accounts for each location. So the money's coming in so we can see what it is. And what's crazy is when offices actually do this, what they find is   they're actually able to quickly identify what the root causes of that practice. They're able to bring it up to par. like one practice, they're losing money due to not having hygiene reappointments in there. So like the hygiene team is not as profitable as they should be. So we laser focus in on that. We fix the systems across the board, but we laser focus on the practice that's struggling. And we're actually able to boost them by 400,000 per year just by fixing that one small problem, because we're not looking at the organization as a whole. Yes, you do need to look at the organization as a whole.   but you do need to like scope it down to how each practice is performing. And this should be weekly, monthly, quarterly to then assess how we're doing. ⁓ When people get into multi level DSOs, you better believe they're looking at their top performers and their lower performance. And a lot of times they cut those lower performing offices out because that's hurting their overall profitability of the business. So many offices have really high producing practices and they're dumping it to go save the other ones. Just like thinking about a real estate portfolio.   they're looking and rebalancing those portfolios, but for you to rebalance it is to make sure you're tracking the profit per location and we're fixing the issues at the base root problem. ⁓ And so really what it should be is you should A, make sure you're running them individually, B, do a P &L by location and let's figure out where our gaps are within the finances to see how can I make each location profitable and set that as the target as the goal for your regional, for your office managers.   This is the goal per location. I work with an office and we have six locations that we go to quarterly. And we are looking at their scorecards every single week, every single practice. And then we look collectively at the whole to make sure organization as a whole is profitable. Yes, when we started new and of course we're going to be dumping money into it. But the goal is for that new practice to be profitable. Six months to one year max is when they need to start breaking profit. And so when teams know this, when office managers know this, what happens is the whole   portfolio actually does better and the businesses are running much more effectively, efficiently with better patient care, better team awareness all around. So that's miss number two, ⁓ gap number two. Miss number three is not having consistent accountability. So when you have it, oftentimes it's just this chaos. Like I said, like we're adding more fuel to a chaos burning fire. And so ⁓ when we have that there's no roles, there's no structured check-ins, there's...   It just feels like hope and pray. And then we're trying to like get the profitability margins. We're trying to do all those pieces. So we've got to have cadences in there of weekly calls, having weekly scorecards and quarterly reviews. ⁓ And so when you have leaders at each location, what they do is they, get all office managers together on a weekly call. They look at the scorecards for their practices. They look cross company so they can look at all the other offices. So if I'm struggling with a profitability, but this office over here is doing really well.   office managers sync up, let's have you two work together, let's have you see what you're doing differently. That way everybody's able to be profitable. So that really helps. And then you empower all the leaders to own their KPIs and report back. So they're owning their teams, they're owning their departments, they're owning the profitability of their practice. And then this way we're able to have metrics that are the same across all locations. So having a set scorecard that's used, when we do it within our company, we have practice A, practice B, practice C.   Right now I've got an office I'm thinking of and practice A is super profitable and practice B is not. And they're just looking at it collectively as a whole versus saying, my gosh, we've got to get like practice B profitable. Practice B is not producing and it's not collecting what it should be. A lot of times also that profitability margin is hurting because we're not collecting. And so one practice is very much collecting, paying for the other practice, but it's just due to broken systems and not having that O-M responsible. And it's because we're spread across trying to be   ⁓ efficient, which is true, but we have to have individualized centralized accountability frameworks in each location. So it reports up. People know who's ultimately responsible for that practice for the different pieces, rather than it being we're all responsible for everything. That means nothing is actually truly being tracked. So ⁓ when we've implemented these scorecards across practices, usually what you start to see is you see an increase in profitability, an increase in collections, an increase in case acceptance, because everybody's looking   Like we're looking side to side, it's like Sudoku. I'm looking to see how am I comparing with my other practices and how can I get the support where I'm struggling? And then you also start to create cohesiveness as a unity. You start to create cross collaboration. And this is a huge, huge, huge mess in multi-practice ownership and even in bigger practices. So when you look at this and you have that weekly reporting rhythm, you have this weekly accountability, and then you start to empower your leaders to meet with their team members once a month.   