Podcasts about oems

This week, Jan made a call most podcasters won't make. She sat down in the studio with a leader she's wanted on the show for a long time, and the conversation was too strong to rush out in two days. Every episode goes out as both audio and video on YouTube, which takes real production time. So she chose quality over quantity, and the full episode drops next week.That leader is Tom Lewis, President of Horse Powertrain USA. Tom doesn't accept "that's how we've always done it" from his team, his customers, or this industry. He and Jan take on the rules automotive has followed for decades: slow approvals, OEMs and suppliers keeping each other at arm's length, and the habits we protect because they feel safe even when they cost us. Tom isn't waiting for permission. He's already built a different way of working.In the meantime, this is a good week to catch up. Start with Jan's solo episode, "We've Had the Tools for 30 Years. Why Didn't We Use Them?" It's built on binders and letters she's kept in her basement since the early '90s, and it's her take on China's speed as an operating model. Then go back to her conversations with Bryce Currie, Chief Manufacturing Officer at Ford, and Jim Voss, CEO of Tenneco. They're two leaders who practice servant leadership every day and aren't afraid to talk about it.Jan also wants to hear about the leadership challenge sitting on your desk right now. Email her at jan@gravitasdetroit.com, because your challenges shape where this show goes next.

What does it take to build original deep tech in India, get some of the country's largest companies to adopt it, and eventually take the business to a ₹1,000+ crore IPO?In 2007, Professor Shashikanth Suryanarayanan started @SEDEMAC Mechatronics out of an IIT Bombay lab. Nearly two decades later, SEDEMAC has become one of India's standout deep-tech success stories. The company crossed ₹1,000 crore in annual revenue, ships around 1 million motor controllers every quarter, and its ISG (Integrated Starter Generator) technology is now on an estimated 12 to 13 million vehicles on the road.It also reached a milestone very few Indian deep-tech companies do: the public markets, through a ₹1,087 crore IPO that was entirely an Offer for Sale, with no fresh capital raised by the company.In this episode of the Prime Venture Partners Podcast, Jerome Manuel sits down with Shashikanth to explore how SEDEMAC went from building proprietary control technologies to creating products adopted by major two-wheeler and generator manufacturers.00:00 Introduction00:59 What Does a Motor Controller Do?03:53 What Is Control Technology?08:43 The Sensorless Commutation Problem16:55 How Technology Creates New Markets22:44 How Sedemac Reached Millions of Vehicles27:33 Why India Needs More Original Technology31:34 “You Will Not Produce a Virat Kohli in Spain”41:50 What Made Sedemac Work?47:40 Building a Technical Team54:53 From Professor to Founder1:00:27 Getting OEMs to Adopt Deep Tech1:09:19 ₹36 Crore to ₹1,058 Crore1:20:08 Competitive Advantage, Profitability & ROCE1:22:44 The Road AheadShashikanth explains SEDEMAC's work in sensorless commutation and Integrated Starter Generators, but the bigger story is how a technology moves from an engineering breakthrough to something millions of people actually use. SEDEMAC had to demonstrate something customers were not asking for, convince large OEMs to test it, validate it over years, and gradually earn adoption across multiple vehicle models.That leads to one of the central ideas of the conversation: technology creators do not always enter existing markets. Sometimes they create the market itself.Finally, Shashikanth breaks down SEDEMAC's growth from ₹36 crore in revenue in 2016 to ₹1,058 crore in FY26, and makes a provocative argument: if a technology company has genuinely created something differentiated and reached scale, that advantage should eventually show up in pricing power, profitability and capital efficiency.A rare look at what it takes to turn deep-tech innovation into a scaled business in India.Connect with Professor Shashikant LinkedIn: https://www.linkedin.com/in/shashikanth-suryanarayanan-6ba85010/Follow Jerome ManuelX (Twitter):https://x.com/JeromeAndManuelLinkedIn: https://www.linkedin.com/in/jeromermanuelRead the transcript for the entire podcast here: https://bit.ly/SEDEMAC-Mechatronics About Prime Venture PartnersPrime Venture Partners is an early-stage venture capital firm backing exceptional founders building category-defining technology companies across SaaS, fintech, AI, healthcare, consumer internet and enterprise software.Learn more: Prime Venture PartnersFollow Prime Venture Partners:LinkedIn: https://www.linkedin.com/company/2780448/admin/dashboard/X (Twitter): https://x.com/Primevp_inInstagram: https://www.instagram.com/primevp_in/Learn more about:Website: https://www.sedemac.com/LinkedIn:https://www.linkedin.com/company/sedemac-mechatronics#DeepTech #OEM #Innovation #Entrepreneurship

Charli is joined this week by Glen Powell. Find us @EmpoweringPumps on Facebook, LinkedIn,  Instagram and Twitter and using the hashtag #EmpoweringIndustryPodcast or via email podcast@empoweringpumps.com.Empowering Pumps & Equipment:Empowering Pumps and Equipment is the Information & Connection hub for the Industry. We specialize in digital media marketing, and we help companies just like yours reach their desired audience across a variety of platforms. We connect, inform, and educate the pump & related equipment industries by creating valuable partnerships between manufacturers and their customers. We connect you with our community using digital advertising, social media, and custom digital publications that amplify your message as a thought leader in industry. As a digital media company, we also create and/or host webinars and virtual lunch and learns, offer technical writing, and host a podcast called the Empowering Industry Podcast.Empowering Pumps & Equipment shares useful information for industries such as water/wastewater; oil/gas; utilities; and more. Our audience includes engineers, consultants, operations and maintenance staff, OEMs, and suppliers.Empowering Pumps & Industry Conference (EPIC):The Empowering Pumps & Industry Conference is where the industry can come to connect with manufacturers, distributors, end users, associations, and students in one place. The two-day event will feature presentations from subject matter experts, roundtable discussions, exhibits, and tours. About Empowering Brands:Empowering Brands located in Tuscaloosa, AL is a versatile, digital marketing services company that works with industrial companies and specializes in social media management and marketing; strategic planning; marketing consulting; content development, and digital advertising.Working as a strategic partner and extension of our clients' marketing team; we bring fresh thinking and experience with flexible and responsive service to empower our clients and maximize their brands.In addition to our marketing services work, Empowering Brands owns the leading online community for the global pump industry, EmpoweringPumps.com.  A digital-first publisher focused on thought leadership, community building, and social media advocacy for our industry partners.  We help clients reach and engage with a diverse industrial audience.In addition to our marketing services work, Empowering Brands owns the leading online community for the global pump industry, EmpoweringPumps.com.  A digital-first publisher focused on thought leadership, community building, and social media advocacy for our industry partners.  We help clients reach and engage with a diverse industrial audience.The Empowering Brands company is leading the way to connect, inform, and educate the next generation of industry leaders.CONNECT | INFORM | EDUCATEConnect with Us:Website https://empoweringpump...Facebook   / empoweringpumps  Twitter   / empoweringpumps  LinkedIn   / empo.  .Empowering Women in Industry https://empoweringwome...Empowering Women in Industry Youtube 

This week Charli sits down for a chat with  Jackie Herrera and Greg Case to talk about the Pumps and Valves Innovation Conference. Find us @EmpoweringPumps on Facebook, LinkedIn,  Instagram and Twitter and using the hashtag #EmpoweringIndustryPodcast or via email podcast@empoweringpumps.com.Empowering Pumps & Equipment:Empowering Pumps and Equipment is the Information & Connection hub for the Industry. We specialize in digital media marketing, and we help companies just like yours reach their desired audience across a variety of platforms. We connect, inform, and educate the pump & related equipment industries by creating valuable partnerships between manufacturers and their customers. We connect you with our community using digital advertising, social media, and custom digital publications that amplify your message as a thought leader in industry. As a digital media company, we also create and/or host webinars and virtual lunch and learns, offer technical writing, and host a podcast called the Empowering Industry Podcast.Empowering Pumps & Equipment shares useful information for industries such as water/wastewater; oil/gas; utilities; and more. Our audience includes engineers, consultants, operations and maintenance staff, OEMs, and suppliers.Empowering Pumps & Industry Conference (EPIC):The Empowering Pumps & Industry Conference is where the industry can come to connect with manufacturers, distributors, end users, associations, and students in one place. The two-day event will feature presentations from subject matter experts, roundtable discussions, exhibits, and tours. About Empowering Brands:Empowering Brands located in Tuscaloosa, AL is a versatile, digital marketing services company that works with industrial companies and specializes in social media management and marketing; strategic planning; marketing consulting; content development, and digital advertising.Working as a strategic partner and extension of our clients' marketing team; we bring fresh thinking and experience with flexible and responsive service to empower our clients and maximize their brands.In addition to our marketing services work, Empowering Brands owns the leading online community for the global pump industry, EmpoweringPumps.com.  A digital-first publisher focused on thought leadership, community building, and social media advocacy for our industry partners.  We help clients reach and engage with a diverse industrial audience.In addition to our marketing services work, Empowering Brands owns the leading online community for the global pump industry, EmpoweringPumps.com.  A digital-first publisher focused on thought leadership, community building, and social media advocacy for our industry partners.  We help clients reach and engage with a diverse industrial audience.The Empowering Brands company is leading the way to connect, inform, and educate the next generation of industry leaders.CONNECT | INFORM | EDUCATEConnect with Us:Website https://empoweringpump...Facebook   / empoweringpumps  Twitter   / empoweringpumps  LinkedIn   / empo.  .Empowering Women in Industry https://empoweringwome...Empowering Women in Industry Youtube 

In the defense industrial base, everyone knows the primes dominate the big programs, but that leaves a huge gap in the middle.  Startups don't scale, the primes can't move fast, and decades of consolidation have hollowed out the space in between. For years, everyone has recognized this gap, but no one has really solved it. The primes are getting bigger, the small innovators get attention but struggle to scale, and the middle tier keeps shrinking.  Meanwhile, the need for companies that can deliver speed, value, and scale has only grown more urgent. That's starting to change. A new class of “next-gen primes” is emerging, companies that can think like small disruptors but deliver like established contractors. They're leaner, faster, and built for the kind of problems the bigs won't touch. One of the leaders of this movement is John Albers, retired Marine Colonel and now CEO of Albers Aerospace. After diving into entrepreneurship, he became a voracious student of business and started building what he calls a next-gen prime.  In less than a decade, he's grown Albers Aerospace into a nine-site operation by combining organic growth, acquisitions, and a relentless focus on lean execution and leadership development. In this special replay episode, John shares how Albers Aerospace is reshaping the defense industrial base, what it really takes to scale in this space, and why leadership culture, not technology alone, drives speed and impact.   You'll also learn; How Albers Aerospace scaled from a one-man shop to 9 sites through a mix of organic growth and acquisitions Why humility and getting your “rear end kicked” is often the most important leadership lesson How over-consolidation at the top has created a roll-up opportunity for mid-tier defense companies Why financial literacy and leadership training are as important as operations in a fast-growing business Why speed, lean execution, and value, not allowable costs, win contracts in today's environment How John thinks about building impact for the warfighter and the industrial base, not just chasing dollars     Guest Bio John Albers is the founder and CEO of Albers Aerospace, a Dallas-area defense and aerospace company organized into three business units. Since its founding in 2015, Albers Aerospace has grown rapidly through acquisitions and organic expansion, delivering innovative products and services to today's warfighter. A retired U.S. Marine Corps Colonel with 24 years of active duty, John served as a fleet pilot, flight instructor, and developmental test pilot. As an entrepreneur and senior executive, John brings more than 35 years of leadership and operational experience across defense acquisition and private industry. He thrives in fast-paced environments, excels at building and aligning teams, and is deeply committed to developing people while driving organizational growth. Visit https://www.albers.aero/ and connect with John on LinkedIn.      About Your Host Craig Picken is an Executive Recruiter, writer, speaker and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Check out this episode on our website, Apple Podcasts, or Spotify, and don't forget to leave a review if you like what you heard. Your review feeds the algorithm so our show reaches more people. Thank you!    For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/. 

Most people ask how to start a systems integrator. Rich Kuechenmeister has effectively built one five times, and the lesson is that the parent business decides what you become.Rich is owner and partner at Fishbone Technical Services. Before that he built automation groups inside a semiconductor equipment OEM, an automation components manufacturer, a products distributor, and a custom machine builder where he stood up a UL 508A panel shop from nothing. Each of those businesses sold something different, and that changed the engineering. At a machine builder the machine is the dog and the controls are the tail. At a distributor you build toolkits so somebody else can build the solution, handcuffed to the lines you carry. Rich argues that constraint is what made him good, because a single vendor solution is easy while four component areas from four vendors is where real integration lives.His definition of a control systems integrator stays traditional. SCADA and below, field instrumentation through PLC and HMI, bridging a little into MES. Fishbone works line control, process control on boilers, pumps and valves, and material handling where suppliers ship a motor and a few sensors and nothing more.The business advice is specific. He would rather have one $100,000 project than ten $10,000 projects, because that is one project management cycle instead of ten. He cautions against mixing maintenance work and capital projects without a plan, since context switching between a vision system callout and a pump control program burns budget on both. Dave adds the pattern he keeps seeing: come in at the bottom and you get saved in the phone as the maintenance guy, never the capital project guy. Rich hires on desire, attitude and aptitude, and admits he was once the bottleneck himself.Looking ahead, he expects acquisitions to keep rolling up integrators and leaving a void underneath, since a twenty person firm will not get out of bed for the projects a five person firm lived on. On AI he is practical. He turned three day estimates into eight estimates in a single day, but insists code writing is a subset of the job. He is also still doing a PLC-5 conversion and a DeviceNet upgrade.About Rich KuechenmeisterRich Kuechenmeister is owner and partner at Fishbone Technical Services, a nationwide remote technical services company he co-founded in 2021 with business partner Robert Summers. Fishbone is based in Texas and covers plant engineering and control systems integration from field instrumentation through PLC, HMI and SCADA, with some MES. Rich began his career in the United States Navy working on radars, servos and guidance systems, then spent three decades in industrial automation building engineering groups before starting Fishbone.https://fishbonetechnical.comTimestamps0:00 Introduction2:20 Inside Fishbone Technical Services5:20 From the Navy to OEMs, distributors and machine builders9:00 Becoming unafraid and starting a company15:40 What a control systems integrator actually is20:40 How the parent business shapes the work31:40 Filling the sales hopper and qualifying projects36:40 Maintenance work versus capital projects43:00 Hiring for desire, attitude and aptitude48:20 Letting go of the client relationship56:20 Distributors, acquisitions and the void they leave1:04:40 AI, estimating and reverse engineering PLC codeReferencesPrOTect IT All by Aaron Crow: https://www.amazon.com/PrOTect-All-Plain-Spoken-Cybersecurity-Protecting/dp/B0HBM3F4XSISA/IEC 62443 Series of Standards: https://www.isa.org/standards-and-publications/isa-standards/isa-iec-62443-series-of-standardsAbout Your HostsVladimir Romanov is a co-host of The Manufacturing Hub Podcast and the founder of Joltek, an independent manufacturing and industrial automation consulting firm specializing in modernization strategy, digital transformation, and workforce development. Joltek works with manufacturers and investors to de-risk modernization and build the internal capability to sustain results.Connect with Vlad: https://www.linkedin.com/in/vladromanov/Want to go deeper? Vlad and the team at Joltek have covered related topics here:System Integrators: https://www.joltek.com/blog/system-integratorsEngineer to Entrepreneur in Manufacturing Technology: https://www.joltek.com/blog/engineer-entrepreneur-technology-business-manufacturingDave Griffith is a co-host of The Manufacturing Hub Podcast and founder of Capelin Solutions, an industrial automation firm helping manufacturers adopt smart manufacturing technology. He brings 15 years of experience in industrial automation and digital transformation.Connect with Dave: https://www.linkedin.com/in/davegriffith23/Subscribe to Manufacturing Hub: https://www.manufacturinghub.liveLinkedIn: https://www.linkedin.com/company/manufacturing-hub-networkYouTube: https://www.youtube.com/@ManufacturingHub