and then have quarterly cadences where we're looking to see how we're doing, you start to see teams rise up. Because now it's like, great, we know what the scoreboard is. We know what we're aiming for. know everybody knows what they're accountable for. There's no more of this confusion of what should we be doing or should my practice do this, but your practice doesn't. You try to get them as standardized as possible. And what I will tell you is working with multiple multi-practice owners, this is not a dream. This is a reality that you should be striving for and that you can do. I love to work with Mac.   multi-practice owners because I love to take the chaos and turn it into simplicity. I love to help you see which like it's like a ball of yarn and you're like, my gosh, like pull this string or pull this string or pull that string. And like, we don't know how to untangle what we've created. And so doing these three misses of not having centralized operations. So making sure we're centralized across the board, making sure each practice is profitable and then having accountability across the board. When you streamline those across all your locations,   instantly things get better. Scaling is not great when it's chaos. Scaling is great when it's tightened, when it's predictable, and when it's consistent. That's when it becomes fun. That's when it becomes fun to be multi-practice honored, but it is not fun when it is the chaos. And so when we do this, this is something that I'm obsessed with. This is something I love to help offices. This is where I love to help regional managers figure out how to do this because a lot of times they don't even know. They've never done it before. They've just been a great office manager and doing one baby versus five babies.   We all know as parents and siblings and aunts and uncles, we know that one baby is a lot easier than five babies. However, five babies can actually be easier on certain levels when we have set standards and we have set processes and we have set things in place and we've got rhythms and we've got routines that actually sometimes can be easier than just one because it forces you to actually rise up. It forces you to be better than what you've been. And so with this, just know these are some of the three big gaps that we see in multi-practice ownership or large practice ownership.   These are some of the areas that we really expert help. And hopefully for you to just have a quick like checklist of like, where am I doing on my standardized ops? How am I doing on profitability of each location? And how am I doing on accountability, KPI tracking, scorecard accountability, weekly check-ins, implementing just a few of these things will radically help you. But sometimes it's so hard to lift your head up out of the bubble when you're living in the bubble. And so if you're struggling with that, reach out.   Like let's just have a conversation. Let's see if we're a right fit. If nothing else, we'll give you a lot of gaps, a lot of tools, a lot of tips and help you out. reach out, Hello@TheDentalATeam.com. Go to our website, TheDentalATeam.com and click on the book of call. This is what we do. We create structure for scale, clarity for leaders and profit for every location. Like that is what our obsession is. And so I'd love to help you out. As always, just know dentistry is the greatest place we could ever possibly be in. We are so blessed to be a part of dentistry.   And I just want you to remember like if multi-practice ownership or larger practice ownerships on the horizon, these are things to do. If you're already in the weeds of it, you know, it's a lot harder to actually do than you thought it was. And so reach out. There's no reason to do this alone. The industry is hard as it is. So there's no reason to do this alone. Reach out. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

In this episode of 21st Century Water, we sit down with Jeffrey Szabo, CEO of the Suffolk County Water Authority, to explore how strong leadership and strategic planning are transforming one of the largest water utilities in New York. Szabo shares his path from public administration into the water sector, emphasizing that a technical background isn't a prerequisite for impactful leadership. His administrative expertise and focus on culture, innovation, and accountability have positioned the organization as an industry leader.We begin with Szabo's early days in government and how he unexpectedly transitioned into water utility management. Initially unsure about his fit for the role, he realized his skills in project management, strategic visioning, and organizational leadership were exactly what the Authority needed. Over the past 16 years, he's led with a clear strategic direction, focusing first on departmental metrics, then developing the Authority's first and second strategic plans. These plans focus on core operational pillars—like treatment, laboratory science, customer service, and technology—while more recently emphasizing culture, professional growth, and employee retention.Szabo stresses the importance of empowering staff, shifting the culture from passive compliance to active participation. Early challenges included getting employees comfortable with open dialogue, process review, and decision-making autonomy. Over time, the organization evolved into one where continuous improvement and innovation are expected and supported.We then move into the scale of the infrastructure managed by the Authority. It serves 1.2 million residents across an 86-mile stretch, supported by 6,000 miles of water main, over 250 well fields, and 60 storage tanks. The utility draws entirely from a sole source aquifer and operates 600 wells, all maintained with a keen eye on sustainability and proactive investment. Szabo outlines a $110 million capital budget and a $175 million O&M budget, highlighting costs around labor, electricity, and ongoing treatment upgrades.On innovation, Szabo talks about meter-reading pilots, paperless work orders, and customer service enhancements. He also shares their proactive approach to PFAS contamination. Instead of waiting for regulations, they invested early in treatment systems, funded transparently through a dedicated surcharge. The result: full compliance with future federal regulations—six years ahead of schedule.Lastly, Szabo reflects on his role as president of AMWA and the value of knowledge-sharing among the nation's top utility leaders. He closes by defining his legacy: an organization known for innovation, transparency, and empowered people—not just infrastructure.Suffolk County Water Authority: https://www.scwa.comAssociation of Metropolitan Water Agencies (AMWA): https://www.amwa.net00:00 - Introduction to 21st Century Water00:33 - Jeffrey Szabo's Background and Government Experience03:15 - Transition to Suffolk County Water Authority07:30 - Building and Implementing a Strategic Plan10:40 - Culture Shift and Staff Empowerment15:15 - Overview of Water Infrastructure and Scale18:20 - Budget, O&M, and Capital Investments21:00 - Innovation and Future Planning24:00 - Addressing PFAS Proactively27:25 - Leadership in AMWA31:28 - Reflections on Legacy and Organizational Change34:53 - Closing Remarks Aquasight Website: https://aquasight.io/

Det är musiken som gäller nu för artisten Zara Larsson. Inläggen på sociala medier får stå tillbaka, jag vill inte få stressutslag av alla bråk där, säger hon. Lyssna på alla avsnitt i Sveriges Radios app. Nominerad till en Grammy Award, till P3 Guld och etta på Svensktoppen. Dessutom stor turné och en dokumentär om hennes liv på Prime Video. Det är mycket Zara Larsson just nu.I en intervjun med P1 Kulturs Björn Jansson pratar hon om planerna för musiken, om hur hon ser på sig själv som feminist, och vad hon hoppas på av konserterna i Sverige.

Orientation and mobility (O&M) gives blind and low vision students the skills to travel safely, confidently, and independently—at home, at school, and beyond graduation. In this conversation hosted by State Services for the Blind (SSB), O&M specialists Jennifer Pelletier and Abdi Mumin, along with Transition Coordinator Shane DeSantis, talk with parents, teachers, and students about what O&M really is: not just cane skills, but problem solving, confidence, and building a mental map of the world. They stress that independence is personal, but expectations should stay high—students can do more than many people assume when given chances to practice. Parents learn practical ways to support independence at home, from chores and finding dropped objects to letting kids lead routes on errands. The episode also highlights tools like tactile maps, campus visits, and Cane Quest, and explains how school-based O&M and SSB can work together to prepare students for college, work, and adult life. To find out more about the services provided at State Services for the Blind, and what they can do for you, contact Shane DeSantis at shane.desantis@state.mn.us or call Shane at 651-385-5205. Full Transcript Thanks for listening!  