Howard Penrose of MotorDoc joins to discuss the circulating currents killing main bearings and drivetrain checks without a climb. Reach out at info@motordoc.com or on LinkedIn. The Uptime Wind Energy Podcast is brought to you by Weather Guard Lightning Tech, creators of the StrikeTape Ultra LPS retrofit. Subscribe to Uptime’s Substack newsletter. And check out Rosemary’s “Engineering with Rosie” Youtube channel. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining light on wind energy’s brightest innovators. This is the progress powering tomorrow. Allen Hall: Howard, welcome back to the program.  Howard Penrose: Hey, thanks for having me.  Allen Hall: It’s about time everybody realizes what motorDoc can do. There’s so much technology, and I’ve been watching- Yeah … your Chaos and Caffeine podcast on Saturday morning, which are full of really, really good information about the motorDoc as a company, all the things you’re doing out in the field, and how you’re solving real-world problems, not imaginary ones- Yeah real-world problems. Oh, yeah. Yeah, and  Howard Penrose: whatever annoys me that week. Exactly. And, and whatever great coffee I’m trying out. Yes. Except for a few. We’ve had the ReliaSquatch down our- Yes … um, a couple of times. Uh, yeah, no, I, I enjoy it, and we gotta get you on there sometime. I don’t do- I, it- … a lot of interviews other than an AI character we put in. Allen Hall: It’s a very interesting show because you’re [00:01:00] getting a little bit of comedy and humor and s- Yeah … and a, and a coffee review, which is very helpful because I’ve tried some of the coffees that you have reviewed, that you’ve given the thumbs up to. But if you’re operating wind turbines and you’re trying to understand what’s happening on the drivetrain side, on the generator, everything out to the blades even, main bearings, gearboxes- Yeah all those rotating heavy, expensive parts, there’s a lot of ways to diagnose them-  Howard Penrose: Yes …  Allen Hall: that are sort of like we can look at a gear, we can look at a joint, we can look at roller bearings, whatever, but motorDoc has a way to quickly diagnose all of that chain in about- Yeah … 15 seconds.  Howard Penrose: Well, a little longer than 15 sec- more like a minute. A minute, okay. It feels like paint drying. But- Uh, in any case, yeah. Uh, uh, and, and what’s kind of funny is, um, back in the ’90s, uh, EPRI actually accidentally steered the technology away from its [00:02:00] core purpose, which was in 1985, um, NAVSEA, the US Navy, had done research on using current signature analysis for looking at pumps, fans, and compressors, the bearings, the belts, the components, all the rotating components using the motor as the sensor. Not too much different than we are now. I mean, mind you, we got better resolution now, we’ve got, uh, more powerful– I mean, I look at my data from the ’90s, and now it’s completely different. Um, and then Oak Ridge National Lab, same thing, bearings and gears in motor-operated valves. So in 2003, we were the first ones to apply electrical and current signature analysis to some wind turbines in the Mojave Desert. Wow. Yeah. So, um, nobody had tried it before. Everybody said it couldn’t be done. And, uh, that was a bad thing to say to me because- … it meant I was gonna get it [00:03:00] done. Right. At that time, um, we were looking at bearing issues and some blatant conditions with the, um, with the, uh, generator using a technology called Altest, ’cause I was with Altest at the time. And, uh, I had taken an EMPath software and blended it with a, a power analyzer, and they still have that tool to this day. I was using that technology all the way through 2015. 2016, I should say. And then- And then switched over to the pure EMPath, which was more of an engineering tool. And then more recently, in 2022, uh, made the decision to ha- to take all the work we’d done on over 6,000 turbines, uh, looking at how we were looking at the data and what we were doing on the industrial side, and took a, uh, created a current signature analyzer that would do one phase of current to analyze the entire powertrain. Allen Hall: So when you tell [00:04:00] operators you can do this magic, I think a lotta times they gotta go, “ Howard Penrose: What?” Oh, yeah, yeah. They don’t understand it because they’re used to vibration- Right … which is a point analysis system. Right.  Allen Hall: Vibration at this- Yeah … particular location. Yeah. One spot- Even if it’s- … or a couple  Howard Penrose: spots triax, they’re reading through material, up through a transducer. Hopefully, they put it above the bearing and not in the middle of the machine like everybody is now, because everybody’s trying to sell a sensor. Right. True. They’re not selling a- they’re not selling accuracy. They’re just selling sensors. Right. So, um- Yeah … you know, uh, I, I’ll, I’ll even talk about one of the companies here. We’ve got Onyx here, and they do it right. I mean, they’ve been doing it right pretty well because we’ve been doing some of the same towers they’re on, and we can match the data they’re getting. Oh, good. Right? Yeah. Uh, so but they get it in multiple spots, and there’s areas they can’t quite reach, so we’ll detect those areas as well. So it’s a good melding of two technologies.  Allen Hall: Oh, sure. Sure,  Howard Penrose: sure. You know what I mean? Yeah, yeah, yeah. So when you have electrical signature and you have vibration, but in [00:05:00] cases if you don’t have vibration, we’re a direct replacement.  Allen Hall: Because the generator- I  Howard Penrose: dare say that.  Allen Hall: Yeah. Whichever–  Howard Penrose: I dare say that, um, with- Well, the  Allen Hall: generator is acting as the sensor. Howard Penrose: The air gap. The air gap in the generator s- specifically, yes. Yeah. Generator, motor, transformer. Right.  Allen Hall: Yeah. So any of those- Mm-hmm … you can clamp onto, look at the current that’s on there. Everything that’s happening on the drivetrain, in the gearbox, out on the rotor- Yep … main bearings, all of that creates vibration. Creates a torque. T- a, a torque. Yeah. Yes, more exactly a torque. Yeah. And that’s seen in the generator, in the current coming out of the generator. Yes. So those signals, although minute, are still there. Yes. So if you clamp onto that current coming out of the generator, you’ll see the typical AC sine wave sitting there. But on top of that- Is all the information about how that drivetrain is doing  Howard Penrose: Absolutely, and everything else. Anything electrical comes through [00:06:00] that. So what you do is just like vibration, you do a spectral analysis. So every component has a frequency associated with it, just like vibration. It’s, as a matter of fact, I, I keep having to try to explain to people electrical and current signature analysis is no different than vibration analysis. It’s the same concept. We use the same tools. The signature looks just a little different. It’s a little noisier, um, but you need that noise in order to see everything. But we have a time waveform, and instead of, um, inches per second or millimeters per second, whatever, you know, uh, velocity, acceleration, and displacement, uh, what we end up with is decibels is the optimal method. You can look at straight voltage signatures at those points or, or current signatures, but the values are so small that you have to look at it from a logarithmic standpoint. Right. There are some benefits to it versus vibration, and there’s some things that aren’t as good as vibration. [00:07:00] So, you know, we, we do… You have to… Any technology is gonna have their strengths and weaknesses. Sure. So we will see everything all at once. Load doesn’t matter. Right. Speed doesn’t matter. It’s… Only reason speed matters is the location of the frequencies. Uh, so the higher the resolution, meaning the longer you take data, the less chance you have on a lightly lo- loaded machine of blending the peaks together. Right. Um, on the flip side, if I have two bearings turning at the exact same speed, I couldn’t tell you which one it is. Because they’re the same. Right.  Allen Hall: And the mechanical features of that bearing is w- what creates the signal that you’re measuring. Exactly. So if a bearing has five rollers versus 10, just imaginary thing. Yeah, yeah. Five rollers versus 10 has a different electrical signature, so you can determine, like, that bearing, that 10 roller bearing- Yes … has the problem, the five is fine. Yes. Yeah. That’s the magic, and I think people don’t translate the mechanical world into the electrical world. That that’s what’s [00:08:00]happening. They,  Howard Penrose: they don’t because, because what’s happening is they named it wrong.  Allen Hall: Yes.  Howard Penrose: A majority of our users are mechanical folks. Sure. Our vibration analysts and stuff like, ’cause they know how to look at the signatures. Right. Everybody tries to force it on their electrical people, and electrical people go, “We don’t know what this is.” Yeah. And it’s, it’s, it’s a matter of that training and, and, you know, in the electrical world, you’re not taught to look at that. Right. Yeah. It doesn’t matter. Mechanical world, you’re taught to look at that. So our intern, we were trying to bring in electrical engineering interns and found out that just wasn’t working. So last year, I brought in my first, uh, intern that’s, you know, he’s been with us now since I brought him in. Okay. Uh, and, uh, Amar, and, uh, you know, he’s helped us develop our vi- uh, vibration software to go along with it. Guess what? It’s the same thing. It’s the exact same sy- system Um, but we just take in a vibration signal instead. But he picked up on it immediately as a [00:09:00] third-year college student. I can take somebody with a decade as an electrical engineer with a PhD and they can’t figure it out.  Allen Hall: Well, because you’re, you’re taking real- Because it’s different. Yeah. It’s r- well, it’s real-world components-  Howard Penrose: Yeah …  Allen Hall: creating electrical signals. That’s hard- Well, you have- … to process for a lot of people. Yeah,  Howard Penrose: yeah. It’s  Allen Hall: just not  Howard Penrose: something that we do every day. But that’s… If they, i- if we sa- i- i- if you’re looking at vibration and you start looking at the sensor, it gets complicated too, ’cause guess what? It’s an electrical signal. Right. It’s, it is technically electrical signature now. It’s converting a  Allen Hall: mechanical signal- Right … into an electrical signal, which is what’s happening in the generator anyway. Yeah.  Howard Penrose: Whether it’s a piezoelectric cell that’s generating a small signal- Yeah … on top of a small waveform that you then take out, you demodulate, uh, or it’s, uh… So you take that carrier frequency out, or it’s a MEMS sensor, which is the same thing. You know, the, it just sees some slower s- It, it does more of a digital output. So you, you, you know, you have those, or you [00:10:00] have this, which just basically uses a component of the machine to, to, as its own sensor. There is one other difference between them, too, and, uh, I find this very useful when I’m going out troubleshooting something that other people can’t figure out, uh, ’cause we use all the technologies. So in this case, it would be, uh, the structural movement. Okay? So, so say I have a generator and there’s something wrong with the structure, and the whole machine is vibrating. So y- well, if I put a transducer on it, they might think that’s vibration or something else. We don’t see it. Right. We only see directly exactly what’s happening with the machine. Sure. So a lot of times when we go in to troubleshoot something that people have done vibration on and everything else, it’s been pro- a, a problem for them for years. We walk in, and all of a sudden we’re identifying whether it’s the machine or it’s something else right off the bat. Then we can take a look at the vibration data and [00:11:00] say, “Okay, it wasn’t the bearing or the bearing, um, structure. It was, you know, the mounting.” Right. It wasn’t  Allen Hall: fastened  Howard Penrose: down properly. Yeah,  Allen Hall: yeah. Right.  Howard Penrose: Go tighten that bolt. Right, exactly.  Allen Hall: Well, I mean, that’s the cheap answer. Yeah. I’d rather tighten a bolt than rip apart a motor or a generator- And, and- … every day …  Howard Penrose: and that’s the whole point. Now, there are other strengths that go with it. So for instance, on the powertrain of a wind turbine, I can tell you if you’ve lubricated the bearings correctly. Wow. Because part of what we do is we do take those electrical signatures, and we convert those over to watts. Watts is an energy conversion. Sure. So you see that as heat or some type of loss. So whatever, whatever’s being lost there is not being sent to the customer. To the outside. Right. Making money. So, um, if I’m taking a look at, say, a main bearing, I might see watts or kilowatts of losses. So you’re gonna have some ’cause you have friction, right? But when we see it increase on, say, a roller, [00:12:00] or the rollers, or, or the cage, that’s usually an indicator that I have a lubrication issue. Or if we only see it on the outer race, that means that they didn’t clear out all the old grease when they were lubricating it, ’cause the rollers then have to ride across it- Right … ’cause it dries up.  Allen Hall: Sure.  Howard Penrose: Uh, and will carry contaminants. So if you see that, you go up, clean it up, you’ll extend the life of the bearing. Absolutely you will. Without having to do a lot of work. So, uh, we, we look at our technology as more so early in the, in the stage of a condition. I don’t wanna call it failure, ’cause it’s not a failure. It’s something that’s mitigable. And I made that word up. You can mitigate it. Meaning you can go up and correct it and extend the life of that component. Sure. Uh, in gearboxes we’ll see problems with, um… Well, the, the one we’re talking about here a fair amount is all the circulating currents going on uptower. We did that research. The current signature analyzer we have is a direct result of doing wind turbine [00:13:00] research just on circulating currents uptower, ’cause we conferred everything over to, to sound at 48 kilohertz. And so that gives me a 24-kilohertz signal. That high-frequency stuff, which we’re researching in CGRE, and IEEE, and IEC, is called supra harmonics, which I– we talked about that before. Yes, we have. Yeah. And, uh, so when you start seeing that in the, in, in the current that’s circulating uptower because the ground that goes from the top of the tower down is for- DC lightning protection. And lightning protection, yeah. It’s not meant for, um- Not for  Allen Hall: high frequency- Yeah …  Howard Penrose: currents. Yeah. Uh, we, when we measured it, when we mapped out dozens of towers of all different manufacturers, we found that the impedance about halfway down the tower is where it ends. Sure. The, the resistance. And then the increased, uh, the high-frequency noise turns any of your shaft brushes into resistors. And at about 15 kilohertz, no current is [00:14:00]passing through them. It’s all passing the bearing, which becomes more conductive the higher the frequency. So with 60% of main bearings failing due to electrical currents, it’s actually currents that are circulating uptower. It’s not static. There is some static up there, but it’s not static. It’s coming from the controls, the, the generator, and everything else. Inverters,  Allen Hall: converters.  Howard Penrose: And we’ve seen up to 150 amps passing through a, through a bearing.  Allen Hall: So I– We run across a lot of operators who have been replacing main bearings, and they don’t know the reason why. Yeah. And I always say, “Well, call Howard at MotorDoc because I would almost bet you you have the f- high frequency running around uptower in the nacelle- And the next main bearing you put in there is gonna go the same way as the- Yeah … first one you put in there. Until you cut off that circulating current and then the cell, you’re just gonna continue with the problem. Then you haven’t eliminated the problem, you’re just fixing the result of that problem. Yes. But it takes- Yeah, you’re, you’re- How, [00:15:00] how, well, how long- You’re replacing  Howard Penrose: a fuse.  Allen Hall: Right, you’re replacing a fuse. Yeah. How long does it take you to s- to determine- An expensive fuse. Yeah. Yeah. Oh, yeah, ’cause you’re taking the rotor down. Yeah. Well, how, how fast can you determine if you have harmonics uptower that are gonna be causing you problems? 120 seconds.  Howard Penrose: Okay.  Allen Hall: So that’s the thing. I think a lot of- I mean,  Howard Penrose: that’s of the actual data collection time. So you clamp on uptower, uh, and then you can… Well, the way we have it set up now, you just tell it you wanna collect data every five s- uh, five minutes, and then you go downtower, let it collect its data, go back up, grab it. Um, it’s like… It’s huge. It’s this size. So, um, and then you connect- It plugs into a laptop. Yeah. Plug it into a laptop or any type of tablet. Um, it, it’s Windows now. I’m trying to get away from Windows. We’re gonna have Linux systems, uh, as well. Uh, and then you use that to, um, just collect that data, and then you press another button. Now it pops up, and it tells you if you’re in danger or not, [00:16:00] the amount of current passing through the bearing, and the frequencies all the way out.  Allen Hall: So the ideal is you’re gonna have this kit with you in the truck. Yeah. And as you see these problems pop up, you’re gonna clamp on uptower. Yep. You’re gonna measure these circulating currents, and you’re gonna know immediately if you have another mechanical issue, a, a lubrication issue- Oh, yeah. It’ll look at- … some kind of alignment issue, or- You’ll get all  Howard Penrose: of this information at once. So you- Right … if you go on the power side. So certain turbines, like anything that has the transformer downtower, you don’t have to climb. Right. GE. I mean, I don’t climb. So, uh, uh, you know, th- and that was part of the, the concept behind when we started down this path because I’ve been in the wind industry since 1997. So one of the things I always saw was, and, and we talked about even, you know, here when it was called AWEA, and we were talking always on the health and safety side about wearing out the technicians. Um, so we discovered that, you know, what was it? Almost 60% of the [00:17:00] turbines you didn’t have to climb. Right. Oh, yeah. And even the ones you do, you go up, you set it up, and it’ll tell you where you need to focus. The other thing in the powertrain, let alone the generator, when we do a sweep of a site– Now, if we do a straight electrical signature analysis, I’d term that one as a technician’s tool. Sure. That’s more of an engineer’s tool. Uh, a lot more data, a lot harder to set up. But even though I’m saying harder to set up, it’s still pretty easy. It’s still minutes. Right. Yeah. Most technicians will collect data with, like, a couple hours worth of training. Yeah. You g- You basically gather that data, and if you’re getting a site, so we’ll go out– I love going out in the field. So we’ll go out in the field, especially if it’s a tower we don’t have to climb I’ll knock out, uh, well, let’s just say I’ll, I’ll, I’ll name one. Say a GE 1.6. I’ll knock out one of those every eight to 11 minutes, depending on how you get to the tower.  Allen Hall: So that’s a full diagnosis of drivetrain- Yeah … plus anything odd happening- Yep with circulating currents and all that [00:18:00] can- Oh, no, no. Circulating- Or just- … current, that’s a- That’s a separate thing at tower … separate study that- Okay … you have to do that uptower. But anything, anything drivetrain-wise, you can be in and out- Yeah … in a couple of minutes. Yep. Okay. So there’s a lot of operators that have end-of-warranties coming up, right? Yes. There’s been a lot of developments, so they’re kind of running into the end-of-warranty, and they don’t know the health status of their drivetrain. Same thing for a lot of operators that are in- Yep … full service agreements, and they’re questioning whether they’re getting their money’s worth or not. Yes. I always say, “Call Howard at Motordoc. You guys can have a whole site survey done maybe in a couple of days, and you will know all the problems that are on site for the lowest price ever”. Yeah. It’s crazy how fast you can do it and how accurate it is. I talk to operators that use your system, so I hear you. Yeah. Your podcast, listen to your podcast, I’m calling your customers to find out what they say, and they love it. Oh, yeah. They can’t believe how accurate it is. Yeah. Well, the thing about that is we as an industry need to make sure that our turbines are operating at [00:19:00] maximum efficiency. Yep. And if a simple tool like the Motordoc EMPath system exists, we need to get customers, operators in line to start doing it worldwide. Australia- Oh … Europe-  Howard Penrose: Yeah. We- … Canada. Australia, we’re trying to get into, but right now we even have OEMs using it through North- That’s good … and South America, Asia. Good. Uh, Middle East, um, and, uh, and some of Europe. Good. So it’s, it’s, it’s really taking off. Uh, I’d say probably our biggest market right now is Brazil. Sure. They’re going crazy. Well, the, the turbines are- They’re having a lot of problems. Yeah.  Allen Hall: Right. And the, well, those turbines have a h- high usage, right? So because- Oh, yeah … the winds are so good, they’re operating at, like, capacity factor is above 50%. Yes. It’s insane. Yeah. So there’s a lot of wear and tear. There’s no downtime for those turbines.  Howard Penrose: Yeah. Well, and, and people think it’s all the starting and stopping. It’s not. No. It’s a grid-related issue. So we have- Sure … we have a low frequency. And you know some of the stuff I volun- I, I’m, I’ve been volunteered for- [00:20:00] Yeah … uh, including the CIGRE thing. Um, so I get to sit in the grid code committees for IEEE and put my, and our input into that, uh, and kind of watch the back of the IBR industry, right? Mm-hmm. ‘Cause there’s a definitely bias against our industry. Um, and I also, uh, get to hear what’s going on in the grid side of things from CIGRE worldwide, and it’s all very similar, and it has to do with low-frequency oscillating currents- Yes … called subsynchronous currents- Yes … which are low enough not to damage large synchronous machines. And they thought, and there’s books written on this, by the way, multiple books written on wind turbine impact- Uh, and they’re seeing now, um… Well, we detected it first, along with Timken. Hank, uh, and, and I went out to a site, and we detected for the first time, because of how they wanna do the testing and where the site was located, we saw the oscillating torque [00:21:00] in the air gap, ’cause that’s one of the things the technology does. It actually measures the torque, air gap torque. Sure. So we were watching the oscillating torque as a tower started up. And so we did, we went through the rest of that site looking at the same stuff in the same way. It increased our time and data collection, and time on site. But then we started looking for it at other sites, and going to pass data because I don’t have to go back and retake data. Right. And we’re like, “Oh my God. It’s everywhere.” 16 hertz, 21 hertz, and 50 hertz. And we found a paper that specifically identified that as the sub synchronous frequencies for 60 hertz. So we know what they are also for 50 hertz. Once we identified that and we saw how much the torsi- torque was oscillating, we worked with Shermco, who got us some information on Y-rings that were failing. Yeah. And they were all failing… When the metallurgy was done, they were all failing from fatigue. And you’re like, fatigue how? What’s fatiguing these connections? [00:22:00] Well, the fatigue is that air gap torque- Exactly … because you’re basically causing the, the, everything to oscillate a little bit, and that causes the windings to move slightly. It’s a living,  Allen Hall: breathing machine-  Howard Penrose: Exactly … this generator  Allen Hall: is.  Howard Penrose: Yeah.  Allen Hall: It’s not  Howard Penrose: static. It’s definitely not sta- no electric machine is static. No. Even a transformer’s not static. Right.  Allen Hall: So- There’s a little  Howard Penrose: bit of wiggle going on there all the time All the time. And it’s minute, so it takes a long time. Right. And what, uh, uh, everybody… Well, first people thought it was a particular manufacturer, which it wasn’t. Turned out every defig’s failing the same way. Sure. You’re fatiguing it. Yeah. Every bearing is failing the same way, even in the gearbox, main bearings, and everything else. Right. All of these conditions are happening across all the OEMs, but they’re not allowed to talk. Well, this is, this is the thing that  Allen Hall: I like watching your podcast.  Howard Penrose: Yeah.  Allen Hall: The Chaos and Caffeine. It comes out Saturday mornings. It’s on YouTube. If you haven’t- Yeah … clicked into it, you should click into it  Howard Penrose: because a lot of these issues are discussed there. It’s definitely, um… [00:23:00] Let’s just say I’ll speak Navy quite a bit. Allen Hall: It’s a great podcast, and I think what you’re doing with the EMPath system- Yes … at motor dock is really a game changer. Yeah. I’m talking to everybody, all the operators I know. I keep telling them to call you and to try the system out because it’s so inexpensive and it does the work quickly and efficiently, and it’s been proven. There’s no messing- Oh, yeah … around when you’re talking to MotorDoc. I…  Howard Penrose: Somebody dared tell me that there’s no standard for it. There’s ISO standards for it. Yes. There’s IEEE 1415- Yes … which I chair. Uh, and there’s other standards coming out- This is- … associated with it. And there’s a document that I also chair for Sea Gray- Called A178, which is the practical application of the technology. So it’s well-documented. There are traceable standards for it. I need more  Allen Hall: operators to call you- Yeah … and to talk to you and get systems in the back of the trucks that they can use to check out the health of their gear boxes and their drive trains and their generators. How [00:24:00] do they do that? Where do they go? Where, where’s, what’s- Well- … the first place they should look for?  Howard Penrose: Uh, info@motordoc.com. Okay. I get all, I get all of those as well, so do my people. Um, or, uh, LinkedIn. LinkedIn’s really good.  Allen Hall: Look up anything. Yeah.  Howard Penrose: Yeah, yeah. So, so either the company at Motordoc, or, uh, I’m, I sh- I’ll show up either searching for my name or, uh, linkedin.com/in/motordoc. Come straight to me ’cause I’ve been in, on LinkedIn forever, so- Right, just- … I got to do that … look up  Allen Hall: Howard Penrose, P-E-N-R-O-S-E. Yep. Or go to motordoc.com is- Yep, motordoc.com … the website address.  Howard Penrose: Yep. There’s a lot of great information there. And we have partners, and we have people. We’re growing the company. You know, talk to me. I, I’ll- Yes … I like answering the phone and talking. It’s, it’s a thing. My people go, “Can we answer the phone one?” No. Um, but, but yeah, we, we, y- when you call us, you’re not just dealing with a single person. Right. The Motordoc is far more expansive. Right now, we [00:25:00] just got our partnership with, uh, Hitachi and, and Juliet- Yeah, that’s great and stuff like that. Uh, we’re helping them with certain things. Uh, we’re partnered with some of the big OEMs, almost all of them, um, you know, helping identify the issues, you know. And, and when users contact us, often they’ll tell us what’s going on, and we’ll, we can, uh, sometimes say, “Yeah, it’s this, and here’s how we prove it.” Allen Hall: Yeah. That’s the, that’s the beauty- Yeah … of calling Motordoc. So I need my operators that, that watch the show- Yeah … worldwide, go online, go on LinkedIn, get ahold of Howard, get ahold of Motordoc, and get started. Yep. Howard, thank you- And- … so much for being on the podcast. Yeah. This is fantastic. I love talking to you because- it’s, it’s like talking to, you know… Uh, no, really, it’s talking like someone who’s a real good industry expert, who’s been there a long time, and understands- Yeah … how this  [00:26:00] works.

Jim Moschos, national sales director of technology finance at Mitsubishi HC Capital Canada Canadian businesses buying servers and IT infrastructure are facing a difficult combination of higher hardware costs, currency pressure and continuing uncertainty in the technology supply chain. The result is serious sticker shock for many SMB customers, with some putting off infrastructure projects or looking for ways to reduce the immediate impact of a refresh. But delaying technology investments indefinitely may not make the problem go away. As Jim Moschos, national sales director of technology finance at Mitsubishi HC Capital Canada, puts it, “Kicking the can down the road doesn’t really help because that can could become a dumpster.” On this edition of In The Channel, Moschos discusses how financing can help managed service providers and VARs keep projects moving while giving customers more manageable payment options. He explains how assignment models can move the underwriting burden away from the solution provider, allowing smaller channel firms to pursue larger opportunities without taking on unnecessary customer credit risk. Moschos also discusses asset buybacks, which can use the residual value of existing equipment to help offset the cost of a hardware refresh. And he highlights an under-discussed opportunity in software and cybersecurity: using financing to bridge the gap between vendors offering discounts for three- to five-year upfront commitments and SMB customers that are more comfortable with annual operating budgets. For channel partners, financing is not simply a way to lease a server. Used strategically, it can support cash flow, protect margins, improve the customer conversation and create new ways to structure infrastructure and software deals. Read Full Transcript Robert Dutt: Hello and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca, and your host for the show. Today we’re talking about money, and specifically, how to find it and use it when the macroeconomic picture gets messy. Right now, Canadian IT buyers are facing a serious squeeze. The weak Canadian dollar, tariffs, and a global memory shortage have driven up the cost of hardware. And that means serious sticker shock for customers, especially in the SMB space. But freezing IT projects and waiting to see what happens isn’t a great strategy. Joining me to discuss how solution providers can use financing to navigate these choppy waters is Jim Moschos. He’s the national sales director of technology finance at Mitsubishi HC Capital Canada. We discuss how financing has moved way beyond just leasing a server, how partners can eliminate their own underwriting risk, and how to use financing to capture multi-year software discounts for clients who only have annual budgets. Let’s get right into it. My chat with Jim Moschos. Jim, thanks for taking the time. I appreciate it. Jim Moschos: Well, I appreciate being here, Robert. Thank you. Thank you for the invite. Robert Dutt: To start with, let’s take a look at the macro environment. Canadian buyers are currently facing a variety of things going on. It takes me back to the very meme-able movie Airplane! scene — it looks like I picked the wrong week to quit sniffing glue, to borrow from the film. We’ve had the tariff situation, the Canadian dollar hovering around $1.40, and prices in general being driven up by the global memory shortage situation. From your vantage point, how is all of that impacting IT purchasing behavior, especially in the SME space right now? Jim Moschos: Yes. What we’re seeing is two dynamics in terms of customer types and their responses. We have a few that are playing a wait-and-see game, which means they’re going to be waiting a long time. From the dynamics you mentioned, I think if, hopefully, God willing, there’s an end to the war soon, I think we’ll see the U.S. dollar subside, as right now its main strength is due to safe-haven demand. But the other items you mentioned in terms of trade negotiations and supply shortages, that’s not a near-term solution. The negotiations will probably last well into the end of this year, if not beyond. And the supply shortage, they’re talking about 2027 through possibly 2030, depending on how strong the demand is. The people that are putting projects on hold, I think they’re going to have a bigger hill to climb later on if they’re thinking that prices are going to subside. On the other end of the spectrum, we have the types of clients that are wanting to lock in the pricing now. Rates right now are still relatively low. The Bank of Canada’s holding rates, our swap lines are relatively stable. I think taking advantage of the lower rate environment, and also coupled with pricing certainty — even though the prices have gone up, they could go up even higher — so we’re seeing a lot of people locking in the orders, leveraging financing, for example, as a way to be able to absorb the increase within a structured payment plan that makes sense for them. And we’re certainly seeing some prominent solution providers advising clients, and vendors as well, advising would-be customers to spec out what you want early, get it for the life of the machine, don’t bet on this changing in the short term, and don’t bet on it getting better. So that’s another factor. I think kicking the can down the road doesn’t really help because that can could become a dumpster. Robert Dutt: For MSPs and VARs sitting in the middle of this, how do you see this volatility affecting their product pipelines, their own cash flow, those kinds of things — basically running the business? Jim Moschos: For those that haven’t entertained financing before, because only a small percentage of IT hardware and software is actually financed still to this day, relatively speaking, in comparison to other industries. I think that having conversations with lenders in terms of understanding their business model and their go-to-market strategy, and trying to identify a financial vehicle that works for them in a way they can optimize their cash flow. There’s also things that can be done creatively, that if they’re investing in product, for example, or used to fulfill certain contracts, there’s things we can do in terms of possibly taking a security interest or assignment of those contracts. So the VAR isn’t actually carrying the entire burden of the underwriting themselves. We can actually leverage it, potentially, the end user. But then again, that depends on the situation as well as when it needs to be further investigated, but there are potential solutions that we can look into. Robert Dutt: I wanted to pull on that. It’s funny that you mentioned that the usage in technology, particularly through the channel, is lower than you see in other industries. Certainly, I hear regularly from vendors pushing on their captive financing arms. I hear from the distributors on what they’re able and willing and wanting to do in terms of financing. There’s yourself and your peers who are coming at it from your point of view as pure-play finance companies. What is it that you think has historically driven that lower-than-one-might-expect rate of usage of financing in tech compared to other industries? Jim Moschos: I think traditionally, people have high relationships with their key contact at an organization. Typically, it’s in the SME within IT that they’re used to going, understanding, solving a project. And they would then get the capital funds allocated, then strike a PO, and then the PO will be fulfilled. That person that they’re talking to may not necessarily be well-versed to position financing within the organization, coupled with the fact that the VAR themself might not be providing those conversations. What is required is to have conversations with broadening their contact base within their accounts, talking to people within finance, and having those conversations. We try to educate our partners in terms of having those conversations. And if they don’t feel comfortable, we’re more than happy to have those conversations with them, to their customers, so we can help position the benefits of payment plans. Robert Dutt: I think a lot of solution providers might think of tech financing as something they offer to the end user, to lease a server, or lease a solution, say. But as I understand it, you guys work directly with the channel on supply chain as well. You did a little bit of this, but can you break down a bit more on how you historically have worked with solution providers? Jim Moschos: Not necessarily — that was a one-size-fits-all. We have a myriad of financial offerings. It depends on what their go-to-market strategy is and where the payment points are for themselves or for their customers. There’s a complexity spectrum going on. I guess on the simple end of the spectrum, we can offer basic financing solutions for their end users, whether it’s capital lease, loan, operating lease, what have you. And on the other end of the spectrum, we can get into more complex assignment models, where we would take assignment of their documents to their customers and underwrite the end users and monetize either the entire agreement or a portion of the agreement. And then you have solutions in between, whether they’re bundled solutions, pass-through, we get into some guaranteed residuals, things of that nature. So again, there is a myriad of ways we can go about it. It all depends on the situation, the unique situation of the VAR, what they’re trying to accomplish. Robert Dutt: Obviously, this is an ecosystem that’s very concerned with the fact that it is an ecosystem. When a solution provider brings you into a deal or uses supply chain financing from someone like you guys, how does that change the relationship with the vendor? They’re ultimately selling to the customer and perhaps the distributor that’s facilitating sitting in the middle there. Jim Moschos: I think it enhances it. In terms of the relationship, I think it gives the vendors and the customer possibly some comfort that they are a small and mid-size VAR, that they have somebody, for me personally, for our partners, to have somebody the size of Mitsubishi with a strong balance sheet supporting them. I think it gives individuals that kind of comfort. Robert Dutt: Let’s talk about the situation today. Basically, how can Canadian solution providers use some of the financing mechanisms available to them right now to shield themselves from currency fluctuation, from supply chain volatility, from all this madness that’s going on in the world? Jim Moschos: By leveraging financing, I think it gives these solution providers pricing certainty. It allows them to lock in certain payment plans and rates over a period of time, or the useful life of the product. If they are looking for some sort of short-term financing or longer terms or more flexible options, to opt for operating leases or provide low payments with a good amount of back-end flexibility, depending on if they want the ability to trade up or hedge against technology obsolescence, we can offer operating leases to help again with that pricing certainty, at least in the short term. Another thing that’s kind of where we’re seeing some good traction over the last little while, and what’s overlooked, is the financing of software. We’re seeing more and more organizations opting to finance their, let’s say, three-year, five-year cybersecurity licenses, for example, where you have some OEMs that are offering some attractive discounts for multi-year agreements. The problem there is that they want their money upfront. You might be used to paying $100,000 a year for a cybersecurity license. The OEM might come to you and say, “Instead of paying $300,000 the next three years, we’ll give you an offer of $260,000,” for example, and you’re thinking, “That’s great. However, I don’t have — like, I only budget $100, I don’t have $260 now.” And where we kind of help bridge the gap, where we’ll put together a three-year agreement and the interest is really nominal to the point that they still realize a substantial benefit from that. It’s kind of a win-win in a situation where the OEM gets their money upfront and the VAR gets that pricing certainty and that discount. We’re seeing more VARs, more end users financing these types of software scenarios. Robert Dutt: When I’m sitting across the table from an SMB customer as a VAR, MSP, owner or salesperson, and they’re having serious sticker shock about a hardware refresh in particular, how do I change the sales conversation? How do I use some of the financing that’s available to soften that blow, redirect the customer’s mindset away from that as much as possible and just kind of get to the yes? Jim Moschos: If they currently own the assets, we look at ways that we can soften the blow. We could actually look at acquiring the assets that are unencumbered and put that towards the cost of the new acquisition and reduce the payments. We also look at ways of structuring the payments and possibly doing step payments where they might not have the money in the budget this year, but they could have more budget next year. We could structure a payment plan that is more acceptable for them and their cash flow and their budgeting. We could also look at, again, like I mentioned before, potentially doing operating leases, which is on the technology side with flexibility in the backend, lowers their payments, which again provides an easier entry into doing a refresh. Robert Dutt: The other side of this, I guess, for channel business owners, for VAR, MSP founders, owners, principals who are listening to this and trying to plan out their hardware strategies amidst all of these various uncertainties, what’s your biggest piece of advice on how they should be managing their capital in this moment? Jim Moschos: Based on what we discussed from the top of the call in terms of the macro environment, I would highly suggest trying to preserve cash, look at financing models, have those discussions early with their financing partner, try to identify what model makes most sense for them, whether it’s capital leases, a loan structure, operating leases, depending on what the use is for the product and how long they intend on keeping it, refresh cycle, etc. Don’t discount the possibility of financing software for ones that make sense. Kind of open the lens beyond hardware and look at software as well. Just have those conversations early with their finance partner. I don’t think there’s a one-size-fits-all approach. I think it depends on the unique requirements of the particular partners. Robert Dutt: Last one for me. If I’m a solution provider listening to this and I want to learn more about what Mitsubishi can do to support my business, to do creative things, to help me figure out all of this stuff, where do I go? Jim Moschos: Well, that’s an easy one. They can go to our website at landingca.mhccna.com/tech-finance. We have a pretty robust website, but I’d be more than happy to — if they want to reach out to me directly and have a discussion, I’d be more than happy to take their call or their email. My email is jmoschos@mhccna.com. They can email me anytime and I’ll get back to them as soon as I can and have a good discussion with them. Robert Dutt: Jim, I appreciate your taking the time. Good luck with helping channel partners through all this fun stuff. Jim Moschos: Thanks, Robert. Appreciate that. Thank you for having me. Robert Dutt: There you have it, Jim Moschos from Mitsubishi HC Capital Canada. I’d like to thank Jim for his time. I thought his point about bridging the gap on multi-year software and cybersecurity deals was quite timely given the circumstances. If your vendor is giving you a major discount for a three-to-five-year upfront commitment, but your customer can only stomach annual operational expenses, bringing in a finance partner to take the upfront hit while you secure the margin and protect your customer is a brilliant way to solve the problem for everyone involved. Thank you, as always, to all of you listening. If you enjoyed the show, please do follow or subscribe. We’re on Apple Podcasts, Spotify, YouTube, and pretty much everywhere else you find podcasts. Ratings and reviews are always hugely appreciated. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel. Bye.

Send us Fan MailIn this episode of the FuturePrint Podcast, Marcus Timson speaks with James MacDonald, Vice President of Nazdar's OEM Inks business, about why collaboration is becoming essential to the future of industrial inkjet.James explains how ink has traditionally been introduced relatively late in machine development—after decisions about printheads, curing systems and equipment architecture have already been made. As industrial applications become more complex, however, OEMs increasingly recognise that ink must be considered from the outset as a fundamental part of the complete system.The discussion explores how Nazdar works as a strategic development partner rather than simply a consumables supplier. This requires a detailed understanding of the substrate, application, production environment, printhead, curing process and required end-use performance. James also explains how early collaboration can shorten development cycles, reduce technical risk and improve the prospects of successful commercialisation.Marcus and James examine the balance between customisation and scalability, including how specialist formulations can become significant commercial opportunities as an OEM's installed machine base grows. They also discuss structured development processes, forecasting, manufacturing capacity, regulatory change and the importance of clear communication throughout a project.Above all, James argues that the next phase of industrial inkjet will depend upon closer cooperation across the technology ecosystem. Ink developers, printhead manufacturers, system integrators, raw-material suppliers, equipment builders and end users must align their technical and commercial objectives from concept to production.The message is clear: ink is no longer the final component added to a machine. It is central to the architecture—and ultimate success—of the complete industrial printing system.Listen on:Apple PodcastGoogle PodcastSpotifyWhat is FuturePrint?FuturePrint is a digital and in person platform and community dedicated to future print technology. Over 20,000 people per month read our articles, listen to our podcasts, view our TV features, click on our e-newsletters and attend our in-person and virtual events. We hope to see you at one of our future in-person events:FuturePrint Packaging, Labels & DTS Summit, 29-30 September '26, Valencia, SpainFuturePrint Industrial Print Show, 11-12 May '27, Munich, Germany

EPISODE SUMMARY: Joe D’Angelo, Xperi’s Senior Vice President of Commercial Strategy and Partnerships, shares his journey from media and technology to leading innovations in radio, including HD Radio and DTS Auto Stage, transforming the connected car experience and shaping the future of broadcast radio. On this episode of Chachi Loves Everybody, Chachi interviews Joe D’Angelo about: Growing up in Long Island and early influences, including newspapers and other media Earning his MBA and jumping around the entertainment, telecom, and advertising industries The origin of HD Radio, how it works, and the role of Lucent Digital Radio How his combination of tech, business, and media experience helped him succeed The formation of Ibiquity Digital and digital radio standards Explaining DTS Auto Stage, its role in connected cars, and how it benefits program directors and broadcasters His outlook on the future of radio advertising and digital integration The importance of community and local content in radio His advice for industry professionals during challenging times And More! ABOUT THIS EPISODE'S GUEST: Joe D'Angelo is Senior Vice President of Commercial Strategy & Partnerships at Xperi, where he leads strategic growth initiatives, commercialization efforts, and key industry partnerships across connected car, broadcast radio, audience measurement, and digital audio businesses. He works with broadcasters, automotive manufacturers, technology companies, and media organizations worldwide to advance next-generation in-vehicle entertainment, analytics, and monetization solutions. A founding executive of iBiquity Digital, the company behind HD Radio technology, Joe has spent more than two decades helping shape the evolution of broadcast and digital audio. Following iBiquity's acquisition by Xperi, he continued to lead initiatives spanning HD Radio, hybrid radio, streaming audio services, connected-car platforms, and audience measurement solutions. His work has focused on helping broadcasters and automotive OEMs successfully navigate the transition to a connected media ecosystem. Before joining iBiquity, Joe was a Principal at PricewaterhouseCoopers, advising telecommunications and media clients on strategic planning, mergers and acquisitions, restructuring, and international expansion. Earlier, he spent five years with Andersen Consulting (now Accenture), leading technology and business transformation initiatives. A recognized industry thought leader, Joe has been named one of Radio Ink's 40 Most Powerful People in Radio for three consecutive years (2024-2026) and serves as a BMI Ambassador supporting innovation across the radio and music industries. Joe earned a Bachelor of Arts in History from the College of the Holy Cross and an MBA from Columbia University, where he graduated with honors. ABOUT THE PODCAST: Chachi Loves Everybody is brought to you by Benztown and hosted by the President of Benztown, Dave “Chachi” Denes. Get a behind-the-scenes look at the myths and legends of the radio and broadcast industry and beyond as they share their unique career paths. Hear how a variety of innovative leaders grow businesses, develop iconic brands, and entertain audiences in this in-depth interview podcast. ABOUT BENZTOWN: Benztown is a leading international audio imaging, production library, voiceover, programming, podcasting, and jingle production company with over 3,000 affiliations on six different continents. Benztown provides audio brands and radio stations of all formats with end-to-end imaging and production, making high-quality sound and world- class audio branding a reality for radio stations of all market sizes and budgets. Benztown was named to the prestigious Inc. 5000 by Inc. magazine for five consecutive years as one of America’s Fastest-Growing Privately Held Companies. With studios in Los Angeles and Stuttgart, Benztown offers the highest quality audio imaging work parts for 21 libraries across 15 music and spoken word formats including AC, Hot AC, CHR, Country, Hip Hop and R&B, Rhythmic, Classic Hits, Rock, News/Talk, Sports, and JACK. Benztown’s Audio Architecture is one of the only commercial libraries that is built exclusively for radio spots to provide the right music for radio commercials. Benztown provides custom VO and imaging across all formats, including commercial VO and copywriting in partnership with Compass Creative. Benztown Radio Networks produces, markets, and distributes high-quality programming and services to radio stations around the world, including: The Rick Dees Weekly Top 40 Countdown, The Todd-N-Tyler Radio Empire, Hot Mix, Sunday Night Slow Jams with R Dub!, Flashback, Hey, Morton, StudioTexter, and SPECai. Benztown + McVay Media Podcast Networks produces and markets premium podcasts including: IEX: Boxes and Lines and American Afterlife. Web: benztown.com Facebook: facebook.com/benztownradio Twitter: @benztownradio LinkedIn: linkedin.com/company/benztown Instagram: instagram.com/benztownradioSee omnystudio.com/listener for privacy information.

Charli is joined by Paul Gifford this week on the pod!Find us @EmpoweringPumps on Facebook, LinkedIn,  Instagram and Twitter and using the hashtag #EmpoweringIndustryPodcast or via email podcast@empoweringpumps.com.Empowering Pumps & Equipment:Empowering Pumps and Equipment is the Information & Connection hub for the Industry. We specialize in digital media marketing, and we help companies just like yours reach their desired audience across a variety of platforms. We connect, inform, and educate the pump & related equipment industries by creating valuable partnerships between manufacturers and their customers. We connect you with our community using digital advertising, social media, and custom digital publications that amplify your message as a thought leader in industry. As a digital media company, we also create and/or host webinars and virtual lunch and learns, offer technical writing, and host a podcast called the Empowering Industry Podcast.Empowering Pumps & Equipment shares useful information for industries such as water/wastewater; oil/gas; utilities; and more. Our audience includes engineers, consultants, operations and maintenance staff, OEMs, and suppliers.Empowering Pumps & Industry Conference (EPIC):The Empowering Pumps & Industry Conference is where the industry can come to connect with manufacturers, distributors, end users, associations, and students in one place. The two-day event will feature presentations from subject matter experts, roundtable discussions, exhibits, and tours. About Empowering Brands:Empowering Brands located in Tuscaloosa, AL is a versatile, digital marketing services company that works with industrial companies and specializes in social media management and marketing; strategic planning; marketing consulting; content development, and digital advertising.Working as a strategic partner and extension of our clients' marketing team; we bring fresh thinking and experience with flexible and responsive service to empower our clients and maximize their brands.In addition to our marketing services work, Empowering Brands owns the leading online community for the global pump industry, EmpoweringPumps.com.  A digital-first publisher focused on thought leadership, community building, and social media advocacy for our industry partners.  We help clients reach and engage with a diverse industrial audience.In addition to our marketing services work, Empowering Brands owns the leading online community for the global pump industry, EmpoweringPumps.com.  A digital-first publisher focused on thought leadership, community building, and social media advocacy for our industry partners.  We help clients reach and engage with a diverse industrial audience.The Empowering Brands company is leading the way to connect, inform, and educate the next generation of industry leaders.CONNECT | INFORM | EDUCATEConnect with Us:Website https://empoweringpump...Facebook   / empoweringpumps  Twitter   / empoweringpumps  LinkedIn   / empo.  .Empowering Women in Industry https://empoweringwome...Empowering Women in Industry Youtube 

In this episode, host Jason Pritchard speaks with Doug Washburn, Vice President of Engineering and Flight Safety at Hartzell Propeller. Doug highlights how Hartzell's century of aviation heritage—specifically its certification expertise and high-volume production capacity—supports the emerging Advanced Air Mobility (AAM) and eVTOL sectors. The conversation focuses on complex engineering challenges, such as transition loading, extreme weight sensitivity, and noise reduction. Doug notes that minimizing noise relies heavily on larger propeller diameters rotating at slower tip speeds, alongside advanced blade geometries. He emphasizes the critical need for early collaboration between propeller manufacturers, electric motor developers, and aircraft OEMs to optimize overall system efficiency and packaging. Doug also discusses regulatory progress, digital engineering, and Hartzell's work with partners like Beta Technologies. He identifies infrastructure, airspace management, and public acceptance as key hurdles for the industry over the next five years.

“The AI data center build-out is already the biggest infrastructure project, inflation-adjusted, that we've ever undertaken as a society.”  That's Sebastian Schaal, co-founder and Managing Director of Luminovo, an AI software company specializing in electronics supply chain management. I wanted to talk to Sebastian about how executives respond when key components are seeing 20X the demand of pre-2022 levels.   What You'll Discover In This Episode  How 20-year old electronics have become a hidden risk for aerospace and defense companies How AI data centers are disrupting your electronics supply chain The model VC's pushed him to build…and what he built instead Leadership lessons from building a team of 100+ Why Sebastian turned down more VC money (and who's funding him now)   About the Guest Sebastian Schaal is the Co-Founder and Managing Director of Luminovo, an AI software company that aims to turn electronics supply chain into a competitive advantage. He is also the Revenue department lead, overseeing and aligning activities across Growth, Sales, Customer Success and Revenue Operations. Connect with Sebastian on LinkedIn or sign up for the Luminovo newsletter.   About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Resources For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/.  

Blade specialist Morten Handberg on when an RCA pays off, what SCADA data can and cannot tell you, and why erosion gets written off as wear and tear. The Uptime Wind Energy Podcast is brought to you by Weather Guard Lightning Tech, creators of the StrikeTape Ultra LPS retrofit. Subscribe to Uptime’s Substack newsletter. And check out Rosemary’s “Engineering with Rosie” Youtube channel. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining light on wind energy’s brightest innovators. This is the progress powering tomorrow Allen Hall: Morten, welcome back to the program.  Morten Handberg: Thanks, Allen. It’s so– It’s, it’s so such a great, great pleasure to be back again.  Allen Hall: We have a lot to talk about today because of root cause analysis and the number of operators that are really struggling with RCAs, of when to do them or when not to go down the RCA pathway. It, it– There’s a, a ton of confusion in the industry about it, and we thought, well, this would be a great time for Morten to come back and explain when is the right time for an RCA. So Morten, when is the right time for an RCA? What should we look for? Or wh- how big of the problem sh-should it be [00:01:00]before I find somebody to help me do this RCA? Morten Handberg: So the obvious question is typically when something really bad happens, then I think everyone can agree that, you know, we should definitely do an RCA to get to the bottom of this. And that’s also just from a– It’s both from a technical perspective to sort of figure out, you know, why did this happen, and, you know, um, who… Well, what is the, what is the main cause? Is it, is it something that, you know, it was happening while we were operating the asset, be it turbine or whatever? Uh, was it something that was inert in the bla- in the, in the turbine, the blade, the gearbox that was just waiting to happen? So that’s always very important to know. Also because it tells you what is the chance of this happening again, you know, and, and can you prevent it in a meaningful way? Um, and there’s also a, a safety aspect to it because it’s– so it also tells, you know, uh, what if, you know, you don’t want blade falling left and right. You don’t want gearbox ex- [00:02:00] gearboxes exploding. You don’t want towers to collapse. We can all agree on that. Uh, and you don’t want this to happen because you don’t, you don’t want to run the risk that someone gets hurt, uh, hurt by it. So then RCA is a really important tool to investigate and find out, well, what happened here, and how can we prevent it, and what is the chances that it happens another time? So that, that is sort of the– That we can always agree and we would do it when, when something really terrible happens. Then there is the, you know, not so critical ones where, you know, you are just in time, uh, that, that, that you catch it, and then the question is, what is the– when is then the right time for that? Allen Hall: There seems to be a couple of phases in the lifespan of a turbine where the RCA, it becomes a little more critical. In that first year or two, particularly if the turbine is under warranty or you’re getting close to the end of the warranty, there– at least from a lot of operators I have spoken with, that, uh, [00:03:00] they would like to do an RCA as more of a documentation of what has happened on the site to then maybe claim serial defect maybe l- at another point. There’s just like the record-keeping part of RCAs, which I’m not sure is the right level of effort for what you’re trying to accomplish. Is, is the RCA the right approach there if you have a, a gearbox issue or a blade issue early in the life cycle of a turbine?  Morten Handberg: There is definitely before the end of warranty, there is a, there is an, there is an aspect, you know, when should you actually do an RCA? And it should, it, it should benefit you in a way where you can– where there is an economical benefit, because it might not be a massive critical issue, but something that will lead to a lot of maintenance down the t- down the line. Um, but if you want to make it successful in the warranty claim, then you really need to know what is the, what is the cost behind it. Is it wear and tear? Is it [00:04:00] a manufacturing defect? Is it, uh, environmental conditions, uh, that are, that are causing it? And these, these becomes really important. That’s also why you can, you, you can, you can do an RCA on erosion, uh, because it, it can be important if you see massive, uh, erosion degradation that you really want to understand, what are my local conditions? Um, and a good example here is Australia, because Australia doesn’t work like Europe. We– You can take all the experiences we have from Europe, but it does not work in Australia. So you might want to do your, your, uh, root cause on that specific issue localized, uh, to really understand it, and that’s when RCA becomes really strong to sort of find out what are the underlying mechanisms, uh, that enables this. But you can also pour in a lot of cost and effort into relatively minor defects, uh, or issues, um, where it does not really benefit you in the long run, and that will always be a challenge before end of warranty because you don’t really know what will, [00:05:00] what will hit you down the long run, and that’s where you, you know, then, then it becomes more of a strategic decision. You know, breaking bolts, if you’ve seen one, maybe you don’t want to do an RCA on it. That does not really seem to matter to you that much. It’s just random occurrence. But if you start to see it, uh, in, in quick succession on multiple turbines, adjacent bolts, then it’s important for several reasons. One, you might– If you’re still within warranty, you really wanna know why is this happening and, and how do you fix it long term so this not– does not become a headache for the next 25 years? Um, so you want to, you want– you really want to understand that. And two You can, you can live with a few broken bolts on the blade, but there, there will become a critical point where the blade will liberate and then, uh, it will, it will col- it will, it will, yeah, leave the turbine or, or collapse on its own, uh, depending on the turbine model. And, and that is really critical to, to, uh, to avoid and, and to, uh, to [00:06:00]understand that. Um, and maybe the outcome of the idea of the RCA is monitoring, but that is a really important knowledge to have.  Allen Hall: That’s a good point about the monitoring aspect because I think a lot of times when a operator chooses to go down the RCA path, what they’re expecting is just to get a report of this is the conditions that created the damage or created the unexpected outcome Uh, it, sometimes you may not be able to get to that final answer, and the answer can be, we need to put conditioning monitoring on to have a better understanding of what the fault is. That’s not a invalid RCA. That’s a really useful tool. But a lot of operators don’t think of an RCA as being that sort of outcome. That, that is actually where a lot of the industry problems can be solved, right, is to get the engineering up in upfront to then maybe have a little longer time or maybe instrument another [00:07:00] turbine to see how big this problem is. I- is, is that the approach that which you would, uh, aspire to apply to some of these wind sites today?  Morten Handberg: I think that monitoring, uh, understanding the monitoring requirements is a very critical point, uh, outcome of an RCA. Both– And you can use it both during your investigation to sort of find out when you have, you know, uh, to, to find out how do you detect it efficiently, uh, but also what are the right methodologies and what is it actually that you want to achieve, uh, with mitigating this issue, and then what, what kind of, what kind of monitoring do you need. So for instance, if you have, if you have, if you have cracks starting in your laminate, you know, do you need acoustics? Uh, do you need deflection monitoring? Um, is it es- is it vibration monitoring, or is it, um, or is it some kind of, uh, video monitoring, um, that or, or infrared scan that, that, that you need to, to keep, um, to, to, to ca- And again, the essential [00:08:00] part is then how do you catch it in time that it does not become a critical issue? Uh, and, and then by using the RCA to find out, well, what is the best methodology to, to detect this and detect it in a cost-effective way, uh, that, that leaves you in, in good shape to, to maintain your turbines. That is a, you know, that is a really strong value proposition for the RCA.  Allen Hall: Morten, when I talk to a lot of operators about doing an RCA, uh, they don’t have access to high-speed scada, scada data. They, they have access to low speed, depending on what their arrangement is with the OEM. Uh It’s really hard to get the high-resolution data, and they do not have the algorithms that maybe be able to tell them something about the turbine. They’ll just have sort of raw data streams. How important is it to get some of that high-speed data and the understanding of how that turbine is working as a, a fault [00:09:00] happens or s- some sort of failure happens? Morten Handberg: It kinda depends on what it is that you’re, that you’re looking for. So for a lot of… for, for, so for SCADA data, it will, it will give you, um, a more holistic view of what, how the turbine is performing. It will give you the power production, wind speeds, wind turbine, uh, the blade pitching. Um, so it kinda gives you an understanding about how it is, how, how it is operating, but it st- does not really give you any specifics about the condition of, of the blades, of the gearbox, of the bearing, of the main shaft, of the tower. So, um, so it does, so you don’t really have any, any detailed sense of that. You do have alarm logs, and they can be quite important. But in order for, uh, to sort of, uh, to tie that in with the failure that you’re seeing, you have, need to have a very, uh, a very strong sense of, you know, have, need to have an accurate sense of when did this actually happen. So establishing the timeline of when the failure occurred, that, that sorta increases [00:10:00] the value of SCADA data. Um, so you can– The, one of the things you can learn from SCADA data is you can see the performance was, were, versus what, how the power production is. And then you can start to see, you can start to see how the, you know, if there’s any deviation, um, uh, that ties up in environmental conditions that, that sort of, that would affect the, the, uh, any of the turbine components. And then SCADA data can be a very, uh, very important tool in addition to your other analysis. But you still need… But SCADA data is only a part of it, and it will only give you a s- a sense of, uh, com- with the alarm logs, it will give you, it will give you, it sorta help you build the timeline of what actually happened here. And I can give you an example. So- If we’re looking at a blade failure, and we sort of know, well, the blade broke in half at a certain point in time. It was, uh, a very rapid occurrence, so it, it was not something that happened over a very long period of time. It was, it was a quick succession. When [00:11:00] did we start to go wrong? Um, then scatter data can be really good to sort of, you know when it failed because the turbine did restart. But was that when things went wrong? Not necessarily. Uh, there could be times before that when you could have had tower oscillation, so shock effects. It can, it can be, um, it can be, uh, alarms from the pitch system that says, you know, the, that there is something with the blade. It does not really behave right or that it can’t really turn right. Um, and/or the, the turbine does not really produce as it should. That can then, that can then help you establish, okay, how far back is this actually? When, when does this really start from when it collapsed and then when does the issue started to occur? Um, so then, then, then scatter data becomes useful, but it’s not something that will tell you it was lightning, it was manufacturing, uh, or otherwise. That scatter data doesn’t really work for that, but it helps you establish the timeline of it.  Allen Hall: All right. That’s very interesting, uh, because I think that plays into some of the questions about [00:12:00] insurance and when you have a damage or some situation where you have had exceeded the deductible, right? So you’re, you’re, now you’re into a couple hundred thousand dollars of a claim of some sort. There’s two opposing opinions about RCAs that right there is, one is I’m gonna file a claim. The insurer will perform the RCA and come back to me with what actually happened, and then we can figure out the financial details. The other side is, I wanna have an RCA so when I hear back from the insurer, uh, that they, uh, my RCA aligns with their RCA, that we’re in agreement. And if we’re not in agreement, uh, how do we handle the difference? What is the right approach there? Is there a right approach there?  Morten Handberg: Often where you would start is, uh, you would actually a- if, if there is an issue and you’re, as an operator, is concerned, you would often start with going to your OEM and saying, “Hey- We see [00:13:00] this. This does not seem right, or this component failed. We need you to provide an, an RCA and if you have a good contract, then the OEM is obliged, uh, to provide that. But that will state, that will be stated in, in your contract if they are required to do so. So I would, I would use my contract for that. Then if, uh, they don’t are required to perform an RCA, they don’t want to, or you’re unsatisfied with it or, and you have filed an insurance claim, then, uh, then there might be an obligation for you to carry out an RCA. Or there might be a strong desire for you to sort of either find out, well, is the OEM right? Um, or is there something I need to challenge them on here? And then an RCA become– And that, that, that’s when you want to do your own RCA. Uh, and then whether or not you, the insurer, uh, will do an RCA, that, that sort of depends on the, on the process of the claim. Uh, if there’s any, uh, if there’s a [00:14:00] contes- some, some contention, uh, between the parties. Um, more often than not, there is, there is a, there is collaboration between all parties if all are interested in, in seeing things coming to, to the right end, and that they use– sort of let the RCA be the, be the guiding star and that everyone can agree, okay, whatever the outcome of the RCA is, we’ll stand behind that as long as it’s carried out in a professional manner. And these different boxes that we want to have checked, that they are all verified and there’s documentation for it. So it can be an, it can be a good tool to, uh, to sort of, uh, have an alignment on the, um, on, on a, on a claims process, really.  Allen Hall: I wanna touch on how the OEMs play into the RCA. So l- let’s use the example which is happening here in the United States quite a bit, and also in Europe offshore, which is leading edge erosion And the question regarding wear and tear versus something that’s a claim, and [00:15:00] if ex- there’s been accelerated leading-edge erosion, trying to put a root cause to that. Is it a manufacturing issue? Is it a location issue? Is it a maintenance issue? It could be all of them or a combination thereof. Uh, how does that work? And is the RCA the right approach there just to put some markers in the ground as to what the issue really is or the underlying causes are?  Morten Handberg: Yes, but it has to be an independent RCA. Um, because there, um, if there is invested interest in having one result over the other, then there will always be distrust between the parties. Um, you know as well as me that a lot of leading-edge degradation, I would say, is being marked out, marked out as leading-edge erosion. Uh, but from some of our previous talks then, you know, there is very much difference in leading-edge erosion defects because you can have scratches, you can have voids, you can have, uh, peeling, chipping, and you can have erosion.[00:16:00] Um, but and, and they look very distinct, but often they get thrown into the same category, and they get thrown into the same cause, being wear and tear, which is ridiculous because, um, a lot of it is, uh, uh, uh, you know, some of the key defects they’re manufacturing with, uh, driven. So peeling and voids, that is manufacturing, and they are driving a lot of the erosion. But if that gets masked as erosion, then, well, it’s just an environmental de- effect, so we can’t really tell. And I think also, you know, a lot… there’s a lot of, uh, issues regarding leading-edge protection systems peeling off, and then they don’t work as well, which is also somewhat, you know, we, we talked about this before ear- earlier in the podcast, you know, Australia having their own issues. I think one of the issues that they have is environmental conditions, that’s very obvious, but that leading-edge protection systems are notoriously difficult to install there because of the hot and at times humid conditions, and they don’t work very well with a lot of [00:17:00] leading-edge, uh, products. So that would mean it’s not an environmental effect that caused a leading-edge erosion, uh, systems to fail, to fail. It’s the application. Um, does that mean that Australia need their own product? Yes, but they need systems that are reliable and applicable in their con- in their conditions that will lead to, uh, stronger durability. And again, that’s what you need the RCA to, to, to figure out. And if you have a, an RCA carried out by someone who wants it to be wear and tear, then regard- then unless you can… they, they, they come up with something else than wear and tear, you will always have a, a slight distrust in the result. So that’s why I would always argue, if you have concern for leading-edge erosion, then absolutely go to your O&M, figure out if they have a– if they’ve seen it before, they are keen to, to engage and provide a suitable solution and, and, you know, share actual knowledge. But I would always keep in back of my head that if, if you’re not [00:18:00]100% sure about their– them telling the right– you– they’re, they’re telling you the truth, I would get it sanity checked, and I would carry out my own independent study which is what a lot of O- O&Mers are doing.  Allen Hall: That’s a really important bit of information for sure, Morten. When going out to look for an RCA provider, what tends to happen, at least in the United States, and I think, uh, Australia can be this way at times and, and Europe definitely is, is that the chosen supplier of the RCA is one of the acronym companies. We all know who we’re talking about here. Just because they’re large in scale and they have a lot of capabilities, they have a lot of engineers, and, uh, they b- some of these things are pretty routine, and it does seem like they can, can do this job. But I’m seeing more and more independent companies doing RCAs because of the level of detail. Some of the bearing issues that have popped up really require an expert in [00:19:00] bearings. Some of the tower issues require someone, especially foundation, someone who’s knowledgeable about concrete. Uh, same thing for lightning. Usually you need somebody who knows something about lightning to be involved instead of a, a, a larger organization. What are you seeing in that space today? Are you seeing more, uh, narrow focus, uh, independent groups or engineers working on RCAs, or is it still mostly the big companies that we all know?  Morten Handberg: I would say that, uh, all of the acronym companies, uh, all have very good, talented engineers employed. I don’t think we need to d- you know, we can all agree on that. But, uh, what I can sometimes be concerned is whether how much politics plays into their, um, their output. Um, so what would be important for me if I was, if I own a wind farm and my expertise is blades. So if I needed someone to look at my tower or my, my gearbox, I would find an expert within that [00:20:00] field. I would definitely find someone in my network or, uh, uh, or, uh, otherwise that I know can provide an independent and honest opinion without, uh, having any any relationship to any of the OEMs or component suppliers, um, including the, including the coding suppliers. They’re all good. They’re all, uh, very, uh, all, all very skilled, have good products. But they’re gonna want someone to look at, you know, what is the best solution for me with what is out there, um, and not be blindsided or focused on what is, you know, uh, other in, in interest in that.  Allen Hall: Right. Because it, it’s, it’s sometimes hard to tell where y- everybody’s intentions lie. It’s like hiring an attorney, I think, at some point, and that’s what I tell people is it’s like hiring an attorney. Do you want an attorney that’s on your side, y- y- or and helping you? Do you want someone who’s more like a judge that’s just an independent person [00:21:00] or, or an advocate? Like, what are you looking for exactly? And it, uh, you need to think that out, uh, before you make your selection. And a lot of times there’s just a couple of defaults, which I have Have done really well, obviously, because the larger firms have a lot of engineering experience and have seen things globally, but not necessarily– That’s, that doesn’t mean they’ve seen your particular, uh, problem, particularly on a, on a new turbine design. Those are really difficult RCAs, in my opinion. And Morten, you see this all the time on new turbines. Like, those are the troublemakers in, in– from engineering to try to solve the problems ’cause they’re, they’re new.  Morten Handberg: Yeah, and we’re, we’re, we’re playing catch up, uh, with the, with the technology, and we’ve, we’ve been, been, been like that for for quite a few years now. And, and whenever, uh, a, a new blade that is, uh, ten meters long, well, we think we know what the, what the previous versions, how they worked and, uh, and what, what could go wrong with them, and that’s both in terms of the structure, in terms of the, uh, storage, in terms of, of lightning.[00:22:00] But it seems like, you know, there’s some-always something new popping up, uh, and also in new environments that we’re installing turbines creates new problems that we haven’t really foreseen. And, and again, if something that you’re not expecting then suddenly starts to appear, that’s also when you, you really want to, to use the RCA tool to, to sort of get to, uh, get a handle on what is going on and get an– and get that deep dive understanding about what it is, because it will help you, uh, uh, understand, well, what are my risks going forward, and what can I do to mitigate? Uh, and, um, yeah, on, you know, uh, and is there, is there, is– Do I need to, to look at, uh, putting a claim together?  Allen Hall: Morten, this is super helpful. I know a lot of operators around the world, uh, really question when to do an RCA, and if they should be doing RCAs, is it worth the spend? And you’re a great resource on that just because you’ve done a number of RCAs over the years, and you’ve been involved in [00:23:00] other companies that have performed tho-that task, and you have a, a sense of reality there of, uh, probably not an RCA, but probably some engineering time. Or no, you really, really need to be on an RCA right now. How do people get ahold of you and, and to pick your brain about that an-and to get some, some knowledge, uh, to help them make their decision?  Morten Handberg: Um, yeah, you can always look me up on LinkedIn, and I am always happy to engage. Uh, if anyone has a question on, on blades or on RCAs or on maintenance, um, my door’s always open, and I’m happy to have a chat, uh, and share my knowledge. That’s how I’ve been operating for my entire career, and that’s how I intend to continue. So please feel free to reach out, and ha-looking forward to, to the, to the discussion.  Allen Hall: Morten, it’s great to have you back on the program. Looking forward to having you again in the future.  Morten Handberg: I, I’m loo-looking forward to many more, more, more, more times on your show, Allen. Thank you so [00:24:00] much.