Será que dentro de cada um de nós existe um lado obscuro, pronto para tomar o controle? No clássico O Médico e o Monstro, Robert Louis Stevenson mergulha no terror psicológico e nos apresenta a dualidade mais famosa da literatura: Dr. Jekyll e Mr. Hyde. Neste episódio, Andreia D'Oliveira e Gabi Idealli vão te levar para a Londres vitoriana, onde ciência, moralidade e ambição se misturam em um experimento que dá muito, MUITO errado. E aí, você está pronto para encarar o seu Hyde? Então vem com a gente, porque esse episódio está de arrepiar!

1. (kṛṣṇa) deva! bhavantaḿ vande man-mānasa-madhukaram arpaya nija-pada-pańkaja-makarande (refrain) O Lord Kṛṣṇa! I offer my obeisances unto You. Please fix my bee-like mind in the nectar of Your lotus feet. 2.yadyapi samādhiṣu vidhir api paśyati na tava nakhāgra-marīcim idam icchāmi niśamya tavācyuta! tad api kṛpādbhuta-vīcim O Acyuta! Although the great Lord Brahmä, in his trance of samädhi, is unable to see even a particle of the effulgence emanating from the tips of the nails of Your lotus feet, still I desire this vision, for I have heard of the wonderful waves of Your mercy. 3.bhaktir udañcati yadyapi mādhava! na tvayi mama tila-mātrī parameśvaratā tad api tavādhika durghaṭa-ghaṭana-vidhātrī O Mädhava! Although my devotion for You does not come forth even a tiny bit, because You are the Supreme Lord above all, You are the accomplisher of the impossible. 4.ayam avilolatayādya sanātana! kalitādbhuta-rasa-bhāram nivasatu nityam ihāmṛta-nindini vindan madhurima-sāram O Sanätana! Your lotus feet surpass even the nectar of the gods. Finding in this lotus flower of Your feet the essence of sweetness which is endowed with truly wonderful mellows, I pray that today the bee of my mind may eternally reside there. ------------------------------------------------------------ To connect with His Grace Vaiśeṣika Dāsa, please visit https://www.fanthespark.com/next-steps/ask-vaisesika-dasa/ ------------------------------------------------------------ Add to your wisdom literature collection: https://iskconsv.com/book-store/ https://www.bbtacademic.com/books/ https://thefourquestionsbook.com/ ------------------------------------------------------------ Join us live on Facebook: https://www.facebook.com/FanTheSpark/ Podcasts: https://podcasts.apple.com/us/podcast/sound-bhakti/id1132423868 For the latest videos, subscribe https://www.youtube.com/@FanTheSpark For the latest in SoundCloud: https://soundcloud.com/fan-the-spark ------------------------------------------------------------ #vaisesikaprabhu #vaisesikadasa #vaisesikaprabhulectures #spirituality #bhaktiyoga #krishna #spiritualpurposeoflife #krishnaspirituality #spiritualusachannel #whybhaktiisimportant #whyspiritualityisimportant #vaisesika #spiritualconnection #thepowerofspiritualstudy #selfrealization #spirituallectures #spiritualstudy #spiritualexperience #spiritualpurposeoflife #spiritualquestions #spiritualquestionsanswered #trendingspiritualtopics #fanthespark #spiritualpowerofmeditation #spiritualgrowthlessons #secretsofspirituality #spiritualteachersonyoutube #spiritualhabits #spiritualclarity #bhagavadgita #srimadbhagavatam #spiritualbeings #kttvg #keepthetranscendentalvibrationgoing #spiritualpurpose

A ficção pode ser a melhor forma de retratar a realidade, diz o psicanalista Leopold Nosek. Criar narrativas para dar sentido ao mundo é inevitável, ele diz, e essa é a base do que chama de método Marlow, inspirado no protagonista do romance "Coração das Trevas" e título do seu livro recém-publicado. "O Método Marlow: Ensaios Indisciplinares em Psicanálise" reúne ensaios recentes que abordam temas como os tipos de sofrimento psíquico relacionados ao espírito do tempo atual e textos que documentam a sua trajetória intelectual e clínica de décadas. Nesta entrevista, Nosek diz ver em seu consultório discursos que pouco avançam em elaborações mais abstratas, que refletem "patologias de pobreza imaginativa" –algo muito semelhante à avaliação que faz das ideologias do presente, que considera muito pouco sofisticadas. Para o autor, a subjetividade moldada por ideais como o empreendedorismo e a meritocracia faz com que os sujeitos, que se consideram seus próprios patrões, passem a competir com o próprio relógio: todos têm que ser campeões, ele diz, e, ao mesmo tempo, vivemos em um mundo cada vez mais marcado pelo medo e pela incerteza. Nosek também discutiu a atualidade da psicanálise. Para ele, não se trata de um campo anacrônico ou ultrapassado, mas de uma prática que, em vez de interpretar sonhos, pode ajudar os pacientes a construir sonhos em um mundo sombrio. Produção e apresentação: Eduardo Sombini Edição de som: Raphael Concli See omnystudio.com/listener for privacy information.

Tarrasque na Bota apresenta: Episódio especial de Terror: Aventura Bloat ⚔️ "Bloat" é uma aventura no sombrio sistema Mörk Borg. Quatro aventureiros ousaram entrar em uma caverna para investigar o sequestro de aldeões... mas o que encontraram lá dentro foi muito mais do que esperavam. Mistérios e desafios emergem das trevas a cada passo. Será que eles sobreviverão?.

In this episode of the Canary Cast, Florian Hagenbuch, Co-Founder and General partner at Canary, sits down with Jose Gedeon, co-founder and CEO of Cobre, a Colombian fintech building the real-time B2B payments and cross-border infrastructure powering finance teams across Latin America. From his early fascination with M-Pesa’s case at the University of Pennsylvania, to failed attempts at building his own mobile money business in Colombia, a stint as a consultant at McKinsey New York, and a role at Oyo in Mexico, José shares how each chapter of his journey shaped the vision for Cobre. What started as white-label wallets for meal vouchers during the pandemic evolved into Colombia’s leading real-time B2B payments platform, now expanding rapidly into Mexico and cross-border flows. During the episode, José reflects on the unique challenges of scaling a fintech in LatAm, the pivotal customer moments that unlocked entirely new business lines, and the ambition of turning Cobre into the default infrastructure for payments across the region. In this episode, we dive into: From White-Label Wallets to Infrastructure: How Cobre pivoted from building digital wallets for meal vouchers into real-time B2B payments and treasury management. Cross-Border Breakthroughs: The customer emergency that sparked Cobre’s cross-border product and how it led to a new revenue line. The Role of Stablecoins: Why stablecoins are becoming increasingly relevant in illiquid or high-cost currency corridors like Colombia, Turkey, and Argentina. Scaling in Mexico: How Cobre reached $100M in monthly volume in only 8 months in Mexico—10x faster than in Colombia. Vision for the Future: Why Jose believes it’s still “day zero” for Cobre and how the company aims to become the de facto B2B payment infrastructure for LatAm. Founder Lessons: Biggest mistakes, wins, and the cultural values that define the Cobre team. Whether you’re a founder, operator, or fintech enthusiast, this episode offers a masterclass in product pivots, client-focused culture, scaling infrastructure in emerging markets, and building with ambition in one of the most dynamic regions in the world. Tune in to hear how Cobre is not only modernizing payments in Colombia and Mexico, but also shaping the future of financial infrastructure across Latin America. Guest: Jose GedeonJose is the co-founder and CEO of Cobre, a fintech modernizing B2B payments and cross-border infrastructure in Latin America. Cobre moves billions annually, already processing ~3% of Colombia’s GDP, and recently raised its Series B led by Oak HC/FT, with participation from Canary and other global investors. Follow Jose on LinkedIn Host: Florian HagenbuchFlorian is the co-founder and General Partner at Canary, a leading early-stage investment firm in Brazil and Latin America. Canary has invested in more than 130 companies since its founding in 2017. Previously, Florian founded Loft, a company that digitized and transformed the home buying experience in Brazil, bringing transparency, liquidity, and credit to millions of Brazilians. Before that, Florian also co-founded Printi, the leading online printing marketplace in Latin America. Follow Florian on LinkedInHighlights:00:55 – 07:30 | Jose's Background & Early Influences07:30 – 08:08 | The Impact of COVID on Colombia's Financial Digitization08:10 – 11:07 | University Years, Early Attempts & Lessons Learned11:16 – 14:47 | Corporate Finance Pain Points Cobre Set Out to Solve & the First Iteration: White-Label Wallets14:55 – 16:11 | Cobre's First Business Model and Learnings on Pricing Power and Revenue Potential16:20 – 18:57 | Pivot to Real-Time B2B Payments and Building Colombia's First and Only Real-Time B2B Payment Infrastructure19:00 – 21:00 | Bre-B, the "PIX" of Colombia21:02 – 26:19 | Expansion into Cross-Border Payments and Different Customer Bases26:20 – 28:54 | Money Corridors in Colombia29:00 – 32:22 | Stablecoins & Tech Stack in Cross-Border Payments33:00 – 36:00 | Expansion to Mexico & Early Learnings 36:00 – 37:00 | Key Numbers, Scale & Vision37:00 – 43:07 | Future Plans and Raising Successful Venture Rounds43:08 – 47:40 | Founder Lessons & Culture47:40 – 52:12 | Conclusion: Recommended Content for ListenersRecommended Content: 1. Elon Musk biography by Walter Isaacson2. The World for Sale by Javier Blas and Jack Farchy3. Read, Write, Own by Chris DixonTranscrição do Episódio em Português: Hoje, estamos movimentando cerca de 3% do PIB da Colômbia dentro da Cobre.