Industrial Talk is talking to Max Cundiff and Doug Ebaugh at Chevron about "Lubrication and maintaining asset reliability". Scott Mackenzie from Industrial Talk Podcast discusses the importance of electrical maintenance safety with IRISS, which offers infrared and ultrasonic inspection windows to detect issues early. He then introduces Max and Doug from Chevron's lubrication arm, highlighting their innovative solutions for power generation and data centers. Max and Doug explain the critical role of lubrication in maintaining reliability, especially in combined cycle power plants, and the importance of predictive maintenance using oil analysis. They also discuss the challenges of meeting the growing demand for electricity in data centers and the need for proactive maintenance strategies. Contact information for Chevron Lubricants is provided for further inquiries. Outline Introduction and Overview of Industrial Talk Podcast Scott Mackenzie introduces himself and the Industrial Talk Podcast, emphasizing its focus on industry professionals and their innovations.Scott highlights the importance of safety in industrial operations and mentions Iris, a company that provides technologies for safe inspection of energized equipment.Scott introduces the guests, Max and Doug from Chevron, and their roles in the lubrication arm of Chevron.Scott shares a personal anecdote about a lip injury and transitions to discussing the importance of reliability and upcoming events like SMRP. Discussion on Marketing and Content Creation Scott discusses the challenges of marketing for small to midsize companies on LinkedIn, noting the algorithm's preference for large companies.Scott emphasizes the importance of creating a consistent campaign to tell a company's story and the value of repurposing content across different platforms.Scott highlights the need for companies to create a content-generating machine to maintain visibility and engagement.Scott offers his services for marketing and PR, encouraging companies to reach out to him for help in telling their stories. Introduction of Max and Doug from Chevron Scott welcomes Max and Doug to the podcast and mentions their roles at Chevron.Max introduces himself as the industrial sector marketing manager for Chevron Lubricants, focusing on power generation, manufacturing, oil and gas, and petrochemical applications.Doug introduces himself as a chemical engineer with a background in various industries, currently serving as a direct industrial business consultant and subject matter expert for lubrication and reliability at Chevron.Scott and the guests discuss their backgrounds and experiences, including Doug's transition to Chevron and his previous roles in heavy transportation and logistics. Challenges and Solutions in Power Generation and Data Centers Max and Doug discuss the growing demand for electricity in data centers and the importance of maintaining reliability in power generation.Doug explains the role of lubrication in combined cycle power plants, emphasizing the need for good lubrication to prevent equipment failure.Max highlights the importance of understanding market needs and working with OEMs to develop products that meet customer requirements.The discussion covers the challenges of meeting the increasing demand for power in data centers and the need for reliable lubrication solutions. Chevron's Approach to Market Demands and Product Development Max explains the complexity of meeting market demands for data centers and the importance of collaboration with various stakeholders.Doug discusses the importance of understanding oil oxidation and the role of lubrication in preventing equipment failure.Max and Doug highlight the use of Vartec technology in Chevron's turbine oils to prevent varnish formation and improve reliability.The conversation touches on the importance of oil analysis and predictive maintenance to extend the life of equipment and prevent unplanned downtime. Future Trends and Contact Information Max shares his thoughts on the future of reliability in various industries, emphasizing the importance of continuous improvement.Doug provides contact information for listeners who want to learn more about Chevron's lubrication solutions and services.Scott encourages listeners to reach out to Max and Doug for further discussions and to attend industry events like SMRP.The podcast concludes with Scott reiterating the importance of marketing and storytelling for industrial companies and inviting listeners to connect with him for more information. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! MAX CUNDIFF'S CONTACT INFORMATION: Personal LinkedIn: https://www.linkedin.com/in/max-cundiff-66865224/ Company LinkedIn: https://www.linkedin.com/company/chevron/ Company Website: https://www.chevron.com/ DOUG EBAUGH'S CONTACT INFORMATION: Personal LinkedIn: https://www.linkedin.com/in/douglasebaugh/ PODCAST VIDEO: https://youtu.be/bh-8IcniQHI THE STRATEGIC REASON "WHY YOU NEED TO PODCAST": OTHER GREAT INDUSTRIAL RESOURCES: NEOM: https://www.neom.com/en-us Hexagon: https://hexagon.com/ Arduino: https://www.arduino.cc/ Fictiv: https://www.fictiv.com/ Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/ Industrial Academy: https://industrialtalk.com/industrial-academy/ Industrial Dojo: https://industrialtalk.com/industrial_dojo/...

Two days of operator meetings in Melbourne shape the WOMA 2027 agenda, from performance upgrades and cable faults to foundations and bolts. The Uptime Wind Energy Podcast is brought to you by Weather Guard Lightning Tech, creators of the StrikeTape Ultra LPS retrofit. Subscribe to Uptime’s Substack newsletter. And check out Rosemary’s “Engineering with Rosie” Youtube channel. Have a question we can answer on the show? Email us! Allen Hall: Welcome to the Uptime Wind Energy podcast. I’m your host, Allen Hall. I’m here with Matthew Stead and Rosemary Barnes. And Rosemary, where are we?  Rosemary Barnes: We’re in Melbourne, and we have been visiting future attendees and sponsors and people interested in, in the event to see what topics that we should be talking about. What are the hot topics of the moment?  Allen Hall: Which is a very interesting two days, Matthew, in that, uh, we h- did meet with a number of operators based in Australia, but, uh, they’re also very worldly. They have talked to companies all over about operations and, and maintenance, and there are some really eye-opening topics- Mm that will be- Mm … at WOMA 2027 this year.  Matthew Stead: Yeah. The thing that was interesting for me was [00:01:00]that actually the topics have changed each year. So, um, they’re evolving and the industry’s continuing to, to do better, and so that, that was really interesting. Performance upgrades was probably one of the big areas of, of new interest, I think. I think we heard with the pressure on pricing, uh, the market and so forth, you know, that, that 1% or 2% now is becoming more important. Um, so I think, uh, upgrades will definitely feature quite a lot. Um, balance of plant was also a big topic. Um, you just can’t ig- ignore the, um, transmission, you can’t ignore the transformers, you can’t ignore, uh, condensers and all these sorts of things, so yeah. Rosemary Barnes: Cables.  Matthew Stead: Cables.  Rosemary Barnes: Terminations. Terminations of cables. Specifically raised several times.  Allen Hall: Yep. Yeah. It’s all about being more efficient, uh, getting more production, and then with the PPA prices, uh, that are changing-  Matthew Stead: Mm …  Allen Hall: rapidly, uh, everybody is paying more attention to the bottom line.  Matthew Stead: Mm, mm.  Allen Hall: Absolutely. There, there’s less cash running around, uh, chasing new development. It’s [00:02:00] more of a focus on making sure your, at least your existing assets are performing as, as well as they can be- Mm … which then opens up the, uh, Pandora’s box of opportunity. Mm. Because there are 1%’s all around a wind turbine. More specifically, uh, all the drive train issues, the blade issues, the generator issues, and even going into the substation. Mm. I, I was really shocked on BOP e- the, the one topic that came up, uh, yesterday and today was buried cables. Mm. Like-  Matthew Stead: Faults …  Allen Hall: faults.  Rosemary Barnes: Yeah. Junctions. Finding- Yeah … finding faults and what to do about them. Yeah. Yeah. But I think in addition to just wanting more revenue, I think people have, are getting more sophisticated about what actually matters and then the finances. You know, everyone’s focused so much on availability, and now people- Mm … are like, okay, yeah, like once you’re at a certain level of availability, gets harder and harder to get more. And actually, you know, not all availability is equal. Is good. It, it [00:03:00] depends. Yeah. Yeah, like you wanna, um, you wanna focus on how much you’re generating at the times when electricity prices are high specifically, which usually means during lower wind speed periods. Yeah. Which is actually good because that matches really well with what is actually possible. It’s, it’s hard to get more power out of the turbine if it’s at, you know, its rated power, then you’re not g- More efficiency is not gonna get you any more, um, power output, whereas lower in the power curve- Mm … um, when wind speeds are lower, there’s less electricity in the grid and so prices are higher. And so- Mm … yeah, I mean, that’s, that’s why people are really asking to know more about what efficiency upgrades are possible, better ways to operate, scheduled maintenance, um, all those sorts of things. Mm. So that will be really interesting.  Matthew Stead: Raising the bar on sophistication. Um, but also life extension  Allen Hall: Yes, a lot of discussion about life extension  Rosemary Barnes: Yeah, end of life and life extension End of life Yeah, um-  Matthew Stead: Foundations, structures Which is  Allen Hall: tied to PPA. Mm. A lot of that [00:04:00] discussion I, at least I looked at it as, uh, if I had a PPA and I can continue with that PPA with an existing turbine, I want to do that. Mm,  Matthew Stead: mm,  Allen Hall: mm. But how do I do that and how do I know that that existing turbine can last another five years? It seemed to go in five-year blocks, like can we get to another five years and then another and then, then another. Wow.  Rosemary Barnes: Yeah. Once you get to 20, 20, 25 years, I think people like, uh, they, you know- It’s getting a little- Their original agreement might have been for 20, then they kind of just assume that there will be another five, and then after that they’re- Yeah … kind of reassessing cyclically and yeah, I know that people make plans for, you know, what components are replaceable, what would they have to get in, and I think that sometimes, uh, people doing those plans aren’t as familiar with the, you know, actual technical issues that are being faced. Like, is a blade a replaceable component? It may be early on in the life it sort of is, not easily, but you know, like a 25-year-old wind turbine, you know, good luck trying to order 10 new blades because you’ve got a, you know, an issue that’s-  Allen Hall: Oh, well you, you need to read the news. Did you [00:05:00] see the news today about, uh, the, the wooden wind turbine blades as a replacement for aged blades? That, that’s happening- … in real time, Rosa.  Rosemary Barnes: Okay. I know they- Yeah. Yep, yep. Okay. Okay. So that, that’s, that’s good. Making carbon new blade. E- even so, I don’t think that they’re- Okay. … gonna be, like, super-duper cheap, so you’re still gonna wanna be, um, doing a trade-off between y- you know, like, what kind of repairs. You might be able to change the way you’re operating to reduce loads. Um, you might be able to monitor to make sure that your blades are safe. You know, if you know that there’s an issue, um, you just wanna get some advanced warning before blades start falling off your, your tower. Mm. You know, and then you can push it further. Yeah. Whereas if you’ve got no information, then you have to be conservative and shut it down. Yeah. So yeah, I think there’s a whole lot that can be g- can be done there in that area.  Matthew Stead: There was a point that came up today, which I think was close to your heart, on, you know, if you’re going to be going for 1% or 2% or 0.5% AEP improvement, how do you actually measure that and how do you set up a proper experiment? So-  Rosemary Barnes: Yeah …  Matthew Stead: I, I, I love that topic. [00:06:00] Rosemary Barnes: Yeah. No, it’s one that I, um, yeah, I deal with m- my clients I, I’m often… It’s one of the things that Pablo really loves to do, is to organize trials of that nature of new technologies and see if they work. But, um, yeah, asset managers are usually very, uh, focused on fast results. You know, they’ve got a, a big problem and they want a solution now, so they wanna just roll out the new technology over an entire wind farm. But if you do that, then it’s almost impossible. Unless you get, like, a huge benefit, like, uh, 10% gains or, you know, like reduce your failures by 50% or more, it’s really hard to actually- Mm pick that out if you just replace everything. Mm. Whereas if you do a really, really good, um, trial plan- Systematic. Yeah … and you match pairs very well so that you have, you know, a control for each turbine and there’s- so many variables in a wind farm. It’s not, it’s not as easy as just, like, randomly choosing 50% to do and not do. Mm. Mm. Mm. Like, you have to, you know, put some work into the trial design, and then, you know, like, do your statistical calculations ahead of time to know how long it’s gonna take you to get s- statistical [00:07:00]significance. So then you don’t just have a gut feeling about- Yep … how something went. You’ve actually got numbers, and then you can take those numbers to, you know, other wind farms that you’ve got- Yeah and, and know what’s going on much better.  Matthew Stead: Worst study is an inconclusive study.  Rosemary Barnes: Yeah. Yeah, that’s true. Definitely.  Allen Hall: Well, that comes back to the data analysis- Mm … which a lot of operators mentioned, and how much data there is and what to do with it, and it did seem like a couple of operators have chosen some AI tools, varying degrees, all the way down from Microsoft Copilot to something much more complicated. Uh, but I think there’s, uh, getting that d- to the last 1, 2, 3%, you’re going to need those tools- Absolutely … because what do you choose? Do you choose a blade? Do you choose a gearbox? Do you choose a generator? Do you go to the substation to get that percentage point or two Without having some really powerful tools- Mm. you may be wasting your time [00:08:00] and money.  Matthew Stead: Mm.  Allen Hall: Which is a, a, a very interesting, uh, aspect to wind energy because it’s such an industrial business that, uh, we haven’t used heavy computational tools, uh, un- until really now.  Matthew Stead: Mm.  Allen Hall: And maybe Australia’s at the forefront because of the PPA and negative pricing is that that will, uh, actually lead an industry. Because I haven’t seen a lot of that being used globally. Mm. So this is the first time an operator- Mm … that I’ve talked to has said, “We’re using it.”  Matthew Stead: Yeah. It’s quite a different discussion, um, I think, you know, this year compared to previous years in that I think in the past it was getting to know what’s possible, but now it’s like real case studies are coming through. And a few of the people had some really good examples that we can talk about at the conference as to how they’ve actually been helped and how they did this and what the outcome was. I think, yeah, that would be really great content on that.  Rosemary Barnes: Yeah. I think it’s gonna be a good mix of people who have used third party tools and have experience with it, people that are doing it in-house and can share- Mm some of the kinds of results- Mm … that, that you can get just from analyzing your own- Mm … [00:09:00] SCADA data. Um, people talking about how they get the data that they want. Mm. ‘Cause it’s not always so easy. You would think that, you know, you own a wind turbine, you have a right to have all of the data that comes through it, but it’s not. Um, even if you do technically have a right, it’s, uh, it, it’s harder to actually get it than you might think. Mm. So yeah, sharing all, all those kinds of things. But I think also, like just as important as talking about the successes is talking about the, the gaps that– people still feel lots of gaps. Like, okay, we’ve got all the data, we’re collecting it. We know that there’s so much potential here- Mm … but we don’t really- Mm … know what we can do, or it’s hard for us to, you know- Mm … make headway in this particular pain point. And that is really useful for companies that are developing tools to know what are the, the problems. Mm. Because then they can e- you know, they’re well placed to fix them. Allen Hall: Mm. Which leads to the discussion we had with the operators and, uh, some of the suppliers for WOMA 2027. There’s a lot of interest. And as we’re sitting in the conference rooms, I’m thinking, we may not have enough room to [00:10:00] seat everybody. Uh, the WOMA 2027 website is up and running, and you can register now. So just go to woma2027.com and get started there. At the same point, we’ve had a lot of contact with, uh, pretty much everybody that wants to sponsor the event, and there’s only a limited number of ways to sponsor. So if you’re interested in doing that, you, you need to go to woma2027.com and look at those, uh, part- particular packages and see what- Mm fits your, your business. Uh- Going back to some of the, the comments we were just discussing downstairs about what we heard at 2026, like, which is only a couple of months ago, right? It’s back in February this year. Uh, there’s, they’re still discussing what happened at WOMA 2026- Mm. Which was very fascinating- Mm because I think Rosemary, you and I have been to conferences that I have not thought an iota … about what happened at those conferences. Just nothing interesting does occur. There’s no new, new information, there’s [00:11:00] no new science, there’s no new operator approaches.  Rosemary Barnes: Mm.  Allen Hall: But we’re gonna see a number of those- Yeah. Mm … come next March.  Rosemary Barnes: Yeah. Well, I think it’s partly because I don’t know what other conference organizers do, but, you know, we’ve had a exhausting few days here. You’ve come all the way from America, obviously, and, and Claire as well, also come over, our producer. Um, so, y- you know, like, we’re working really hard to make sure that the topics… Like, it’s not an accident that the topics are ones that people are talking about later, because we come here to make sure that we get the right topics. And it’s not just these meetings as well. People get in touch, and- Mm … anybody watching, listening, who has, you know, something that they wanna talk about, then definitely, you know, send us a message, and yeah, we’re working on the agenda. We’ll, we’ll have a draft agenda in the next couple of weeks based on what we’ve learned here, but then we’ve got the hard job of it’s not just that you have a really interesting topic, you need to have a really great speaker- Yeah … or several really great speakers, usually covering several different aspects of the problem. You know, maybe it’s, uh, yeah, an asset [00:12:00] owner, an OEM, and some, some technology provider, you know, all together giving different, um, yeah, perspectives. That’s, I think, what makes a really great session. Mm. So yeah, we need the ideas for the sessions, and we also need the ideas for great speakers.  Matthew Stead: Yeah.  Rosemary Barnes: Right. Matthew Stead: Yeah. I think we’ve, we’ve already matched a few of those dots, so- Yeah … I, we’ve heard people asking for certain topics they wanna hear about, and then we’ve heard other operators saying, “Well, this is what we could talk about.” So I think we’ve already-  Rosemary Barnes: Yeah, yeah … got some great  Matthew Stead: progress.  Rosemary Barnes: It was, it was interesting ’cause we, we built up a list of, you know-  Matthew Stead: Yeah Rosemary Barnes: frequently raised topics, and then you’d say it to the next person that you went to- Mm … and they’re like, “Oh, that’s not a problem for us because we’ve done X, Y, Z.” And you’re like, “Okay. Well, excellent. You can, you can present the solutions that we know that other people- Yeah. Yes … are, are looking for.” Yeah. So it has been… Yeah. Yeah. I mean, it’s definitely worthwhile coming, as, as tiring as it is. Yeah. Um, definitely worthwhile, and we’ll get a much better agenda for the- Yeah … for the effort.  Matthew Stead: And I think, I mean, it has been tiring. Um, but what, what made it for me was one of the operators said that [00:13:00] this is the only conference they will go to So I think, I think we’re doing the right thing. Rosemary Barnes: Yeah. Yeah. I, I think so. I understand too, like, you know, all of us, we kind of are forced to go to events because that’s where our, our clients and customers are, and so you need to see them. And yeah, like I’ve even gone to the extent of some events where I don’t particularly like the event, but I know everyone’s going. Mm. I just go and sit near the event for a couple of days and meet people at a cafe. So yeah, like we can’t get away from it. But if you’re an asset manager or, um, yeah, somebody in that kind of type of work, like you’ve got better things to do than listen to sales pitches aggressively thrown at you that aren’t relevant- Yeah to what you’re doing. So, um, yeah. Like I, I definitely love to hear that kind of feedback- Yeah … and wanna make sure that we get it every, every year. Like that’s- It’s, it’s  Matthew Stead: encouraging.  Rosemary Barnes: Yeah … yeah, that’s, that’s the point of the conference, so.  Matthew Stead: Yeah.  Rosemary Barnes: Yeah.  Matthew Stead: The other big topic was we would really love more OEM involvement. Um-  Rosemary Barnes: Yeah. Everybody wants more- … a lot of the operators- … OEM involvement- Yeah … all of the asset owners.  Matthew Stead: Yeah.  Rosemary Barnes: Like we want to [00:14:00] hear from OEMs more, have them there. Um, so yeah, we’re, we’ll be trying to To get those sorted  Allen Hall: Well, WOMA is a global conference, although it’s Australia-based and there’s a, a number of Australian operators. There are Danish, Americans, uh, plenty of Europeans. Uh, we’re gonna see some from Southeast Asia, I think, this year. Mm-hmm. And, and Japan hopefully will come. Uh, because it’s a, it’s a global conference, there’s global knowledge- Mm … and wind is such a big industry. You may not have the solution in the United States, it may be sitting in Australia, and we need to exchange those ideas. Mm. And that, that’s the point. So w- we are continuing to look for those world experts as we have received all the inputs of these are all the topics we wanna go hear about. Great. Now it’s on us three to go find some of those world experts and, and try to get them to Melbourne. Yeah. And I, I think that’s a great opportunity. So if we do call you and ask you to participate in WOMA [00:15:00] 2027, please take it seriously because- Mm … you will be bombarded with great questions- Mm … and contacts and information. Uh, it’s an event you won’t wanna miss. Yeah. And- But I would- … there’s opportunity there.  Rosemary Barnes: Yeah. I’d say we’re, we’re prioritizing OEMs, um, to, to get more participation, ideally to speak, but at least to be there. And we have heard from multiple asset owners in Australia that they want, they, they want to know what are some of the upgrades that they can do- Yeah … that you’re offering. They wanna know what’s coming next in terms of technology. They wanna know what are some of the non-Western options. So, you know, like it would be great to get some Chinese wind turbine, um, manufacturers as well. Like, they want all this information. They don’t want a slick sales brochure pitch that doesn’t give them any technical information. So we’re hopeful that we’ll be able to get, you know, some technical people to speak on, yeah, what are the upgrades you offer and how does it work- Mm-hmm … and show us a case study that demonstrates the improvements. Um, ’cause that [00:16:00] sometimes is really hard to get out of- Mm … out of OEMs. You know, that, “We’ve got this thing, it’s so amazing, you should get it.” Okay, well, what’s the business case for it? “Oh, well, we don’t have any numbers. Just trust us.”  Matthew Stead: Yeah.  Rosemary Barnes: Um, it’s so common to get a pitch like that. So yeah, any, any OEM that has any- anything like that, either for the next generation of wind turbines or for upgrading the current fleet, yeah, if you’re willing to bring the data, then people, they are desperate to hear this information. Allen Hall: Mm.  Matthew Stead: Yeah. That came up so many times.  Rosemary Barnes: Mm.  Allen Hall: So what were the other, uh, topics that we’re… I’m just not thinking off the top of my head. I know foundations came up quite a bit- Foundations, yeah … which was an odd one, I think, because we haven’t seen that a lot in Australia. Yeah. But this year, foundations, foundations, foundations. Basically, the health of foundations. Yeah.  Matthew Stead: Yeah. I think really there was a lifting of the maturity. Um, I think the topics were sort of showing that, you know, Maslow’s hierarchy and moving into the more of optimization rather than making do, and I think life extension around the foundations was a, a really good example of that. Allen Hall: And bolts.  Matthew Stead: Bolts? Yeah, bolts.  Allen Hall: [00:17:00] Everybody said bolts. Bolts.  Matthew Stead: Bolts.  Allen Hall: You think the world’s simplest device, we’ve been making bolts for nearly 1,000 years or at least a couple hundred. But it does- And, you know- … come up quite often … cable, cable  Matthew Stead: terminations, again, some really  Rosemary Barnes: basic- Yeah, that, really specific ones that were raised multiple times. Yeah. Um, yeah, which, which is great- Yeah … ’cause it gives us a good direction to go. But I do love how it changes so much every year- Yeah … ’cause it makes me feel like, okay, yeah, like we’re actually, you know, it’s worthwhile, um, putting on another event. Mm. Um, not just recording one event and then just, you know, like replaying that every year or something. Re-educating.  Allen Hall: Yeah. Well, I, I think there’s a learning exercise that has happened over the past two years where people now are knowledgeable about those things we talked about- Mm … two years ago. Uh, was it, was it even two years ago? It was a year and a half ago when we first started this, so we’re, we’re not that deep into it. Although our third conference will be next March, uh, you just see more energy, more industry knowledge in some of the references that I heard, uh, in terms of other companies and the approaches they’re taking clearly came from WOMA.  Matthew Stead: Yeah.  Rosemary Barnes: Mm.  Matthew Stead: Yeah,  Allen Hall: yeah. Which is, which is [00:18:00] fascinating. Yeah. That’s  Rosemary Barnes: good. I mean, we want- It, it is  Allen Hall: sticking Rosemary Barnes: we want tech conferences to get better, right? That was the- No … the reason why we, uh, we started this conference was ’cause we didn’t think that it was sufficient, what we had available. So, you know, it’s not a bad thing if other conferences, um, get better. Yeah. Yeah. We should also mention that blades were, were raised a fair bit. We talked so much about blades in the previous years, and we will be talking about blades a lot again, including we’ve got a master class on the Friday. Uh, it’s… Yeah, we’ll go back to some of the basics about how the composite materials work and how a blade is designed and certified and manufactured, and, um- Lightning. Y- yeah, yeah, a little, a little bit about lightning. Um, I don’t wanna cover it too much because we did the master class on lightning- Right … last year. Mm. Um, yeah. And yeah, some of the common damage methods anyway. And of course- Mm … yeah, lightning is probably the most- … common, or I guess leading edge erosion is the most, and then lightning would be the most expensive. Um, yeah, so we’ll be, we’ll be covering all that and just try and raise the knowledge level a little bit, um, for [00:19:00] everybody to… It’s a very complicated kind of, uh, yeah, component.  Matthew Stead: Yeah.  Rosemary Barnes: Yeah.  Matthew Stead: And workshops. So each year we’ve run sort of workshops or roundtables or whatever, so we’re still thinking about the format for them, but, um, thinking about how we’ll reintroduce them again this year. You know, specific topics, specific questions, specific answers.  Rosemary Barnes: Mm.  Allen Hall: And the three of us will be in Hamburg in a couple of weeks at Wind Energy Hamburg, so if you see us and you’re interested in coming to Australia, that’s the place to grab us and- Yep … and shake us and say, “I wanna go to Australia. How do I do it?” Rosemary Barnes: Mm.  Allen Hall: Uh, yeah. Yeah.  Rosemary Barnes: Especially if you’ve got a, a t- technology that addresses some of those specific issues that we’ve mentioned- Mm … then, um, yeah, just know ahead of time that Australia needs, needs more information and more, um, solutions available to them. So, yeah. And  Matthew Stead: that reminds me, we had a really discussion a- around safety and, you know, reasonable and [00:20:00] practicable, and discussion around all the lessons learned about how… or what is best practice on a site, what is best practice about how to manage risks and-  Rosemary Barnes: Mm.  Matthew Stead: Yeah. Yeah. I know you, you, you enjoyed that one.  Rosemary Barnes: Yeah, yeah, definitely. And we’re not talking about, like, safety the- Ear muffs or hats. The, um, rou- Yeah, the routine safety that if you- The goggles, yeah … yeah, trip over and graze your knee, then you need to let the site supervisor know. You, you know, it’s not that stuff, ’cause sites have that under control. That’s a given, yeah. Or at least the ability to get that under control. We’re talking about the bigger- Yeah … bigger things, you know. Like, uh, is there a issue that is causing blades to fall off turbines every now and then? Is there an issue that, uh, can lead to, you know, a fire? I, I think everyone, like- Yeah … a big fear of everybody’s. There’s never been, um, in Australia at least, there’s never been a wind turbine fire that has caused a bush fire, but it is a possibility, and it would be so bad for the industry. So, you know, it’s those things- Mm … that could be just terrible, preventing those before they happen. Mm. So that’s the kind of safety that we’re gonna mainly focus on. Mm. Although, you know, we’re not gonna [00:21:00] turn down questions on, um, some of the smaller stuff as well.  Matthew Stead: Yeah.  Rosemary Barnes: Mm.  Matthew Stead: And we even thought about getting some lawyers-  Rosemary Barnes: Yeah …  Matthew Stead: you missed out on this discussion, Rosie. Okay.  Rosemary Barnes: Yeah.  Matthew Stead: So  Rosemary Barnes: Yeah. Lawyers, this is news to me. Well, I mean, are we talking contracts or, um-  Matthew Stead: No, no … no … it’s really operations. I mean- Right … the environmental, um, issues- Oh yeah … the operational issues. Mm. You know, there’s, there’s a few things in there that the lawyers can add.  Rosemary Barnes: Yeah. I mean- … I’ve, I constantly find myself having to interpret, you know, legal, um, legal text and also anticipate, you know, it’s one thing about what’s the right engineering, but then there is also the legal interpretation of it- Yeah uh, as well, you know, in terms of contract law, but then also in, in terms of safety. Yeah. Um, yeah. Was this certification done correctly? You know- Yeah … that’s got some legal aspect to it. So yeah, that- Yeah … makes sense to me. Insurance is another one where I would say- Yeah, actually that came up … you know, like some, some people might think that that doesn’t sound interesting, but yeah, in- insurance is the other-  Matthew Stead: Mm Rosemary Barnes: aspect that you [00:22:00] just can’t, um, you can’t get away from it. Like, you can’t just think that you’re, you’re doing your engineering without bothering about Mm … yeah, like finance and law and, um, and insurance. Those are things that- Mm … you spend a lot of time thinking about.  Matthew Stead: Yeah. Mm. And I guess we would also love to hear, you know, about potential speakers, but we’d also love to hear any other topics that people are attending and want to know about as well. Rosemary Barnes: Mm-hmm.  Allen Hall: Absolutely. And if you haven’t registered for WOMA 2027, which will be March 3rd through 5th at the Pullman in East Melbourne, right? East Melbourne, yeah. They just redefined it. It’s Pullman in East Melbourne. Uh, go ahead and go to woma2027.com and register now. Uh, Matthew and Rosemary, it’s great to see you in person again, and we’ll see you in a couple of weeks, uh, hopefully in, in Germany. Rosemary Barnes: Mm.  Allen Hall: Very [00:23:00] exciting.

The transition from being a rockstar in your vertical to leading at the C-suite level is one of the hardest jumps in modern business.  Not because you aren't capable, but because the job changes faster than anyone prepares you for, and the timeline to become effective has collapsed from years to months. You used to have a multi-year runway to listen, learn, and settle in. Now the proving ground has accelerated, and you're expected to think enterprise-wide, set direction, shape culture, and operate with conviction almost immediately. And that's where so many leaders get blindsided. They step into the role with deep expertise, strong track records, and every intention of succeeding. But they quickly discover that the behaviors that powered their rise don't automatically translate to the top job.  The stakes are higher, the scrutiny is sharper, and the margin for a slow learning curve is gone. Boards, investors, and teams are already forming judgments before you've even taken your seat. And without realizing it, new executives find themselves operating on outdated instincts in a completely different environment. Bill Koch is a former CEO who now coaches leaders navigating some of the most high-pressure environments. He helps new CEOs compress the transition, build real executive presence, and operate with clarity and confidence. In this episode, we talk about how to accelerate that transition, how to understand how you're actually being perceived, and how to adapt fast enough to avoid losing ground in your first critical months.   You'll also learn; Why the jump from functional mastery to C-suite leadership is so challenging How the timeline for becoming effective has collapsed, and what that means for new executives. The behaviors that helped you rise and why they can quietly derail you in a senior role. How to understand the difference between vertical thinking and enterprise thinking. Why a 360 assessment is often the first real mirror a new executive has ever seen. How boards and teams perceive you long before you think they do Why private equity environments expose leadership weaknesses faster than any other setting. How to cultivate executive presence that signals quiet confidence, not overcompensation. The importance of building a “personal boardroom” to think clearly under pressure.     Guest Bio Bill Koch is an executive coach with more than 25 years of C-suite and senior leadership experience across public companies, private enterprises, and private equity–backed firms. A former CEO himself, Bill brings a rare blend of operational depth, boardroom insight, and executive maturity to his coaching practice. His work centers on one mission: helping high performers become highly effective enterprise leaders. For more than a decade, Bill has served as a trusted advisor to CEOs and senior executives navigating high-pressure, high-visibility roles. He coaches leaders across Fortune 500 companies, growth-stage organizations, and academic institutions—guiding them through pivotal transitions, accelerated timelines, and complex leadership challenges. His clients turn to him to gain clarity, sharpen judgment, and build the confident executive presence required to lead at the top. Bill's clients include American Express, Apple, Boeing, Goldman Sachs, John Deere, Mars, MGM, McKesson, Toyota, and others. To learn more, visit https://www.kochleadership.com/ or read Bill's latest insights on Forbes.  About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Resources For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/.      Check out this episode on our website, Apple Podcasts, or Spotify, and don't forget to leave a review if you like what you heard. Your review feeds the algorithm, so our show reaches more people. Thank you! 

Bret Tollgaard, president at Sunrez, joins to discuss faster UV blade repairs, new leading edge materials, and growing OEM approvals. Reach out to sales@sunrez.com to learn more! The Uptime Wind Energy Podcast is brought to you by Weather Guard Lightning Tech, creators of the StrikeTape Ultra LPS retrofit. Subscribe to Uptime’s Substack newsletter. And check out Rosemary’s “Engineering with Rosie” Youtube channel. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining light on wind energy’s brightest innovators. This is the progress powering tomorrow. Allen Hall: Brent, welcome back to the program.  Bret Tollgaard: Appreciate you having me back on.  Allen Hall: There’s been so much happening in the world of UV prepregs and UV adhesives over the past year. Particularly on LinkedIn, I’ve seen numerous repairs which have used your material, SunRes material, to fix some pretty decent, uh, blade problems. Are you seeing, just seeing a, a much wider adoption now that everybody has basically agreed that UV is the way to go?  Bret Tollgaard: I, I really do think that it’s starting to become one of the go-to standards for a variety of repairs in the wind market. And yeah, it’s great to see both our prepregs and lights being used all over LinkedIn, showing the [00:01:00] capabilities of the materials and how happy customers are to use and adopt the materials. Allen Hall: Yeah. The UV materials are, are getting adopted by OEMs. A lot of ISPs, a, a lot of operators now have it as a standard practice to use UV cured materials just because of the speed and the time that is saved. Uh, it’s, it’s remarkable how much time you’re saving, because the, the real kicker right now if you’re trying to do a repair, even in the summer months, let’s just say it’s warm outside and the temperatures are right and it’s calm winds, you’re saving multiple hours per repair. What generally… How much time are you generally saving on a kind of a, quote unquote, “standard blade repair”?  Bret Tollgaard: More and more time, actually, with each session. So we might be saving 50 upwards of 80% of the labor of a traditional epoxy repair. Um, what we’ve been training companies to do more and more frequently is to actually pre-consolidate the entire repair patch downtower, whether it’s in the trailer or inside the tower itself. Um, and so you can pre-consolidate, get [00:02:00] all the air out in between your layers, have the primer pre-applied to the backside. That way, when you’re actually uptower, it’s simply peel, stick, roll, and then cure it out with our UV light. Sub 10 minutes, uh, will get you a fully cured part.  Allen Hall: Wow. That’s remarkable. Yeah, when I see those LinkedIn posts from all kinds of operators all around the world using your material I also noticed that the weather conditions may not be pristine like you would have to do with epoxy. So there, there’s like a band of temperatures that epoxy systems generally work in. But with the UV material, I’m noticing, I’ve s- I s- especially over the wintertime, I saw some cold weather repairs going on. Is there any limitation really to the UV cured patches and materials in temperatures?  Bret Tollgaard: There, there really aren’t for the temperature ranges that people will actually be out and installing these. Some of my favorite photos are when it’s negative five Celsius outside and everyone’s got the big gloves, the big [00:03:00] scarves, the big warmers and everything, and they’re applying our prepreg materials, uh, in below freezing conditions and still curing with the same 10-minute cycle time. Uh, another big advantage of our UV prepregs is everything’s already pre-wet out, so you’re not uptower with your fiberglass and your resin kicking off an epoxy or even some other, uh, you know, materials out there where it’s really hard to impregnate and get that saturation and kick off with UV. And so our prepreg repair patches really lend themselves to efficiency in the field, uh, over a really broad variety of, uh, ambient temperatures. So some of the negative five, negative 10 C installs all the way up to the hot ones in Texas and India and Australia, where you’ve got these people and it’s 100 Fahrenheit or, you know, 35 plus C, and you still cure with the same consistency, the same cure rate, the k- same cure speeds, um, really, really makes it a very versatile system. Allen Hall: It just gets rid of the variation and, and [00:04:00] that’s one of the items when we look at repairs. So we’re on the lightning side of this business where lightning damage happens, so we see a lot of repairs happen. We also see a lot of repairs that don’t look great. They’re, I mean, the vast majority do look great, but you get these occasional ones where they’ve tried to use epoxy in the wintertime and use a heat blanket. It, it’s difficult to do. It, it just is because of the material, it’s very difficult to do. I’m recommending more and more that they use a UV cure material if they’re gonna go off and do it, particularly as they, uh, do what I would consider to be a temporary patch until they get where they can do more in-depth work when it’s warmer outside. But it, it does really change the game because the ability to buy the material quickly is amazing. Uh, b- there’s no hazardous me- chemi- chemicals in, uh, the Sunrise material at all, so it can be shipped anywhere, anytime, overnight, on a airplane, on a truck, doesn’t matter. Does that really open up the marketplaces for the [00:05:00] Sunrise UV cure materials? Bret Tollgaard: 100%. And because of the long shelf life as well, um, we stock and store all of the common, um, materials used for wind. The prepreg, the putties, the surface primers. Fiberglass also does a great job of stocking and storing things. And yeah, because these can ship as unregulated materials, we get calls for next-day air shipping all the time, all over the world. And so whether it’s out here domestically, it’s going up to Canada, Europe, uh, Asia, Australia, um, it’s really, really simplifies the whole process from start to finish.  Allen Hall: Are there any special tools you need to use when applying a, a UV cured prepreg patch to a blade, or is it just standard existing tools? Is there anything unique there? Bret Tollgaard: No. It’s kind of as simple as it gets. There’s no vacuum bag required. There’s no heat blanket required. To truly install the materials, you’re gonna take off the back, uh, layer of, of the film on the backside of the [00:06:00] prepreg, re-stack and consolidate your materials. Uh, you’re gonna consolidate that with a basic three-inch or six-inch bubble buster hand roller. Every technician’s gonna know exactly what that is. Uh, it’s a simple piece of little rolling metal that, uh, simply rolls out any air between the, the repair patches. And then after that, you’re gonna grab a paintbrush, and you’re gonna spread some of our surface primer over the backside of the prepreg. So you got a hand roller, and you got a paintbrush That’s all you’re gonna need to get the material up onto the wind blade. And then of course, to cure the material, you need a UV light to do so. The sunshine, although it will cure the material, you never have consistent sun, light intensity, you’re on the shady side of the blade, et cetera. And so we’ve developed a variety of UV curing devices to help facilitate that. So our standard in the industry right now is what we call our Gen 2 LED lamp. It’s about the size of an eight and a half by 11 sheet of paper. Um, but it’ll, it’ll cure several square feet at a time when you’re 14 to 20 inches or so away from that [00:07:00] surface. Uh, but in addition to that, we’re also working on a patent pending LED array system that is gonna be a broader… Right now, it’s about a half meter by one square meter surface area, and it’s gonna, um, emit a very, very uniform, uh, amount of light intensity across that entire surface all at once to make it even easier for the installers so they can just strap it to the blade, cure it for five minutes, and then move it over if they have a longer, uh, you know, one to two square meter repair. Allen Hall: Wow, that’s remarkable. I, I have one of your lights, and I’m always shocked at how much light intensity there is because I’ve used other lights and seen other lights, and then they’re not nearly as bright or consistent across a, a piece of fabric, for example, where you just see uniformity.  Bret Tollgaard: That is certainly one of the challenges that we’ve actually encountered when people say, “Oh, well, I have a UV light. I bought it on Amazon. I bought it from eBay. I bought it from somewhere where that 200 watt listed on that is not truly 200 watts, or the light intensity, [00:08:00] uh, that they, you know, claim to have. UV cure materials need the correct wavelength. They also need the correct light intensity on that surface to guarantee your depth of cure and to make sure that you’re truly bonding to the base substrate behind you. The thicker you go, the more light intensity you’re going to need. So a lot of the knockoff materials really just don’t do it justice, um, and which is why we’ve, you know, intentionally built the LED curing systems that we have to cure with our prepregs, uh, and putties and adhesives. So they are all true one, uh, one single system. Allen Hall: We’ve looked at different light systems here at Weather Guard, and I know we’re engineer- we’re an engineering group, right? So we’re gonna go look to see what these different lights are, and are they really truly putting out the frequency of light which is written down on the ad. It’s amazing, like, uh, the variation you get light to light. It really depends on what the source is, but, uh, to test a light, just to test a light to make sure it’s putting out the right intensity at [00:09:00] the right frequency is super expensive. So you can buy a several thousand dollar sensor to check your hundred dollar light, or you could actually buy the right thing from SudRes and have the proper light because it does change the cure rate and what the result is. So- Y- y- is it easy to tell, Brett, when I, if I have a light in the truck, do I know it’s the right frequency? How do I even tell that, uh, to know that I’m using the right stuff?  Bret Tollgaard: Well, if it says SunRes on the backside of that lamp, you have a guaranteed method of knowing exactly what that is. Um, we have the most broad industrial use UV lamp on the market, like, first and foremost. There are several that cost four to five times what we do, but a lot of times they’re also a really small aperture, so they’re only curing a small footprint, which is why we’ve become the kind of gold standard for all UV cure repair solutions out there using a SunRes lamp. Um, we just make the best product, not to toot our own horn [00:10:00] too much. Um, but it, it really serves the need of what these industrial customers in wind and other industries are looking for. Um, and I’m sure there are other systems out there. I’ve personally tried and tested dozens of different lamps out there to always see what’s on the market, and what we provide is just above and beyond performance-wise for the cost. Allen Hall: And one of the, the questions that comes up with the light when we talk to operators, like, “Where do I get the light?” Well, you, you call Brett at SunRes and you buy yourself a light. The second question that happens is, has the OEM blessed this material? Have they validated the material? Has it been through material testing? Has the OEM done structural loading on the material? Did I know that as a repair material, it’s actually gonna adhere to my polyester blade or my epoxy blade or whatever this thing is? Do I know that this is gonna work? Sunrise has been through a number of, uh, OEMs at this point. What’s the status of your OEM [00:11:00] relationships there? Bret Tollgaard: Very, very solid, and constantly getting approved by more and more OEMs. Um, we’ve sold over 35,000 square meters of prepreg into the wind market alone. And with that has come a variety of, uh, you know, engineering approved jobs versus fully validated materials. We now have 20-year lifespans on a variety of different OEM, uh, wind parts. And so our epoxy and polyester, we adhere phenomenal to both. And yeah, our prepregs are getting, uh, used more and more in every single application.  Allen Hall: I, I assume you can provide references if, if someone were to ask, like an ISP, “Can I talk to the OEM about this?”  Bret Tollgaard: Absolutely. Uh, and it, it’s, you know, no secret. General Electric’s been one of the big pushers of UV cure materials now for a while, um, for both their epoxy and the LM polyester blades. Um, but there are several European OEMs that are actively, you know, certifying the materials as well.  Allen Hall: Oh, that’s a smart move on their part. [00:12:00] Uh, one of the considerations for using a UV material is training. Uh, do I need to do special training for my technicians? Is it really different than epoxy? Do I have to do any training at all? What’s the level of skill that would be in- involved in using a, a UV prepreg?  Bret Tollgaard: The reality is, if you have any bit of experience of knowing what a resin and a fiberglass and wetting things out, UV just makes that job even simpler. So all the repair technicians that have gone through repair academies, been trained on the, on site or on the job, that have gotten their hands dirty, as we like to call it, with making some, uh, composite repairs, UV is just gonna simplify the process even more. Um, in 2026 and 2027, we’re actually starting to work, uh, uh, more closely now with a variety of the blade repair groups or academies and training facilities to also get UV cure in people’s hands so they don’t experience, uh, for the first time when they’re out, you know, getting a job with one of these other [00:13:00] OEMs that are recommending use our material now instead of, uh, epoxy systems. Allen Hall: Mm. And all the experience that’s happened at, at Sunrise, I, I don’t know if a lot of people realize that you’re a roughly 40-year-old company. You’ve been around a long time, although you’re nowhere near 40. But the company has been around a long time. What was the origin of SunRes? Uh, because it wasn’t necessarily in wind, right? Wind is sort of an afterm- after-market kind of application where it kind of transferred over. But what, what was the core start of the business?  Bret Tollgaard: Yeah, no, we were founded in September of 1986. So in just a couple of weeks, we’ll actually hit our 40-year anniversary.  Allen Hall: Wow.  Bret Tollgaard: SunRes was originally founded, uh, in, uh, once again, the, the mid-’80s for just UV cure formulations in general. Spent the first several decades, uh, of its life being primarily an R&D, uh, kind of based group, um, formulating specialty UV cure solutions for mostly thick wall fiber reinforced applications. So anything from [00:14:00] boat hulls to, uh, drones to, uh, you know, bathtub repair and saddle trees. Um, we’ve sold really the, a whole kind of gambit of very broad basic systems to incredibly advanced high precision, uh, you know, applications. And so as we grew and evolved the, the formulas and the recipes to cert- uh, to solve certain needs, now we’re kind of elevating that to a more, uh, manufacturing based business and offering true repair solutions as opposed to just R&D and working on developing solutions to repair something.  Allen Hall: And that’s growing outside of just the pre-preg processing materials, packaging it up and shipping it. And y- you’re now getting more into specific solutions in wind, which is really exciting. The leading edge erosion issue is plaguing a lot of turbine blades in the United States and, and globally. Australia has a big problem with it, and there’s a, some other places that I’ve seen some pretty [00:15:00] rough looking blades, India being another one. Uh, the solution to go fix those blades has generally involved, uh, putting someone up on a rope, a- applying material, fiberglass back down, trying to repair holes in particular, and trying to cap that off. But now there’s some new materials that can speed up the process to at least get you back to a, a surface, a usable surface that you could then apply an LEP or whatever you decided to do there. What do those new materials look like and, and how are they being used today?  Bret Tollgaard: Yeah, no, great question. So ultimately there are broad– uh, you know, a really, really broad, uh, array of challenges that wind in particular really kind of faces. And so developing UV cure solutions to fit more of those than just a small little repair patch or a crack has been something that we’ve been working on for a while with a variety of different groups. Um, but leading edge in particular, not just protection, but also the rehabilitation of those leading [00:16:00] edges. So we’ve done that in a couple of different ways. Some have been some pre-consolidated repair patches that we’ve built, where a specific blade requires, um, you know, a, a design package to reinforce certain areas, whether it was, uh, too many ply drops in a certain zone or an area of high wear. Uh, but the other ones kind of more recently are starting to build, I’ll call like a fiber reinforced type putty, where you’re actually filling gaps, filling holes, filling imperfections with a more structural repair solution before then coming over the top with an LEP for the protection of that blade long term. And so being able to provide solutions for both, uh, hand, but then also robotics is something that we’ve been focusing on. So repair technicians can do it, but then also make sure that the, uh, robotics industry has the materials that they need to be able to do that in a fast and timely manner.  Allen Hall: So these new materials can be applied with a robot, I just heard. How does that work? Is it a cartridge system or a liquid system? How– Is it sprayed on? [00:17:00] W- how does this thing work?  Bret Tollgaard: Ultimately, it’s whatever that robotics company says that they would like and need. And so we build, uh, certain things to meet different demands on both of those aspects. But some are spray, some are coated, some are troweled, uh, all of which though, uh, include applying a UV cure material, uh, and then curing it to then make sure that they get the correct, uh, you know, mechanical and thermal properties for that leading edge or that leading edge re- rehabilitation. Allen Hall: That must be a huge time saver.  Bret Tollgaard: Phenomenally so. Uh, the robotics companies are, are pretty happy with the way that things are starting to unfold, and then same with the, uh, owner-operators. Like when you can go and you can have a robot Fix, sand, or sand, clean, fill that leading edge without a technician having to be up there. Tremendous amount of time savings, and then also just liability and repeatability, um, which is always an important thing, is having extremely high quality throughout that entire process, uh, and then recording it and everything like [00:18:00] that too.  Allen Hall: Well, that’s the key to any leading edge repair that I’ve seen, is the repeatability and controlling the, uh, sometimes the uncontrollables, trying to add a little bit of restriction about what you’re doing, how you’re doing it to get the consistency in the product. Because there’s a lot of products on the market right now, uh, that supposedly will do this thing But there’s– we have seen a variety of outcomes even for the same material. C- moving to something that’s a little more standard and, and particularly UV-based, where it’s stable, shelf-stable, right? I mean, th-there’s no expiration date necessarily. You, you probably put a time limit on it, but it’s shelf-stable, so I have a, a barrel of it in the, in the pickup truck. I can probably still use it. But, uh, what am I thinking about when I start to make those decisions? Because this is all new to most of the industry. They haven’t seen this. What– some of the things should they be considering when they’re thinking about, “I got a leading edge repair.[00:19:00] It’s kinda ugly. It’s probably cat three, maybe cat four. Where am I going here? Who am I talking to, and why am I thinking about UV?”  Bret Tollgaard: Yeah, I mean, ultimately it comes down to, you know, a variety of value that we provide the customers. Um, as you said, being shelf-stable is incredibly important. The reality is a lot of these repair materials aren’t being stored in a temperature-controlled warehouse. It’s being stored in someone’s trailer, and they’re gonna use half of a cartridge, or they’re gonna use four prepregs, and they’re gonna have six more sitting on the shelf for two more months until they move to another job that they’re gonna go and do something else. And so the materials themselves need to have an incredibly long shelf life, but also be able to handle those varying temperatures. Like if you’re out in the middle of Texas here in the United States, it can be 130, 140 degree Fahrenheit inside that trailer during the day, but at the same time at night, you can have temperatures below freezing in certain areas, and it needs to be able to withstand both of those extreme temperature environments. Um, that being said, [00:20:00] you buy from a group like us or you buy it from Fibre Glast where it is stored properly, and it can be shipped next day to, to you on site. Uh, it simply, it, yeah, it simply helps, uh, everyone long term, uh, make sure that they have the materials that they need.  Allen Hall: I would be remiss not to talk about our Strike Tape Ultra product, which is a partnership between Weather Guard, Lightning Tech, and SunRez. Uh, it’s a project that we’ve been working on for probably two years now, maybe a little bit longer. It, it’s been a tremendous amount of effort, engineering time and materials-wise, and learning about different, uh, performance of a, uh, particular resin system and trying to figure out what works. But, uh, there is now a solution, and SunRez is producing a lot of Strike Tape Ultra parts at the minute Really durable, based on Sunrise material, but you’re using not just our, our, our obviously our, our recent, uh, experiments and all the data, [00:21:00]but this goes back almost 40 years. You’re, you’re bringing 40 years of knowledge to the table to come up with a solution for a really difficult environment.  Bret Tollgaard: Yeah, and we’ve had to certainly rely on the past experiences that we have learned along the way. Um, you know, part of the challenges of working for the last year or two years together on this was to truly make as robust and durable of a system as we can. And so having this new 7303 vinyl ester-based system, uh, which we’re not only using for you but also using as the primary component for our LEP system, uh, it definitely has the durability and the longevity for, uh, your strike tapes, uh, in particular to be, uh, to withstand all the elements and all the abrasion and all the erosion that’s gonna come its way for years. Allen Hall: Now, I, I’ve watched you at trade shows take a hammer to some of your prepreg materials and demonstrate you can cure it within a couple of minutes, and you’re hitting it with a hammer and it’s super tough. We’ve done that at Weather Guard with the Strike Tape Ultra. It’s [00:22:00] crazy durable, and I don’t understand the chemistry of what you guys do. You’re experts in UV and all the chemicals and how to make this thing work, but it is truly remarkable how tough that material is and UV stable it is and how quick it is to cure and to get onto a blade in a couple of minutes. It’s quite remarkable, and the, the rain erosion performance of it has been crazy good. Uh, it’s a real game changer.  Bret Tollgaard: We’re extremely proud of the way that, uh, this has all kind of unfolded, and it has been a long time to kinda work through and iterate through the different formulas. Um, but the combination of the extremely hard and durable system that we have as the overcoating combined with our UV cure adhesive, AKA surface primer, uh, to act as that really, um, gooey, high elongation, great stress distribution kinda medium, uh, to then get that into the blade, it’s the perfect one-two combo, [00:23:00] and being able to cure in just a couple of minutes is only, uh, icing on the cake. Allen Hall: Yeah. It’s, it’s, it’s quite good. Uh, I know, uh, when people hear this podcast, you’re gonna get a lot of reach-out because we’re kinda getting near the end of the typical Northern Hemisphere season. It’s gonna get chilly here in about six to eight weeks since when we’re recording. How do people get ahold of you and start talking about repair patches and materials for this year, and also for next season? Bret Tollgaard: The easiest way is gonna be reach out to us, uh, via email, info@sunrez.com, sales@sunrez.com. We’ll put you in touch with, uh, all the right people within Sunrez to make that happen for you. Um, and similarly too, groups like com- uh, Fibre Glast have been stocking and storing the material for years. They’re really, really great at tailoring the exact amount of material that you need for a given job site. They’re willing to break it down to individual patches, single things of primer, putty. Uh, you come to us, you’re gonna have larger MOQs to be able to buy [00:24:00] boxes and rolls, uh, directly off the shelf. But at the same time too, we’re happy to get customers whatever products they need as quickly as they need, and put them in touch with the right people to do so. Allen Hall: So you just Google Sunrez, S-U-N-R-E-Z, or just go to sunrez.com, and you’ll get to the Sunrez site, and you can learn a whole bunch about the materials of what is offered. But you need to, to call Brett and call the team at Sunrez, uh, to, to get the solution for you. And it is, uh, really great working with Sunrez. It, it’s been a pleasure, honestly.  Bret Tollgaard: My, uh, my business development manager, Gerhard, will certainly have me say, “Let’s direct all that to Gerhard instead of Brett.” So he’ll be happy to get you all the info that you need. Um, but yeah, so ultimately, we’re an extremely customer-driven company, and we bend over backwards as often as necessary to get customers what they need in the time that they need it. It’s something that we really pride ourselves on. Uh, it’s also how we developed all these new, uh, technologies and materials to, to make customers’ [00:25:00]lives easier in the field. And so even as all of our wind portfolios, you know, grow and expands for product line offerings, um, we’re certainly interested in learning about what your challenge in particular is, and how we can best help you solve that challenge. Allen Hall: Yeah, so if you have a blade challenge right now, and most operators do, you better be checking out sunrez.com. Brett, it’s so great to have you back on the podcast. Love having you on, and we’ll speak again soon.  Bret Tollgaard: Looking forward to it. Thank you, Allen.