É um número muito grande.Mas, ao mesmo tempo, também é pequeno.Copo meio cheio, copo meio vazio.Isso nos dá bastante espaço para crescer. Agora, mudando para o inglês, para facilitar um pouco para você.José, muito obrigado por estar aqui. Agradeço por dedicar seu tempo. Estou muito animado para conversar com você. Como contexto, o José é cofundador e CEO da Cobre, uma fintech colombiana que está se expandindo para o México. Vocês rapidamente se tornaram uma das principais plataformas de pagamentos B2B em tempo real e de gestão de tesouraria corporativa na Colômbia — e, em breve, também no México. Sob sua liderança, muitas coisas empolgantes aconteceram. Vocês já escalam para centenas de empresas nesses dois países. Estão movimentando algo em torno de 18 bilhões em volume anual em folha de pagamento e pagamentos a fornecedores.E, o mais importante, estão se tornando uma camada crítica de infraestrutura para times financeiros modernos na região. Estou muito animado com este episódio, em mergulhar na sua jornada empreendedora, José, como a Cobre está modernizando os pagamentos corporativos, o cenário fintech na América Latina de forma mais ampla e, claro, a visão que você tem para o futuro da companhia. José, obrigado por se juntar a nós. É um prazer enorme ter você aqui hoje. José:Florian, o prazer é meu. A Canary foi a primeira firma de venture capital que acreditou na Cobre — e também o primeiro investimento de vocês fora do Brasil. Na época, nós até dissemos ao Marcos que expandiríamos para o Brasil… ainda não aconteceu.Mas tem sido uma ótima história até aqui, e vocês têm sido apoiadores incríveis. Obrigado. Florian:Sim, lembro bem disso. Inclusive, naquela época vocês tinham outro nome, não era? Acho que era “Pexto”, se não me engano.As coisas mudam, mas estamos felizes que deu certo. José, talvez possamos começar um pouco falando do seu histórico e da sua trajetória pessoal. Pode nos contar sobre sua origem e o que você fazia antes de empreender? José:Claro. Eu nasci e cresci em uma cidade pequena da Colômbia chamada Cartagena. Hoje é turística e bastante conhecida, mas, quando eu crescia lá, era apenas um destino nacional, relativamente pequeno. Eu, inclusive, nasci em Barranquilla porque minha mãe era de lá — que é ainda menor.De Barranquilla vêm muitas coisas conhecidas: Shakira, a Avianca (nossa companhia aérea nacional), e as últimas duas empresas colombianas que abriram capital nos EUA também são de lá.É uma cidade muito empreendedora. Talvez um bom precedente para a Cobre, não é? Venho de uma família de imigrantes libaneses — extremamente trabalhadores e empreendedores. Cresci aprendendo, por osmose, o que significava ser um empresario. Homens e mulheres da minha família sempre fundaram e até hoje administram empresas. Era um ambiente muito natural para acabar trilhando o caminho que trilhei. Depois tive o privilégio de estudar na Universidade da Pensilvânia. Meu primo Felipe — hoje cofundador da Cobre — estudava lá um ano antes de mim. Eu nunca achei que conseguiria entrar, mas consegui, e fui para a Penn cursar a graduação. No meu primeiro ano, li um business case sobre a M-Pesa, considerada precursora do dinheiro móvel — e, por consequência, de boa parte do que chamamos hoje de fintech: Zelle, Venmo, Paytm, GCash…A ideia original surgiu da M-Pesa, um serviço criado pela Vodafone que permitia às pessoas enviar dinheiro via SMS. Hoje, algo como 20% do PIB do Quênia transita pela M-Pesa. É completamente ubíquo. Inspirado nisso, tentei várias vezes criar algo parecido na Colômbia durante meus verões na Penn, mas obviamente falhei — afinal, eu não era uma empresa de telecomunicações. Ainda assim, essa experiência me mostrou como uma infraestrutura de pagamentos em tempo real poderia transformar a vida de milhões de pessoas e empresas. Ao me formar, voltei para a Colômbia para tentar de novo. E falhei mais uma vez. Foi aí que percebi: “o problema sou eu, preciso aprender a construir empresas de verdade”. Então fui trabalhar na McKinsey em Nova York. Passei um ano e meio lá e tive como cliente uma das maiores gestoras de venture capital do mundo. Eu era apenas analista júnior na equipe, mas aprendi muito sobre como os VCs pensam. Isso me levou a largar o emprego em Nova York e me mudar para a Cidade do México, para trabalhar na Oyo Rooms, um dos grandes unicórnios da Índia. A ideia era aprender mais sobre startups de hiperescala do que eu aprenderia ficando na consultoria. Fiquei um ano e meio na Oyo — até a pandemia começar. Com a COVID, percebi: “este é o momento certo para digitalizar pagamentos na Colômbia”. As empresas estavam forçadas a mudar. E foi quando decidi voltar a Bogotá, em junho de 2020, para tentar mais uma vez. E agora, cá estamos. Florian:Muito interessante. Não sabia de todas essas tentativas que não deram certo antes.Aliás, eu também estudei na Penn, me formei em 2010. Você foi alguns anos depois, certo? José:Sim, me formei em 2018. E naquela época, o ambiente ainda era mais voltado para carreiras tradicionais. A maioria queria ir para consultoria, bancos de investimento ou fundos. Eu era um dos poucos insistindo em empreender já na graduação. Participei até de competições de startups do MBA, porque não havia para undergrad. (continua na mesma estrutura — alternando Florian / José, até o final da conversa que você compartilhou).