Vestas doubles second quarter profit and adds €4.7 billion in market value overnight. Plus EnBW finishes He Dreiht after a V236 blade break, the UK blocks Ming Yang’s Scottish factory, and India rules turbines are movable goods. The Uptime Wind Energy Podcast is brought to you by Weather Guard Lightning Tech, creators of the StrikeTape Ultra LPS retrofit. Subscribe to Uptime’s Substack newsletter. And check out Rosemary’s “Engineering with Rosie” Youtube channel. Have a question we can answer on the show? Email us! The Uptime Wind Energy podcast, brought to you by StrikeTape. Protecting thousands of wind turbines from lightning damage worldwide. Visit StrikeTape.com. And now, your hosts Allen Hall: Welcome to the Uptime Wind Energy podcast. I’m your host, Allen Hall, and I’m here with Rosemary Barnes, Matthew Stead, and Yolanda Padron. And three out of the four of us will be in Melbourne Australia talking to a number of operators and interested parties about WOMA 2027. Matthew, where will we be the couple of days we’re in Melbourne? Matthew Stead: So, um, first of all, we’ve got the Pullman, uh, East Melbourne, which is, uh, where the venue will be for, for 2027. Um, so that’ll be our home base. Um, we’ve got around about eight meetings planned already. So what we’re doing is we’re talking to the operators and a few other industry, um, players about [00:01:00] what we need to talk about, how we’re gonna move the industry forward in Australia. Uh, so it’s gonna be jam-packed, but there’s a little bit of time left on the Friday afternoon if there’s any late-minute, um, people that wanna get in contact and catch up with us, um, for next Thursday, Friday, or actually Friday. Uh, so yeah, it’s gonna be a, a jam-packed time. I think we’re gonna be tired, too many coffees, and talking to all the key, all the key operators, uh, about what they wanna hear about and how we can move the, the industry forward. Allen Hall: And if someone wants to put an input into the WOMA panel about what will be discussed at WOMA 2027, Matthew, how would they do that? How do they get ahold of you?  Matthew Stead: Well, we have a wonderful website, and that’s got all the details you could ever want. Um, you can also register on the website, so please register. Otherwise, um, I’m sure we’re gonna be a sellout this year for sure. So woma2027.com.  Rosemary Barnes: I just wanna add that when people talk to [00:02:00] me about the event, they always say how they love that the topics are so relevant, and the reason why that they’re so relevant is because we make sure to go around to operators and find out what are the issues that they’re really dealing with. So anybody that’s thinking of attending, even if you can’t, you know, meet us up, meet up with us in Melbourne, get in touch and tell us what are the, yeah, what are the topics that you’re struggling with that you’re not, um, you’re having trouble finding enough information, having trouble finding the people that can help you. And y- yeah, like we take all of that information, and that’s how we come up with our agenda each year. And yeah, I mean, for us, that’s the, the main thing is that this has to be really relevant, up-to-date information for the industry, and we need your help to make sure it stays that way. I  Matthew Stead: mean, that’s what we’ve done the last two years, so this is– we’re just repeating the formula, um, listening to the operators and getting the good topics and the good speakers. Allen Hall: Well, Vestas has had a good quarter. Uh, the, for the last couple of years, honestly, s- [00:03:00] Vestas has been really thin on margins. There was questions about it continuing on. Rising costs mostly, uh, supply chains, especially during COVID, were bad. Uh, and, uh, but for the most part, the shareholders stayed attached. Well, that story is changing rapidly. The world’s largest turbine maker posted second quarter operating profits of $400- €46 million, more than double what the analysts had expected, and it’s raised its full-year margin guidance alongside half-year results for the first time in a decade. The shares climbed about 20% in Copenhagen, adding roughly €4.7 billion of market value in a single session. Now, the chief executive, uh, Henrik Andersen, ha- put it plainly to, uh, uh, in a couple of news sources that something much bigger is happening and Vestas is gonna be the, the leader in wind. That’s how I read it, that everybody [00:04:00]at Vestas was super happy with the, the change in direction and things were moving up steadily. But a 20% jump in a day is remarkable. You don’t see that in large industrial businesses like wind energy. Matthew, this has real implications on what happens next for Vestas because success like this usually means more orders.  Matthew Stead: Yeah, I wonder what’s going on under the hood there. Um, I mean, Vestas is a quality company, although, although can I just do a quick segue? How many turbines were installed in Denmark in the last, uh, two years? Like last year and the year before?  Allen Hall: I don’t know. How many?  Matthew Stead: I believe it was eight turbines installed onshore in Denmark last year, and the year before it was 12. So, you know, maybe, maybe Vestas needs to focus on their own backyard a little bit as well. Allen Hall: I’m not sure there’s a lot of opportunity there. Yeah, onshore.  Matthew Stead: How can you ever be full? I mean, there’s always, um, [00:05:00] uh, you know, um, you know, resiting or, um, you know, upgrades and-  Rosemary Barnes: You know what? Allen and I are probably gonna get some time in Jutland, uh, later this year, um, and that area and the old wind turbines there was actually the inspiration for my whole YouTube channel. It just, ’cause there’s, you know, there’s turbines there from, the earliest one is, um, from the ’70s and still going. I think it’s one and a half megawatts, actually huge for, for that time. Um, and it was like community made, um, at Tvind. But anyway, I’m interested to revisit the site and have a look and see are these, you know, all these old turbines still there. It’s only, like six years since I went through and did the experience but for the most part, they don’t seem to be yet pulling down the, the small old ones and putting up big ones. There’s a lot of, a lot of them are community owned. Um, and yeah, I mean, Danish people love wind turbines, but there’s only so many that you can have onshore. Like, people are happy to live near them by, you know, the standards of people in other countries, but you don’t want [00:06:00] one in your literal backyard. I think that there is, there, there is a, a limit to how many more onshore wind turbines that you can get in that area and offshore expansion is the more likely way to go. Um, and also I think it’s, it’s, it’s good to recognize that if you have a domestic only or a domestic first strategy, that will only get you so far and then you have to expand, and I think Denmark did that really well. I think Germany a little bit less. I think that Enercon were a bit surprised, um, by their strategy. It, uh, they had a real hard time anyway when they had to transition away from mostly Germany to getting overseas. And obviously, like if you look at China, they have most of their installations are in China. They are trying so hard to get outside of China because it’s not, like even a market as big as China, it’s got decades to go before it will be full. Um, you can still recognize that that’s not your, like long-term strategy for growth has to involve expansion, I think.  Allen Hall: I think Vestas, regardless of what happens in Denmark, is making a play for the United States. That seems to be [00:07:00] where a significant effort is happening at the moment and on offshore. Their– Vestas seems very excited about the offshore opportunities. Of course, there’s a ton of wind turbines gonna be installed in the UK and, and all around Northern Europe. Offshore, the opportunities to buy turbines, there’s only a couple that you could get today. Uh, uh, the GE Vernova offerings I, I don’t think are gonna fit the mold, and I don’t know if GE’s even actively selling. So their competitor realistically is Siemens Gamesa, which does seem like the smaller player at the minute versus Vestas, which is heavily pushing the V236 and will fill order books like crazy, I think, uh, just based upon the, the history they’ve had and everybody knowing who they are. So Also on the move in Australia, right? Vestas is huge in Australia right now.  Rosemary Barnes: I think it’s really good that their, um, yeah, finances, uh, are [00:08:00] looking a bit better ’cause it’s been funny. Like, I tried early on in my wind career to invest in, you know, wind turbine manufacturers knowing that there would be immense growth, and I was right. There, there was immense growth. Not that that was so hard to figure out that there would be, but it did not lead to any kind of, um, return on, on anything, you know. Like, that did not keep pace with the just general market. Um, so I, I stopped trying to, stopped trying to invest to that. But it has been really, really hard for the companies to, you know, raise money or y- you know, do any of the things that they need to do because they’ve always, like, they’re growing, growing, growing, but finances has been so tight that it has been a real constraint on the amount of engineering that they could do, and I really hope that Vestas are gonna take this opportunity that they’ve got compared to, you know, a lot of the other manufacturers. Vestas do have really strong, um, innovation and, yeah, engineering capabilities for doing– you know, developing new technologies and improving them, and I really hope that they’re taking this opportunity to build that up. There are a lot [00:09:00] of very good engineers with a lot of experience in the industry in that area that are working in other fields at the moment because, you know, there’s been a lot of contraction in Denmark. So I don’t know, it seems like a really good time to hire back some of that really in-depth knowledge and, yeah, get a- get ahead of, you know, some of the future quality problems. We’re going through such a hard time at the moment from the fast development that happened in the 20-teens when there wasn’t a whole lot of money around. We’re dealing with quality problems now, so, you know, maybe we can get ahead and not have the next round of them if we can invest in just a lot more, uh, engineering capacity.  Allen Hall: When you have success like Vestas has, usually the upper level management and some of the executive team starts getting pilfered, that they’ll get offers to repeat that success at another company, and it sounds like that process has started already. There’s a couple of executives that have recently departing or are in the midst of departing from Vestas. [00:10:00] I would see that continuing f- at least for the next six months, uh, because everybody wants to repeat that, right? If you can get a 20% increase in your valuation overnight, uh, I can, I can list a number of companies, regardless of industry, that would love to participate. Even in a 5% increase, that would be remarkable. So, um, Vestas is gonna have a hard time holding onto this. That’s just the nature of the business where things are successful, people will wander. And Rosemary, I, I think they’re– And Yolanda In, in my book, Vestas should sort of s-stand down and just make quality products. I’m not sure you sh-should tinker too much at the time being and just make the good stuff better. That seems like a way to really increase profits.  Yolanda Padron: Yeah, I mean, solving a lot of the issues that– And, and that’s not just a Vestas exclusive thing, right? All of these OEMs have some sort of issue that maybe– I know Rosie’s touched a lot on, on it, where [00:11:00] you build this version A and then version B solves one of the small little issues, but now it creates another little problem, and then you have version C, and then everything just kinda has its own niche little issue, um, that really expands over time. So if they could solidify what they already have in, in a, in a model that, that would help them just even keep a lot of their customers, I think that’d be great, and it would help, certainly help them, um, not continuously, like, rotate around the customers, ’cause it almost feels like, at least in the States, right, you, you get GE to be really, really strong and have a huge market share, and then GE starts focusing more on gas turbines, so then they all go onto Vestas, and then they all go onto Ontara now. Um, and then just, you know, just kind of everybody starts cycling through them because they just kind of want something that’s better quality than what they’re getting in the long haul.  Matthew Stead: Allen, you, you talked about you think there’s something big under the hood. I think you, you [00:12:00] thought that maybe Vestas was angling towards something or being quite bullish. Do you think that they might take over GE Vernova?  Allen Hall: I don’t think they’re gonna grab Vernova, and I don’t think Vernova is for sale at the minute, but I wonder if Siemens Gamesa is, or Nordex. I mean, Nordex has done terrific the last couple of quarters and is making inroads in places that I didn’t think possible three, four years ago. Uh, the European marketplace is be- becoming really unique in that sense that there’s a lot of money being put out. But is there a sole perfect solution for Europe? Not at the minute, ’cause you got two competitors there, and then China trying to, to work its way in. Will the Europeans come together and form something more united, even if it’s just a partnership, a loose partnership, versus letting China on the shores? We’ll see. 64 of the largest machines that Vestas has builds are standing off the German coast, but one blade is missing a [00:13:00] piece. We’ll talk about that when we come back. Speaker: Are you overspending on lightning repairs? Most operators are because solving lightning damage is complicated. Weather Guard Lightning Tech helps operators reduce lightning damage. Our innovative StrikeTape lightning diverter protects over twenty thousand blades worldwide. Now, StrikeTape Ultra installs faster than ever. StrikeTape Ultra cures uptower in just fifteen minutes, even in cold weather. Visit weatherguardwind.com to schedule a call. Allen Hall: Well, Germany’s largest offshore wind farm is now fully installed, and EnBW confirmed this, uh, past week that all 64 of the Vestas V236 15-megawatt turbines are s- standing at the He Dreiht wind farm about 85 kilometers northwest of Borkum. Uh, 960 megawatts, [00:14:00] 2.4 billion euros invested. Man, these offshore projects are expensive to get installed. Uh, so it’s power for roughly 1.1 million households, and there’s no state subsidy behind any of it. And so this is a little bit of a u- unique situation. Uh, th- well, the one footnote about the wind farm is they had a V236 blade break and fall into the North Sea, and they had fished it out and I think I passed along s- pictures that I saw online of, uh, one of the police boats pulling the shear web out of the water I don’t know what to think anymore about some of these offshore blade issues. Obviously, Vestas is very conscientious about it and will be doing RCAs and engineering reviews and all the above to go identify what the problem is. But it does just lead to a little bit of a pause of do– what is going on for some of these offshore [00:15:00] wind blade installations or, or whatever’s causing these blades to break? Do we have a good handle on it? Yolanda, is– are we following up on all the design details so that we can prevent these things in the future?  Yolanda Padron: I mean, I’d, I’d hope you’d be following up on the design, right? Like, and, um, but I think there is still a little bit of a disconnect from, from what we’ve seen, and again, not just Vestas exclusive, um, between the people who are designing and the people who are manufacturing, the people who are in operations, right? So, uh- The, from what we’ve heard, uh, this could have potentially been a, um, partially because of a transportation issue, which is what happens a lot in onshore. It’s a lot more common than we would like it to be. Um, and so that even goes beyond what would go on in the design studio and what would go on in the manufacturing and what would [00:16:00] go on even just for the people that are running the site, right? So, so some sort of, um, in between, uh, EPC error. Um, but yeah, I just think that, like in a lot of industries, there should be a lot more communication between all of these teams on the lower level, so that way a lot of these problems can, can be avoided.  Allen Hall: I’m wondering if it’s actually an issue on the, the testing side. And, uh, the one question that just popped up, and we saw from the ORE Catapult, uh, survey that’s being conducted at the moment, and if you haven’t participated in that, you just visit ORE Catapult and answer some of the survey questions. But torsion on a blade, which is very difficult to test for, and it really isn’t tested for today, but does happen during the move and the transportation of these big offshore blades. Is it one area that we need to do a little more work in or maybe spend some more time focusing on it to see what is happening as blades are [00:17:00]moved?  Rosemary Barnes: The thing about te- torsion is that it is much more significant as blades get longer. I can’t, I can’t remember the equation off the top of my head, which is, um, bothering me. But I think it scales with, like, the fourth power or something of, of length. And so whilst it was always a bit of a problem, it’s much more of a problem as it gets, as blades get bigger. I mean, they’ve never, like, fully tested a blade, and there was always a lot of reliance on, hey, y- you know, like we’ve tested certain things that is possible to test in a test facility on the ground. But they also rely on their decades of experience of how blades actually behave in the field. But, you know, remember, that’s a real lagging, lagging indicator because y- you know, their decades of experience is mostly with lots smaller blades. Now, blades are really different because they’re longer and different effects are, are taking over. It’s not just, uh, torsion, but it’s also the laminates get much thicker, and then y- you know, you, you have issues with the way that they’re curing, [00:18:00] and there’s a lot more just space for, um, defects to be present in a really thick laminate All of those things add up. Oh, yeah, then add in addition, like new materials, carbon fiber is new, and then new ways of producing it, you know, pultrusions, um, all kinds of different materials like balsa’s being replaced with foams and, um, like, you know, 10 times that number of what sounds like a small innovation, but all of these things have the potential for damage and don’t have a really long track record in the field to be able to kind of calibrate. We do need to remember that, like, when you do something new, things are gonna break, uh, sometimes, they’re gonna fail sometimes. If they don’t, then you’re definitely being too conservative, and your product is costing more than it should, and nobody wants more expensive wind energy, right?  Matthew Stead: Rosie, Rosie, I, I know you’re doing some, some excellent work on, um, industry studies around erosion and temperature and so forth. Um, I just wanted to let a little secret out of the bag that, um, in the future there will also be some [00:19:00] other studies on torsion and blade twist and blade dynamics. So, um, just a few things are in, in train at the moment, which I can’t share, share, but, uh, watch this space around better understanding blade twist. Allen Hall: The Hydride wind farm runs on European turbines, but the next one might not. Two governments with two very different answers on who gets to build Europe’s wind fleet. Delamination and bondline failures in blades are difficult problems to detect early. These hidden issues can cost you millions in repairs and lost energy production. CIC NDT are specialists to detect these critical flaws before they become expensive burdens. Their nondestructive test technology penetrates deep into blade materials to find voids and cracks traditional inspections completely miss. CIC NDT maps every critical defect, delivers actionable [00:20:00] reports, and provides support to get your blades back in service. So visit cicndt.com because catching blade problems early will save you millions Well, two countries and two decisions, one question. In Scotland, the UK government blocked plans for the Chinese manufacturer Mingyang to build a turbine factory, uh, near Inverness on national security grounds. 1.5 billion pounds of investment, up to about 1,500 jobs. And First Minister John Swinney has asked the new prime minister to reconsider. And the UK energy secretary minister called that request irresponsible. Meanwhile, up in Denmark, Vattenfall has just won two offshore wind farms and will not say whether it will buy European turbines. Danish suppliers are not taking that quietly. So [00:21:00] the Scotland question about the Mingyang factory is at least being discussed again with the new prime minister in the UK. It does seem like there’s a lot to do and get the government formed and make all this stuff happen. But I don’t see a Burnham administration changing the outcome for Mingyang, but I could be wrong. At the, the same time, Vestas is pushing for a more Eurocentric focus and to really keep out the Chinese. Uh, something has to give here pretty soon.  Matthew Stead: I actually think Mingyang should, um, set up a factory in Scotland. I, I mean, what’s wrong with that? I mean, uh, why is that a security issue?  Rosemary Barnes: Set up the factory and put the, like, whatever you’re worried about, put protections in place for it, require it to be a local joint venture or whatever. You know, we’ve seen the blueprint in many of what used to be, you know, less rich countries. That’s how they, you know, got a head start on some of these technologies. It’s not like, I don’t think that China [00:22:00] has a head start on wind, wind turbine technology, but they certainly have different ways of doing things that, um, yeah, we could, we could learn from. But I think across the board, wind turbines, batteries, solar panels, whatever, let them set up factories, put the rules in place that mean that your country benefits from it and you’re getting the, you know, the information transfer.  Yolanda Padron: Do you think that’ll, like, impulse a lot of these more established European companies to maybe start fixing some of the issues that they’ve known about for, for a while, um, particularly regarding the blades and everything that we’ve talked about earlier? Like, there’s enough competition there, so maybe they need to start looking a little bit more deeply into their problems.  Allen Hall: Do we think that Chinese operations have been out front, forward, honest, I’ll even use, about their blade issues?  Rosemary Barnes: No, but this is a good way to find out, isn’t it?  Allen Hall: Governments decide who is allowed to build a turbine after a discussion on Scotland. Uh, but, but [00:23:00] occasionally, a court decides what a turbine legally is. India has just settled that question, and the reasoning should be of interest to anybody who ships machines across a border right after this. As wind energy professionals, staying informed is crucial and let’s face it, difficult. That’s why the Uptime Podcast recommends PES Wind Magazine. PES Wind offers a diverse range of in-depth articles and expert insights that dive into the most pressing issues facing our energy future. Whether you’re an industry veteran or new to wind, PES Wind has the high-quality content you need. Don’t miss out. Visit peswind.com today. A tax fight in India has produced a definition every turbine supplier should read. Is a wind turbine bolted to a concrete foundation movable goods, or is it immovable property? State tax authorities argued immovable, which would have [00:24:00] taxed erection and commissioning contracts at 18% instead of 5%. The Andhra Pradesh, uh, High Court disagreed, and on the 12th of August, the Supreme Court declined to interfere. The reasoning rests on something this whole industry takes for granted. A turbine can be taken down, moved, and put back up. So a turbine is a movable object, and it has less taxation. Bonus. So this is a really interesting discussion that’s happening in India because it’s probably symptomatic of things we’re seeing elsewhere across the world about taxation for wind turbines, right? That, um, if there’s a way to tax a wind turbine, we’re gonna try to do it. This is a unique way, uh, that happens in India where depending on if it’s permanent or movable, the tax rates are different. I, I guess that would apply to a lot of components inside a wind turbine too, Matthew, don’t you? Like the, the generator, the, the big heavy things, [00:25:00] gearbox, generator, blades, rotors, tower sections, would be taxed at a, a lesser rate. Matthew Stead: I agree with the court case that it’s all movable and, uh, you can actually buy turbines on the secondhand market, can’t you? I mean, if I wanted to buy, yeah, whatever, whatever, I could buy one and, and put it up in my backyard if I had a bigger backyard. Um, so yeah, I vote for movable. I vote for lower taxes. Yolanda Padron: The way that it would work a lot of times in the US is, I mean, it’s, you pay, the company itself pays a lot less than they would’ve over time, right? Just by pure, the, the regular kind of tax laws. Um, but the community, there’d be just direct donations to the community, so then they’d get, uh, like money would actually come into the community where the turbines were being built instead of just distributed around the state, which I mean, in a state as big as Texas, it gets, um, but easier for that c- um, that county to get a lot more, uh, funding than they would typically get if it was [00:26:00] through a big enough area. Um, but yeah, no, I agr- I completely agree with you guys that, that this should be a movable good. I mean, how many times have we seen, uh, even just a blade, um, that it looks like it’s, uh, just a, a failed blade that they have to go in and replace, and then they take it out, fix it, and then just bring it back to the same site or take it to another site across the country. And, and to that point, like if you were to h- judge it as something that’s immovable, would then any blade replacement just not be taxed? Because then it’s, you’re moving that one component and two, but it’s essentially the same turbine. Like, I don’t know how that all would make sense.  Allen Hall: I think the Uptime Supreme Court agrees with the Indian Supreme Court that wind turbines are movable, and that’s good. Well, that wraps up another episode of the Uptime Wind Energy podcast. If today’s discussion sparked any questions or ideas, we’d love to hear from you. [00:27:00] Reach out to us on LinkedIn. And if you found value in today’s conversation, please leave us a review. It really helps other wind energy professionals discover the show. And don’t forget to subscribe so you never miss an episode. For Rosa, Yolanda, and Matthew, I’m Allen Hall. We’ll see you here next week on the Uptime Wind Energy podcast.

Data center construction is moving fast, and the equipment supporting these facilities has to keep pace.In this episode of the Empowering Industry Podcast, Charli Matthews Carruth sits down with Ric Turmel, Senior Vice President for Engineered Building Solutions at Taco, to discuss how custom-engineered skid packages are helping meet the speed, scale, and efficiency demands of today's data center projects.Ric shares how Taco's Lubbock, Texas facility has grown to support increasing demand for custom skid packages and why prefabrication can help reduce installation time and the need for specialized labor in the field. They also explore workforce challenges, long-term procurement and planning, and how data centers are pushing HVAC systems toward greater energy efficiency.From coordinated system design to preparing for what comes next, Ric offers a look at how the rapid growth of data centers could influence the entire industry.Watch Building at the Speed of Data: How Custom Skids Are Transforming Data Center Construction With Ric Turmel and hear what's driving this rapidly evolving market.#DataCenters #HVAC #Engineering #Manufacturing #Infrastructure #EmpoweringIndustryEmpowering Pumps & Equipment:Empowering Pumps and Equipment is the Information & Connection hub for the Industry. We specialize in digital media marketing, and we help companies just like yours reach their desired audience across a variety of platforms. We connect, inform, and educate the pump & related equipment industries by creating valuable partnerships between manufacturers and their customers. We connect you with our community using digital advertising, social media, and custom digital publications that amplify your message as a thought leader in industry. As a digital media company, we also create and/or host webinars and virtual lunch and learns, offer technical writing, and host a podcast called the Empowering Industry Podcast.Empowering Pumps & Equipment shares useful information for industries such as water/wastewater; oil/gas; utilities; and more. Our audience includes engineers, consultants, operations and maintenance staff, OEMs, and suppliers.Empowering Pumps & Industry Conference (EPIC):The Empowering Pumps & Industry Conference is where the industry can come to connect with manufacturers, distributors, end users, associations, and students in one place. The two-day event will feature presentations from subject matter experts, roundtable discussions, exhibits, and tours. About Empowering Brands:Empowering Brands located in Tuscaloosa, AL is a versatile, digital marketing services company that works with industrial companies and specializes in social media management and marketing; strategic planning; marketing consulting; content development, and digital advertising.Working as a strategic partner and extension of our clients' marketing team; we bring fresh thinking and experience with flexible and responsive service to empower our clients and maximize their brands.In addition to our marketing services work, Empowering Brands owns the leading online community for the global pump industry, EmpoweringPumps.com.  A digital-first publisher focused on thought leadership, community building, and social media advocacy for our industry partners.  We help clients reach and engage with a diverse industrial audience.In addition to our marketing services work, Empowering Brands owns the leading online community for the global pump industry, EmpoweringPumps.com.  A digital-first publisher focused on thought leadership, community building, and social media advocacy for our industry partners.  We help clients reach and engage with a diverse industrial audience.The Empowering Brands company is leading the way to connect, inform, and educate the next generation of industry leaders.CONNECT | INFORM | EDUCATEConnect with Us:Website https://empoweringpump...Facebook   / empoweringpumps  Twitter   / empoweringpumps  LinkedIn   / empo.  .Empowering Women in Industry https://empoweringwome...Empowering Women in Industry Youtube 

Some OneGov artificial intelligence deals will be extended and some companies will be offering new deals for others, a General Services Administration official said last week. Birgit Smeltzer, director of the agency's Office of IT Products, asked for people to “keep working with us” as GSA negotiates bargains. “Some of the [original equipment manufacturers] have already agreed to extend some of the limited-time offers, and some are looking at producing new offers for us,” she said. “We continue to work very closely with the OEMs to get extension of those offers, or maybe get new offers in place. We look very much at what makes sense for the government and what may not have taken flight so much, and put some offers out there that work for our agencies.” Smeltzer told FedScoop that some of the OEMs include the AI offerings, as well as other deals, but did not say when the new deals will be announced. Three popular deals — for OpenAI's ChatGPT, Google's Gemini and Anthropic's Claude — are expiring next month. Touting prices as little as $0.47 to $1 per agency, the barrier to entry to state-of-the-art technology has all but vanished — by design. Founded in response to President Donald Trump's executive order for more “cost-effective” solutions in federal contracts, the GSA has said OneGov deals accelerate AI adoption across agencies. Smeltzer also said the AI limited-time offers alone have saved the government $1.4 billion, and some agencies have used the deals to negotiate their own contracts outside of GSA. Deputy Defense Secretary Steve Feinberg's new instruction for the Pentagon to provide nearly $244 million through March for undisclosed Palantir products was influenced by the Trump administration's Business Operators for National Defense program, according to two sources who said it also illustrates the government's plans to further fast-track the tech giant's military offerings. The somewhat vague, one-page memorandum — entitled “Funding Palantir” — was issued Aug. 4 and viewed by DefenseScoop last Wednesday. “Palantir is providing valuable support to improve efficiencies with the defense industrial base,” Feinberg wrote. “Their efforts are improving Department of War and prime contractor understanding of delays in production and maintenance of critical munitions and delivery vehicles, which are already resulting in process improvements.” Officially changing the Defense Department's name requires an act of Congress, but President Donald Trump rebranded DOD as the Department of War last year. In the memo that surfaced last week, Feinberg directed the under secretary of defense for acquisition and sustainment and the Pentagon comptroller to “fund up to $243.9M for Palantir services through March 31, 2027” and to “work with the Military Departments to identify funding options for the period April 1, 2027 through December 31, 2028, as needed.” The deputy secretary did not indicate what specific Palantir products and services this fresh funding would enable and advance, or identify which pools of money across the agency the investments would flow from. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

- With SCOTUS Hold Released, Apple Submits Proposed Link-Out Commissions - Omdia: More New Displays for Refurbished Smartphones than OEMs in Q1 - WSJ: Apple Wants to Pay Publishers for Current Events Knowledge for Siri - Apple Adds Lock Screen Push Notifications to Spyware Alert Arsenal - Private Relay Not Great at Hiding User IP Addresses - Apple Sued Over Private Relay Lack of Privacy Issue - American Airlines' Nate Gatten Apple's New VP of Government Affairs - Apple Pay's Jennifer Bailey Retiring in October - iPhone X, 2018 MacBook Pro Added to Apple's Obsolete List - Apple TV Outs Trailer for Thriller Series "Last Seen" - Apple TV Posts Season-Five Trailer for "Stillwater" - Apple TV Adds "Classic Movies" at No Added Cost - "Ted Lasso" Season-Four Premier Was Apple TV's Biggest Debut Yet - Catch Ken on Mastodon - @macosken@mastodon.social - Send Ken an email: info@macosken.com - Chat with us on Patreon for as little as $1 a month. Support the show at Patreon.com/macosken

Selling the equipment is the easy part. The real revenue shows up after the sale.Sam Neva, Vice President of Sales for Service Lifecycle Management at PTC, joined the show to talk servitization - what it means, and why it's becoming the difference between OEMs who scrape by on hardware margins and ones who build real recurring revenue. Chris caught up with him live at PTC's headquarters.Manufacturing folks, we didn't forget about you! This episode is geared squarely toward people building equipment. If you want to tighten up your sales process and make your customer relationships stickier, this one is for you.Sam and Chris get into what's holding most OEMs back from servitization, how AI is starting to change what proactive service looks like, and the math behind why the money shows up years after the original sale.In this episode, find out:Why the smartest OEMs are lowering the price of the original sale, and what they're betting on insteadThe three levels standing between a traditional OEM and a full servitization modelWhy ‘tribal knowledge' is the hidden gap between engineering and service teamsHow AI is helping teams triage service issues before they need a technicianThe Harvard Business Review stat that shows just how much revenue gets left on the table post-saleWhat Schneider Electric did to grow revenue, win rates, and improve customer satisfaction at the same timeThe first question every OEM should ask before attempting servitizationEnjoying the show? Please leave us a review here. Even one sentence helps. It's feedback from Manufacturing All-Stars like you that keeps us going!Tweetable Quotes:“You're reacting to a problem, instead of doing your best to extend and plan that time horizon to prepare for that problem." - Sam Neva, Vice President of Sales for Service Lifecycle Management at PTC“Step 1 is what do customers expect from us, why do they expect that, and how can we give them that?" - Sam Neva, Vice President of Sales for Service Lifecycle Management at PTC“The goal is how do I make money as the OEM, not just by selling you that box, but selling you the outcome of what that box provides.” - Sam Neva, Vice President of Sales for Service Lifecycle Management at PTCLinks & mentions:Benchmark your servitization strategy, a complimentary assessment where ServiceMax experts will evaluate your current service organization and identify opportunities to improve performance, profitability, and customer outcomes.ServiceMax, a PTC Technology, is on a mission to help customers keep the world running with asset-centric field service management software. As a recognized leader in this space, our cloud-based software and mobile apps provide a complete view of assets to field service teams.Make sure to visit https://manufacturinghappyhour.com for detailed show notes and a full list of resources mentioned in this episode. Stay Innovative, Stay Thirsty.

Most industry events are big trade shows where you get talked at all day and everyone is trying to sell you something. DealerConnect is the opposite. It is dealers sitting across from dealers, trading real numbers and real fixes, in a room built for it.I have been to every DealerConnect since the beginning, and it has a different feel than the big shows. More intimate. More real. This year it runs September 19 to 21 at the Hilton in downtown Columbus, Ohio, presented by AppOne, and it is the biggest one yet.I sat down with two people from the NPDA, the National Powersports Dealer Association. Tigra Tsujikawa is the Events Director who builds DealerConnect every year. Steve Gotoski just joined as Membership and Marketing Director after over a decade at the AMA. We get into what the event is, what you will learn, and the real reason a dealer should make the trip.What we cover:Why the NPDA is the missing third leg of the stool: the MIC serves the OEMs, the AMA serves the riders, and the NPDA finally represents the dealers who connect themWhat the association does behind the scenes so a busy dealer does not have to, from FTC advocacy to legislation that could hurt your businessWhy every dealer belongs, from a one-person shop to a 300-employee groupWhat DealerConnect actually is: education and networking built by dealers, for dealersWhat a day looks like: the schedule, the meals, the AppOne welcome reception, and why the moments in between the sessions matter most20 sessions this year, double the education, covering sales, employees, finance, AI, succession planning, pre-owned strategy, and dealership cultureThe brand new FTC compliance session and why it is the most timely one on the agendaWhy the room is intentionally intimate, and how less noise means more real conversations and better takeawaysThe NPDA partner ecosystem: insurance, financing, training, and legal partners who get powersports and are there to help, not just sellThe honest logistics: how to plan your trip and why DealerConnect is worth the time out of the storeThe week-stacking angle: the Harley-Davidson dealer meeting starts the day after in Milwaukee, so DealerConnect ends early to make it easy to hit bothThe education workbook and post-event QR code so you can catch the sessions you missYou do not have to be a member to attend, plus a special this year: buy a DealerConnect ticket and get membership for $99The big beautiful bill win: how the NPDA helped get a tax write-off for financing interest on American-made powersports vehiclesWhere to register and why the hotel block closes August 28thUse code MotoHunt20 for a discount on registration. Service and accessory dealers, contact connect@npda.org or Tigra directly about a special registration built for you.Watch on YouTube: ⁠https://youtube.com/@dealershipfixit⁠Register for DealerConnect 2026: ⁠https://www.npda.org⁠Connect with Tigra Tsujikawa: ⁠tigra@npda.org⁠Connect with Steve Gotoski: ⁠steve@npda.org⁠Connect with Jacob: ⁠https://www.linkedin.com/in/jacob-b-berry/⁠Follow the Fixit Online: ⁠https://linktr.ee/dealershipfixit⁠MotoHunt for Dealers: ⁠https://dealers.motohunt.com⁠

Robotaxis are accelerating along the road to commercial viability. Auto and Shared Mobility Analysts Andrew Percoco and Tim Hsiao discuss what this rapid development means for global investors.Read more insights from Morgan Stanley.----- Transcript -----Andrew Percoco: Welcome to Thoughts on the Market. I'm Andrew Percoco, Head of North America Auto and Shared Mobility Research. Tim Hsiao: And I'm Tim Hsiao, Greater China Auto and Shared Mobility Analyst.Andrew Percoco: Today, why robotaxis may be approaching a commercial inflection point. It's Thursday, August 13th at 8am in New York.Tim Hsiao: And 8 pm in Hong Kong.Andrew Percoco: So Tim, for years, robotaxis were really confined to limited pilot rollouts across the globe. You've done a lot of work over the last few weeks. We put out a big collaborative report on the robotaxi market and how it could be a $1 trillion TAM by 2040.What makes this moment different than some of the other robotaxi hype cycles that we've seen in the past? Tim Hsiao: We observe four things have been converging. Firstly, end-to-end AI is improving much faster. Secondly, hardware and the training costs are falling. And thirdly, more well-capitalized players can fund deployment. And last but not least, regulation is becoming clearer.The leading operators are no longer just demonstrating the technology. They are running fully driverless services around the clock and generating commercial rides. So in our view, the questions has been shifting from can it work to who can expand operating areas, raise utilization and lower costs at a much faster pace.So that's a very different setup versus the 2018 and 2021 hype cycles. Andrew, U.S. autonomous miles could rise from 116 million in [20]25 to 16 billion by 2032. But still make up only about 0.5 percent of all miles driven. How can robotaxis become a meaningful business while remaining such a small part of the market?Andrew Percoco: I would say, you know, obviously the U.S. mobility and transportation market is a massive market. So even with the rapid growth that we expect in robotaxis, it's going to take a long time to make a material impact in the overall market share of mobility. But if you think about the profit pools in this business, 16 billion miles at $2 a mile can, you know, pretty quickly become a very significant TAM and market opportunity.And I think, you know, fundamentally, if you think about a robotaxi business, I would argue you're better utilizing an asset... Or if you think about the, you know, car park, the amount of vehicles that are, you know, in the fleet today or in the U.S. today, they're sitting idle 90 percent of the time, right?So you're talking about taking a smaller amount of volume and driving a higher utilization on that fleet and driving much improved economics. So yes, it's going to take time to displace the, you know, hundreds of millions of cars that you have on the road in the U.S. and displace the penetration of miles driven. But ultimately, you know, we think that the profit pool and the opportunity in robotaxis are much more attractive for the entire value chain, as it relates to robotaxis. And I'd say there's a few things that we're watching along the way to make sure that, to your point, you know, this is not another hype cycle. And that there's real commercial backbone to this business.I'd say the first is seeing the rollouts continue to improve, and the density of the rollouts improve across the select cities that we've seen in the U.S. right now. Robotaxis are only available in a handful of cities in the U.S., so we want to see that continue to expand into more cities. But also the density of the fleet increase in the cities where they're currently present.And at the same time the safety side is still something that gets a lot of questions in making sure that it is truly safer than a human driver, across technology platforms, right? There's various players in this market with different approaches to technology. So, I think seeing that the safety curve is starting to or continues to improve is going to be very important for the viability of this market going forward.Obviously U.S. is very different from China. What have you seen in China? China has shown some impressive growth and utilization in some of the operators that are on the road in China. So just curious as to your perspective in terms of what you're seeing on the ground there. Tim Hsiao: I think China shows that there's much in operations and skill challenges as technology challenges. The fleet in China is above 5,000 vehicles across I think more than 7500 square kilometers in key cities. And some operators average more than 20 orders per vehicle per day.So, total cost of ownership has fallen roughly 30 to 40 percent, while remote assistance ratios are moving from like one operator for like 20 to 40, even like 50 to 60 vehicles. And we think it will achieve like one for a 100. So that has produced real break-even happens, especially in some major cities like Guangzhou, Shenzhen, Wuhan – the tier one, tier two cities.So in our view, I think in China, wider operating domains, fleet density and utilization rate, as you just mentioned, reinforce one another. So make it some more like the real commercial case. Instead of just, like trials as we saw a couple years ago. If more value shifts towards the software, fleet operation, and the data, as well as the customer relations, how does that change the profit pool, across the auto industry, especially in the U.S.?Andrew Percoco: First off, I think the auto industry in general is becoming, you know, more software focused and aware. You know, it's being led by the robotaxi market where the autonomous driving software and technology is obviously the most important part about getting this technology to market.That is ultimately trickling down to personally owned cars where you're seeing more autonomous technology being deployed. Auto OEMs are able to charge subscription revenue for this software. So it expands, I'd say, the value proposition of buying a vehicle expands the profit pool for the OEMs.It changes in some ways the cyclicality, or can change the cyclicality of the industry if you've got more kind of recurring revenues, subscription like business model versus just a hardware focused OEM model, which has been kind of the predominant focus for the OEMs historically. I'd say the other angle, interesting angle here is, you know, as this business scales, there's gonna be a lot of vehicles on the road. There's gonna be a lot of fleets of vehicles on the road. Those need to be managed by somebody or some company, right? So if you think about, you know, the rental car industry, right? These companies have been in the business of managing fleets and renting out fleets for a very long time. They know how to do that very, very well.I think there's an interesting opportunity for that part of the value chain, to participate in aiding these robotaxi fleet operators, in scaling and bringing their business to market. Charging, maintenance, reconditioning, all the things that take a lot of time and a pretty large amount of physical infrastructure.That's an opportunity for the rental car industry to come in and leverage their existing know-how to help. And, you know, I think Tim, an important part of this commercialization process is driving down the cost structure of robotaxis. They are very sensor; heavy sensor heavy. They're very compute heavy. I think China is the clear leader on cost and supply chain. I think in China you're seeing robotaxis, you know, around $35,000 to $40,000, which is considerably lower than what we see in the U.S. today.So, how do you think that that will accelerate adoption in China, but I'd say more importantly overseas as some of these robotaxis businesses look to expand outside of China. Tim Hsiao: In our view, it could be a major accelerant because as we noticed that the depreciation is still one of the largest fixed costs for robotaxi. So, as we just mentioned, I think, $35000 to $45000 US dollars, the purpose-built robotaxi can lower the breakeven utilization threshold. And make it easier to finance fleets and open cities that could not support the $150,000 US dollar vehicle.And not only in China, because globally, I think the Chinese cost deflation can be paired with the local ride-hailing platforms in the overseas market that provide demand and regulatory access. But as we highlighted in our previous, the global reports once again, we don't think the cheap vehicle is sufficiently by their self.So in our views, on top of the competitive cost structure, registration, data localization, insurance, and local operating costs can still delay the margin curve, particularly in Europe, which we think there are still quite a lot of uncertainties. So Andrew, as we just, as we just discussed, the lower vehicle costs help, but the operating model still has to work, right? So with operating costs expected to fall and the margin potentially moving above 30 percent or even higher at scale, what are the key assumptions investors should focus on?Andrew Percoco: There's a handful of key assumptions you need to sensitize to get to that 30 percent or more margin structure in this business. I'd say the first is going to be utilization, right? You need to be running these assets at a high utilization to essentially amortize those fixed costs over a larger number of miles driven.Number two, insurance today is probably one of the largest buckets of cost when we think about this business. Insurance is, from our perspective, a big unlock for this industry as the safety, as we mentioned before, the safety data continues to improve. We think that will be a reason to, to expect that the insurance costs associated with autonomous driving technology and robotaxis will continue to decline.It's about 30 cents per mile on our estimate, so it's very significant in terms of the overall cost structure of robotaxis. Drivers or where there's the most sensitivity around the model. Obviously, there's charging costs, there's maintenance costs. Those are, I think, fairly known at this point. But the utilization and insurance, I think, are the two biggest drivers of really getting that margin profile to improve over time. Tim, I guess when you think about the next, call it 10 to 15 years, I think we will put out a trillion dollar market by 2040 from a TAM perspective.What do you think the biggest markets are that investors should be watching, in terms of getting us to that trillion dollar TAM? Obviously, U.S. and China are kinda leading now, but what are the next markets people should be watching?Tim Hsiao: In addition to the major market, as you just mentioned, the U.S. and China, in our views, I think we also need to focus on markets like Europe, the Middle East and Southeast Asia. I think their scale is underappreciated, as we highlighted in our previous report. Because if you think about that, Europe, the Middle East, and Southeast Asia in aggregate have roughly four million taxis together ride-hailing vehicles.So even with 25 percent conversion, they imply that about one million is the L4s vehicles. The Middle East offers supportive regulators, you can tell, simpler operating environments and higher fares. And if you think about the Southeast Asia, the ASEAN, I think the market has dense demand and strong local platforms.And of course, Euro markets definitely can't be ignored because Euro will move more slowly, because we think the regulations and the data rules would initially add cost. But the truth is, if you think about the European market, I think the taxis or ride-hailing fares are among the highest globally, even compared to the U.S. and rest of the world.So in our view, the material margin could be more attractive. And this market, on top of the U.S. and China, in our view, can support several regional winners. So, not only limited to a very, you know, the single one or two markets.Andrew Percoco: Yeah, it's great Tim. It sounds like, you know, the robotaxi race, if you want to put it that way, will be won by those who can really bring together technology, and a compelling cost structure while also following the proper regulations and making sure the safety is improving at a rate that's acceptable to regulators.So, Tim, thanks for taking the time to talk today. And thanks for listening. If you enjoy Thoughts on the Market, please leave us a review wherever you listen, and share the podcast with a friend or colleague today.

With too many cooks in the kitchen, can innovation ever reach the road? In this Unplugged episode of SAE Tomorrow Today, host Grayson Brulte uses the culinary world as a powerful metaphor to explore one of the autonomous trucking industry's most pressing issues: who gets “veto power”? As startups challenge established OEMs and suppliers, questions around control, competition, and liability are shaping the future of commercial autonomy. Are legacy players protecting safety or their market position? And when disruptive newcomers refuse to back down, who ultimately determines the recipe for success? Tune in for a fresh perspective on the power struggles, partnerships, and industry dynamics that could define the next chapter of autonomous trucking. Have your own thoughts on this topic? We'd love to hear from you! Share your comments, questions or ideas for future topics with Grayson on Twitter or send them to podcast@sae.org. Follow SAE on LinkedIn, Instagram, Facebook, Twitter, and YouTube. Follow host Grayson Brulte on LinkedIn, Twitter, and Instagram.

In this episode of The Contracting Experience, host Rob Lorton sits down with Joe Fountain, a member of the Senior Executive Service (SES) and Director of Contracting for the Air Force Life Cycle Management Center (AFLCMC). They explore his career progression from starting as a Copper Cap trainee in 2004 to now managing a massive $40 billion portfolio, highlighting the immense value of diverse platform experience and the importance of getting comfortable being uncomfortable. Fountain dives into the unique challenges of sustainment contracting, including dealing with obsolescence, "tired iron," and navigating complex intellectual property (IP) issues through innovative royalty and licensing agreements with OEMs. The discussion covers practical ways the Air Force is operationalizing Acquisition Transformation—such as delegating over 80% of approvals to the Chief of the Contracting Office – COCO - level, implementing the new CASPER clearance process, and leveraging system-level Multiple Award Contracts (MACs) to streamline the supply chain and lower barriers for industry. For contracting professionals, he emphasizes the critical need for an action-oriented culture, the difficult but necessary transition from tactical "doer" to strategic leader, and the importance of intentionally connecting everyday contract actions to the ultimate mission of supporting the warfighter. He also shares a forward-looking vision of integrating AI and automation directly into business systems like CON-IT. If you would like to share feedback on the podcast, please submit via thecontractingexperience@gmail.com. Register at https://www.dvidshub.net/ to access transcripts of the podcast.

Aerospace has always been a cyclical industry, one sector up, another down, capital moving cautiously between them. That's not what's happening right now. Every major sector is ripping at the same time, for completely different reasons. Commercial is coming back online. Aftermarket and MRO have been running hot since COVID. Defense is being pulled forward by geopolitical demand. Business aviation has settled into a stronger, more stable “new normal.”  It's rare to see this kind of synchronized momentum across the entire ecosystem, and when it happens, it changes how capital behaves. For years, aerospace exits were predictable. You built a solid business, ran an M&A process, and sold. IPOs were barely part of the conversation. Industrial manufacturing wasn't exactly exciting to public market investors. Now, IPOs are not only viable, but they're also often the better option. Industrial businesses that used to be seen as slow, capital-heavy, and unsexy are suddenly being revalued as AI-proof, infrastructure-critical, and in some cases, direct beneficiaries of the AI boom.  And that shift is forcing a new level of sophistication from operators. Because today, you're not just deciding whether to sell; you're deciding how to exit in a market with more options than ever before. At the same time, there's a quiet risk underneath all of this. Fuel prices, geopolitical instability, and supply chain pressure. None of these have gone away. So the question isn't just how long this run continues; it's whether operators are actually prepared for the version of the market we're in now. In this episode, I'm joined by the Global Head of Aerospace and Aviation Investment Banking at Jefferies, Nick Fazioli. He breaks down what's really driving this moment across aviation, defense, and industrials, and what it means for operators thinking about growth, capital, and exit strategy.   You'll also learn; How “boring” industrial manufacturing became one of the most attractive investment categories Why IPOs are suddenly back, and in some cases outperforming traditional M&A exits How AI is indirectly reshaping aerospace valuations through energy, infrastructure, and supply chain demand The rise of continuation vehicles and why operators now have more exit paths than ever before Where private equity and institutional capital are actually placing bets right now (and why MRO is so competitive) The hidden risks: fuel prices, geopolitics, and consumer pressure, and how quickly they could impact the system Why operators need to become far more strategic, not just in building businesses, but in positioning them for exit     About the Guest Nick Fazioli is the Global Head of Aerospace and Aviation Investment Banking at Jefferies, where he leads one of the most active practices across commercial aviation, business aviation, and aerospace services. Over the past 16 years, he's been at the center of some of the most significant transactions in business aviation, including the sale of Marquis Jet to NetJets and West Star Aviation's exit to Greenbriar Equity Group. With a front-row seat to M&A, capital markets, and the evolving investor landscape, Nick brings a unique perspective on where capital is flowing and how operators should be thinking about growth and exit strategy in today's market. Connect with Nick on LinkedIn.  About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Resources For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/. 

Startup Project sits down with Sviat, CEO of Bright Machines, to unpack how the company is using software-first robotics to manufacture complex electronics closer to where they're deployed. The conversation focuses on why AI infrastructure is a strategic category, how Bright Machines differs from traditional contract manufacturing, and what onshoring really means for speed, quality, and security.Key Topics:In this episode, Sviat explains that Bright Machines is focused on AI infrastructure, specifically the electronics that go inside modern data centers, including compute nodes, storage, and racks.He traces the company's thesis back to a broader idea: use software and robotics to manufacture electronics anywhere, then narrow that focus to the data center market as demand became clearer.The discussion breaks down the market stack, from chip designers like NVIDIA and AMD, to ODMs, OEMs, hyperscalers, and contract manufacturers.Sviat shares why data center hardware became the right bet before ChatGPT accelerated the market: the products are expensive, strategically important, and driven by quality and throughput more than labor cost alone.The show compares traditional assembly lines with Bright Machines' approach, which uses more robotics, sensors, cameras, traceability, and humans in the loop where automation does not make sense.Sviat explains how Bright Machines starts with design, using Bright Designer to simulate and improve manufacturability before lines are built, which helps reduce bottlenecks and improve automation over time.He says the company's main differentiator is its software platform, which orchestrates the line, powers smart skills for navigation and inspection, collects data, and feeds insights back into design.The conversation covers line flexibility, including how much can be reused when switching between CPU, GPU, or different accelerator-based server designs, and when end-of-arm tooling must change.Sviat says Bright Machines is growing rapidly, expects more than 3x growth this year, and can produce high volumes from a small number of sites because of robotics efficiency.The episode closes on the broader case for onshoring AI infrastructure manufacturing in the US: security, time to market, quality, and a labor shortage that makes robotics necessary.Timestamps:06:39 - The market stack: chip designers, ODMs, OEMs, hyperscalers, and CMs09:07 - Why Foxconn, Jabil, and similar contract manufacturers matter10:04 - Why large factories still rely on massive manual labor12:20 - Why data centers are different from cheap consumer electronics13:49 - Security, strategic sectors, and why AI infrastructure belongs onshore16:26 - The first Bright Machines product: CPU compute servers for a hyperscaler17:58 - How the line works: modular stations, yields, and automation levels19:26 - Bright Designer and design-for-manufacturing feedback loops21:20 - Robots, sensors, traceability, and humans in the loop22:19 - Why time to market matters as much as cost23:31 - Yield and throughput: 98% line-level yields and up to 2x throughput25:25 - The Bright Robotic Cell and how the assembly line is structured27:35 - Reusability across products and when tooling changes are needed30:31 - Manufacturing as a service, not repair or field service31:24 - Growth, gigawatt-scale capacity, and output from a single site33:00 - Why current hyperscaler capex is not expected to slow near term34:45 - The bottlenecks before deployment: chips, components, power, permits36:54 - Bright Machines' three pillars: platform, data layer, and Bright Designer39:15 - Why humanoid robotics is exciting but not ready for industrial use41:16 - Where LLMs and newer AI tools can help the robotics workflow43:57 - The overlooked advantages of onshoring manufacturing in the US45:59 - What Bright Machines could build next: more complex electronics and future AI devices

In "How Nordian's Platform Enables Long-Haul Autonomy", Joe Lynch speaks with Co-founder and CEO of Nordian, Michael Schramm, about how Nordian enables long-haul autonomy by combining precise positioning, satellite connectivity, and edge intelligence into a single platform. About Michael Schramm Michael Schramm is Co-founder and CEO of Nordian, the positioning and connectivity platform for Physical AI, delivering centimeter-level GNSS corrections, satellite connectivity, and fleet lifecycle management to some of the largest industrial OEMs in the Americas. A serial entrepreneur with 15+ years of executive leadership, he is a founding partner of Ambush, an applied AI engineering firm; co-founder of Echo54, an advanced sensing R&D company serving US and allied government agencies; and founder of GOAT, an acquired consumer micro-mobility company. Across nearly two decades of building companies that operate in the physical world, he kept running into the same failure point: machines break when positioning and connectivity aren't engineered as one system. Nordian exists to fix that. About Nordian Nordian is the positioning and connectivity platform for Physical AI. One platform delivers centimeter-level GNSS corrections, integrated satellite connectivity, and fleet lifecycle management to industrial OEMs across transportation, agriculture, and mining. Headquartered in Austin, Texas, and deliberately launched in the hardest environments on Earth, Nordian built South America's largest PPP-RTK network, and its platform serves 80% of the region's 20 largest agricultural OEMs. Proven where networks fail and machines can't, Nordian is now expanding globally to power autonomous operations at scale. Key Takeaways: How Nordian's Platform Enables Long-Haul Autonomy In "How Nordian's Platform Enables Long-Haul Autonomy", Joe Lynch speaks with Co-founder and CEO of Nordian, Michael Schramm, about how Nordian enables long-haul autonomy by combining precise positioning, satellite connectivity, and edge intelligence into a single platform. Physical AI is a Connectivity and Processing Challenge, Not an AI Model Problem: Current AI systems are fully capable of handling autonomous navigation, but real-world physical AI is constrained by connectivity and real-time processing capabilities. Offloading critical decisions to back-end cloud servers introduces latency, which is dangerous for heavy machinery like a 25-ton autonomous truck moving at highway speeds. Edge Computing and Local Inference Eliminate Deadly Latency: To operate safely without reliance on uninterrupted internet access, 100% of mission-critical decisions must occur directly on the device using edge computing. Nordian provides the local processing capacity needed for real-time inference, allowing autonomous vehicles, drones, and heavy equipment to operate safely in "air-gapped" environments or during brief network dropouts. Centimeter-Level Positioning Replaces Imprecise Traditional GPS: Standard GPS provides meter-level accuracy, which is acceptable for route navigation but unacceptable for vehicle control, lane-level autonomous driving, precise geofencing, or row-crop agriculture. By combining satellite signals with dedicated ground reference stations to calculate real-time differential corrections, Nordian achieves centimeter-level accuracy required for absolute control. Integration Burden is the Primary Bottleneck for OEMs: Equipment manufacturers historically acted as their own integrators—trying to bolt together separate vendors for chipsets, satellite bands, cellular modems, and edge computing. Nordian abstracts this complexity by unifying precise positioning, resilient connectivity, and edge intelligence into a single plug-and-play factory-installed package with an SDK for custom software development. A Multi-Band "N+3" Connectivity Model Bridges the Connectivity Gap: Autonomy dies where cellular coverage fails, particularly across the 71% of U.S. roadways located in rural environments. Nordian solves the connectivity gap by layering cellular networks, L-band communications, and low Earth orbit (LEO) satellite constellations (including integrated Starlink connectivity) into a redundant system capable of rapid sub-10-second signal convergence. Agricultural Battle-Testing Translates Directly to Transportation and Logistics: Before expanding into long-haul trucking and yard logistics, Nordian proved its system in South America's harsh agricultural environments, building a massive reference station network across Brazil and Argentina. This foundation enabled them to capture 80% of the top 20 agricultural OEMs in the region—proving the technology where infrastructure is non-existent and atmospheric interference (scintillation) is severe. Autonomous Technology Target Long-Haul Workloads to Improve Quality of Life: Autonomous technology is positioned to address structural labor shortages by replacing high-turnover, long-haul routes (where drivers are away from home for weeks) with fully autonomous systems or human-augmented modes. This shifts human operators toward last-mile and short-haul jobs, improving driver safety, operational utilization, and overall work-life balance. Learn More About How Nordian's Platform Enables Long-Haul Autonomy Michael Schramm | Linkedin Nordian | Linkedin Nordian Contact Nordian Nordian Authorized to Resell Starlink High-Speed Internet to Businesses & Enterprises. Nordian Expands High-Precision GNSS Positioning to Brazil Through Strategic Partnership with u-blox Federal News Network's Space Hour Podcast - Connecting devices out in remote regions Fierce Network - Nordian authorized to resell Starlink internet to businesses and enterprises Ending the 60% Waste: The Radical Shift Trucking Needs Right Now The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

Tariffs bought this industry a window. Ramiro Gutierrez, President of North America, ZF Group, is not convinced we are using it.He has spent 30 years in the automotive industry, and he left it once. Aerospace turned out to be slower than he expected, with cycles running roughly five times longer, and he returned to ZF for engineering. What he came back to is a company spending around 8% of revenue on R&D and now under real pressure to prove that money produces a return.That pressure is where this conversation starts, and it goes somewhere most tier one interviews do not. Ramiro walks through what his Chinese customers are doing with hardware ZF has already put on the vehicle. A customer looked at ZF's active suspension and figured out that lifting a wheel lets you change a flat tire without a jack. At CES, ZF showed a tire-noise function built from a damper and a chassis sensor, both already on the car. Same hardware, new functionality, software doing the work.Meanwhile, the Western specification book has been growing for a hundred years, page after page, all for good reasons, until it moved past anything a customer can feel. The cost is real, and the value is not.Ramiro is direct about tariffs. He calls them a tool in the sandbox, useful for buying time. He is just as direct about what happens if the industry spends that time defending the status quo instead of closing the gap.Then there is the leadership half of it. He is president of ZF North America and head of the global steering business unit, sitting between a German foundation owner under enormous pressure and a workforce spread across the US, Mexico, and Canada. His answer to that complexity is not a new org chart. It is communication treated as an investment, people sent to see other realities with their own eyes, consensus built and then closed, and accountability that sounds like “where are we” rather than “why didn't you.”The clock is running. Ramiro believes the future is bright. He also believes we have to move.Themes Discussed in this EpisodeCreating value through software, not more hardwareWhy Chinese OEMs adopt technology fasterTariffs as a tool with an expiration dateThe hundred-year specification problemCommunication as a leadership investmentPositive accountability without micromanagementLeading a German-owned business across three countriesEngineering ambition meeting financial disciplineThis episode is sponsored by Lockton, click here to learn more

Most people think the aerospace supply chain is crawling back to normal after the pandemic. But that's not what's happening. The industry is scaling in a permanently elevated demand environment. Commercial aviation is rebuilding. Defense budgets are structurally higher. New platforms like EVTOL, drones, hypersonics, and space are moving into production. This isn't a strain; it's a structural transformation. And in a world obsessed with engines and airframes, the real leverage sits in the smallest parts. At the same time, complexity is rising. Aircraft are lighter, more electronic, and more integrated. Tolerances are tighter, and the margin for error is gone. This is where FDH Aero comes in: distribution reimagined as a strategic capability. In a high-velocity, high-complexity market, reliability becomes a strategy. How is FDH embedding itself within OEM production lines while operating under private-equity intensity? And what kind of leadership does that require? In this special replay episode, I'm joined by the CEO of FDH Aero, Ian Walsh.  We unpack how FDH Aero scaled to a billion dollars by mastering the parts that make flight possible. We also discuss why the next decade of aerospace growth may be less about building more airplanes and more about controlling the hardware layer beneath them. You'll also learn: Why aerospace supply chains aren't “recovering”; they're structurally transforming How a single missing bolt can shut down a billion-dollar production line Why distribution is becoming a strategic layer, not just a transactional one The difference between organic growth and inorganic scale in a fragmented supply base How private equity is accelerating consolidation in aerospace and defense Why value creation in PE is about process discipline, not short-term spikes The leadership shift required when moving from public OEMs to PE-backed companies Why smaller, lighter, more electronic platforms will reshape parts demand Where the real upside sits: commercial, defense, business aviation, or emerging platforms How embedding into product development cycles creates long-term supply chain “stickiness.” The mindset difference between statistical improvement and “luck wrapped in chaos.”   About the Guest Ian Walsh is the CEO of FDH Aero. He brings over 35 years of executive leadership across the U.S. Marine Corps, commercial and general aviation, defense, and industrial end markets to FDH. Most recently, Walsh served as Chairman, President, and Chief Executive Officer of Kaman Aerospace Corporation, a provider of highly engineered components and subsystems to commercial aviation, aerospace, defense, and medical end-markets. At Kaman, Walsh led the evolution of the global company into customer-centric operating segments. Before that, Walsh was COO at REV Group, Inc., a provider of specialty vehicles and related aftermarket parts, and spent more than 15 years in operational and P&L leadership at Textron, Inc. At both companies, Walsh drove new product development and process optimization. Earlier in his career, he served as an officer and naval aviator in the U.S. Marine Corps with combat tours in Somalia, Haiti, and Bosnia. He is a certified Six Sigma Black Belt in operations and continuous improvement. Connect with Ian on LinkedIn.    About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers. Since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Resources For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/.  

In this episode of 50 Shades of Green from Climate Group, hosts Adam Lake and Katie Lanegran welcome back transport correspondent Ricky (Richard Parker) by popular demand for a deep dive into corporate fleet electrification. Fresh off the release of EV100's annual Electric Realities Report, the conversation moves from high-level commitments to the practical realities of getting battery-electric vehicles on the road at scale. The episode features two rich interviews that map the full electrification journey. First, Ricky sits down with Brandon Jones from Ceres and Santeri Palomäki from the We Mean Business Coalition. They unpack complementary resources designed for companies at different stages. Ceres' Driving Growth: Managing Transition Risks in Transportation report makes the financial and risk-management case for electrification—covering physical, market, and transition risks tied to fossil-fuel dependence, capital reallocation, and regulatory shifts. It stresses accounting for transport emissions across operations and value chains, securing leadership buy-in for science-aligned targets, developing time-bound EV strategies, and joining collaborative platforms such as Ceres' Corporate Electric Vehicle Alliance (CEVA) and Climate Group's EV100. Santeri walks through We Mean Business's freely available Business Action Checklists (including a dedicated India edition). The second interview features Adam Orth, Head of US Fleet at Siemens. Siemens has electrified 50% of its roughly 8,000 US vehicles—spanning light-duty sedans, SUVs, pickups, medium-duty assets, and even early heavy-duty tractor trailers and yard spotters across every climate and geography. Adam shares how the company shifted from asking “which EV should we buy?” to “what does the job actually require?” That mindset unlocked operational redesigns: many small vans were carrying far less payload than assumed (or mostly air), leading to right-sizing into more suitable models (including a phased transition via ICE Equinoxes that prepared teams for the EV versions). Drivers now operate smart vehicles with one-pedal driving, advanced safety features, and 300–400+ mile ranges that meet real duty cycles.Adam is candid about remaining gaps—especially medium-duty vans with high payload needs—and the value of peer networks (EV100 and CEVA) in aggregating demand so OEMs can close those gaps. Change management has been continuous: custom training videos, ongoing education even after a year of driving, and treating electrification as an opportunity to improve efficiency rather than a one-for-one fuel swap. His three pieces of advice for companies just starting: begin with the work (not the vehicle), don't wait for perfect (electrify the easy routes first and learn), and don't go it alone.Throughout, the hosts and guests emphasize that electrification is operational systems change—not merely swapping powertrains. It forces companies to re-examine payload, routing, gear, employee behavior, and fuel-price risk. The consistent message across NGO guidance and corporate practice is clear: start now, share lessons, and scale what works. Listeners leave with concrete entry points—whether they still need to win the internal business case, need a step-by-step checklist, or are ready to move from pilots to majority electrification.Resources mentioned include the EV100 Electric Realities Report (climategroup.org), Ceres' Driving Growth report and CEVA, and We Mean Business Business Action Checklists. The episode closes with a look ahead to Climate Week NYC transport conversations (charging access, power availability, and vehicle affordability) and a preview of next week's guest.Tune in for actionable insights from the companies and coalitions already proving that large-scale fleet electrification is not only possible—it's underway. Hosted on Acast. See acast.com/privacy for more information.

Jon Zalar, founder of IWTG Consulting, joins to discuss broken blade bolts, cracked pitch bearings, loose root inserts, and early detection. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining light on wind energy’s brightest innovators. This is the progress powering tomorrow Allen Hall: Jon, welcome back to the program.  Jon Zalar: Thanks for having me.  Allen Hall: Uh, last time I saw you, we were in Melbourne- Yep … at WOMA 2026, and that was a huge event. We know we’re gonna do it again next year in March three, the 3rd through the 5th, so you’re invited back, of course- I can’t wait … if you can make it. Yeah. Yeah. It’s gonna be, it’s gonna be a good time. A lot is happening in the blade world and in the wind turbine world more broadly. A lot of things we’re hearing right now are related to blade bolt connection, pitch bearing inserts still. A lot of that still happening in the United States. What is the current status of, uh, the blade connection issues in the US? I,  Jon Zalar: I feel like it’s a growing [00:01:00] issue, not super, super fast, but it seems to be getting a little worse. There’s, you know, more bolts breaking at that joint. Um, pitch bearing cracks are, seem to be pretty common. There’s different solutions for it, and then, you know, the root inserts are another thing that we’ve talked about before that seem to be happening more and more, or maybe more and more people are finding them ’cause they’re looking. Allen Hall: What are the first indications that you have a blade bolt or some sort of joint issue at the root of a blade? What can you see?  Jon Zalar: A bolt laying in the hub bouncing around. Um, you know, from like a– looking at it from, like, the sensors on the turbine, it’s really hard to tell unless it gets really bad. Uh, some of the OEMs have some analytics developed to kinda start to indicate if there is a aero change because there’s missing bolts or root inserts are coming out, and they’re using that as a way to go figure out which ones to go inspect first. Allen Hall: Really? Yeah. You think [00:02:00] the SCADA data will give you some indication that you have a, basically a little bit of a loose blade?  Jon Zalar: Yeah. I, I, I think because the number of turbines and the number of data points you have, I think there is a pretty good analytic out there right now.  Allen Hall: Wow. All right. I think a lot of our operators have not taken advantage of that. Is, is that just b- based on the high-speed data, SCADA data, or is it low-speed data you could see that same effect?  Jon Zalar: I believe it’s on the low-speed data as well, but I bet the high-speed data was used to kinda develop it.  Allen Hall: Wow. All right. So that’s a huge help to operators. Yeah. So what are you looking for if you’re looking through SCADA data, what would be the couple of markers there that say, “Hey, maybe we ought to go look up at the– in the hub”? Jon Zalar: I don’t know exactly what they’re using, but they would basically look for maybe an imbalance or looking for certain components that are being overworked.  Allen Hall: Oh, sure. Okay.  Jon Zalar: Yeah.  Allen Hall: So your pitch actuator may be getting a little bit overworked. It would seem like one of the places- I think that, yeah … that would get loaded, right? Jon Zalar: Mm-hmm.  Allen Hall: Okay. [00:03:00] And any vibration monitoring going on? Because it, it, uh, in some cases you’re– I’m hearing, like, millimeter gaps-  Jon Zalar: Correct. Yeah …  Allen Hall: between the blade and the pitch bearing.  Jon Zalar: So probably a combination of the ALC sensors, at least on a GE turbine, looking at that. But the PCH box also is looking at the tower vibration, so it could be a combination of all three. I don’t know the exact- Okay … details, but between all of that, I think there are some analytics that kinda say, “Hey, go take a look.” And then I think there’s some other companies that have- tools that go monitor it.  Allen Hall: Mm-hmm.  Jon Zalar: Dial indicators remotely or even, you know, people going up there with dial indicators to go kind of rotate the rotor and kind of see if there is gapping between the blade and the pitch bearing. Allen Hall: Is that a safe situation in your– from the gapping? I’ve heard this where they’ve basically took shims and they’re trying to measure this gap or some sort of dial indication. Is that a smart thing to do? Is it even reliable to do it that way? [00:04:00] Jon Zalar: I, I, I think there’s some reliability there. And like, you know, these are really big parts, right? So like a little bit of gap, it, it’s probably expected to a point, but growing gaps is where you should be a little more scared.  Allen Hall: So you’re– you would have to go do that quarterly, monthly, weekly? How, how often would you have to do it to see the progression? Because I’ve heard stories of, uh, a couple of weeks from nothing to hub crack to, “Oh, it took a year or more.” Jon Zalar: I think it depends on the issue. I think for– if you’re looking at that, the bolted joint itself between the root inserts and the, uh, bolts breaking itself, I, I think they’re doing about quarterly. Now, the pitch bearings inspections are also quarterly. They’re al- they’re, they’re leveraging the drone inspections for the blades, and they’re looking at the pitch bearings to see if they’re cracked, right? Uh, you guys are doing that too.  Allen Hall: Okay.  Jon Zalar: I think Coraly is doing a good job mitigating the risk, feels like.  Allen Hall: Wow. All right. [00:05:00] Yolanda, looking at pitch bearings, you’ve looked at a lot of drone images in your lifetime. Mm-hmm. How much can you see on drone images on pitch bearings? Can you see cracks and, or y- or do you see grease, which is a really indication that something is wrong in the bearing? Yolanda Padron: You can see grease. You can see the cracks pretty, pretty well. Yeah. The drone images are, are really high quality. Uh, but you did mention that it’s something that you’re seeing a lot more. Is it because there’s a lot more aging fleets, or is it a problem with a lot of the new turbines that are coming online? Jon Zalar: I, I think it’s an, I think it’s a more of a fatigue problem, so the aging of the fleet. And also, I think more people are looking at it, right? ‘Cause, like, initially the drones that were looking for blade cracks weren’t looking at pitch bearings, but then pitch bearings started cracking, so now they added that to whatever they buy off the drone companies, right? Go look at my pitch bearings, for example.  Allen Hall: Hmm.  Jon Zalar: So I, I think it’s a problem of the more you look sometimes, the more you find.  Yolanda Padron: Hmm.  Jon Zalar: Yeah.  Allen Hall: So we [00:06:00] have root insert issues, which are being addressed by a couple of different companies- Yes … uh, uh, with somewhat similar solutions. OEM is offering one right now also. Jon Zalar: I, I think there’s three solutions. There’s two uptower that are basically looking at ways to go fill the void between the root insert itself and the blade root. Um, and I– there’s another company that’s also more of a downtower solution where they’re actually, like, r- drilling out the root inserts and putting new ones in that are gonna last better, longer. Allen Hall: Okay. So the drilling out is, would be CNC onsite. Correct.  Jon Zalar: Yeah.  Allen Hall: And they’re based over in Europe. But th- the drilling out is a take the blade down, set it on the ground sort of- Yeah. Right … doing really fine machining on the, on the blade itself. So that, that’s a different, completely different insert that’s going into that-  Jon Zalar: Correct Allen Hall: new hole or- Yep … clean hole, right? So it’s a, just a, uh, totally different kind of product versus trying to inject [00:07:00] some s- sort of epoxy or resin into the, the void.  Jon Zalar: Right. Yeah. Uh, I mean, you would prefer to do it uptower. It’s gonna cost you less money.  Allen Hall: Sure.  Jon Zalar: But you wanna make sure you do it right, so I think, uh, I do foresee it being a combination of both solutions kinda going forward. Allen Hall: Is it dependent upon, like, how much damage has been already done, or what the fatigue w- uh, an estimate on what the fatigue life is?  Jon Zalar: I think it’s strictly on measurement perspective right now. So how much gapping you have, um, kinda determines what potential solutions you have.  Allen Hall: So the gaps aren’t big, right? So the, the gaps I hear are one millimeter is k- kind of sort of start a problem.  Jon Zalar: Mm-hmm.  Allen Hall: Three millimeters is, “I need to be making decisions.”  Jon Zalar: Yeah. So- That, that’s what I’ve heard, too. Yes.  Allen Hall: Three millimeters is about a eighth of an inch.  Jon Zalar: Mm-hmm.  Allen Hall: So it’s not a lot of m-  Jon Zalar: But you can see sunlight through it if you’re s- down there. Allen Hall: Okay. That’s not… Well, you should see. That’s not  Jon Zalar: good either. Yeah.  Allen Hall: Right. Okay. So in a, in a three millimeter situation then, you’re doing what? [00:08:00] Jon Zalar: You’re trying to decide if the uptower solutions are something you wanna go try, ’cause they’re still in the trial mode from my understanding or-  Allen Hall: Okay …  Jon Zalar: people are learning a lot. So I think when you get to that point, you’re calling some of those companies to say, “Hey, I have this issue. I got a couple blades with, you know, .3. Can you guy- you guys wanna come take a look at it, see if your solutions, if you guys wanna go use it or not?” And then I think the ones that get too bad, from my understanding right now, is they’re, they’re replacing the blades. Allen Hall: So they’re taking the whole blade down.  Jon Zalar: Yes.  Allen Hall: And what’s the thought process in that? Uh, versus drilling out the inserts and putting new inserts in. Is there just a composite degradation that’s happened around those joints that it just puts it at risk or, or you have actually aged the blade much faster than you would otherwise have done? Jon Zalar: I, I think they aged that particular connection too much. So I, I- Wow … either between the [00:09:00] fatigue or lack of epoxy resin, w- whatever the actual root cause is for that root insert coming out, when it gets that bad, it’s like you’re not gonna be able to inject enough To make it adhere  Allen Hall: You can’t de-age it. Jon Zalar: Correct.  Allen Hall: Right?  Jon Zalar: Yeah.  Allen Hall: Bring back the youthfulness of the blade. Wow. All right. And we have seen this worldwide. I know in the, in the States you hear about it all the time, but it, this seems to be not a US- Correct … problem.  Jon Zalar: It’s a worldwide problem, yes.  Allen Hall: Okay. So if, if it’s a worldwide problem, are there more solutions on the way? I know you talked about three of them already.  Jon Zalar: I have not heard of any other ones except those three as of today.  Allen Hall: Wow.  Jon Zalar: There could be other people working on it. I think there should be.  Allen Hall: So, yeah. You would think so, yeah. So we’ll, I guess we’ll eventually hear about it on the podcast. Usually people with technology will contact us. They might call,  Jon Zalar: yeah. They might call you, they might call you tomorrow.  Allen Hall: Sure, they may. So that leads to sort of a subsequent issue, which I think is getting grouped together. So the [00:10:00] hub crack, pitch bearing crack, root insert pullout issue is also discussed with blade bolts being broken.  Jon Zalar: Correct.  Allen Hall: Are they related or are they separate engineering problems? Jon Zalar: If you look at them individually, you’d probably come up with some separate answers, but if you combine them all together, you kind of start looking at is there too much loading happening in the leading and trailing edge of the blade? ‘Cause the hub cracks, the root inserts, and the blade bolts, from my understanding, are happening at those two highly loaded areas of the, the blade or that whole rotor connection. So I mean, I do feel the root cause is probably a little higher loads than anticipated.  Allen Hall: I think everybody’s talked about when they’ve done the injection method and the drilling method, all they’re discussing is leading edge, trailing edge.  Jon Zalar: Yes.  Allen Hall: And how– It’s a question of how many- Correct … are you gonna replace. So th- [00:11:00] that’s, those are the two highly loaded spots on the bolted connection.  Jon Zalar: Correct.  Allen Hall: And that’s where blade bolts are also breaking or, or the bolts breaking elsewhere around the periphery?  Jon Zalar: I don’t have all the data, but what I had seen, it’s very similar areas.  Allen Hall: So if you don’t pull the insert out, you’re then loading the bolt. Cr- Right It’s one or the other, right? Right. Yeah. So the, the, the load path is the load path, so it’s coming through the insert into the bolt. Bolt’s carrying it into the pitch bearing. Pitch bearing’s carrying it into the hub.  Jon Zalar: Correct.  Allen Hall: Hub carrying it downtower. So eventually, one of those, uh, links in the chain is- The weakest. Yeah … is, is the le- is the weakest. What is it about blade bolts that is so dangerous? We hear– we walk onsite to an O&M building, there are signs saying, you know, “Pay attention for loose bolts. Look around on the ground for loose bolts.” We’re gonna– and as electrical engineer, like, “Whoa.” Bolts should not be falling out of this tower. What i- what is that sort of sequence where a [00:12:00] bolt would escape from the nacelle?  Jon Zalar: So let’s just use one bolt. One bolt breaks, falls in the hub, bouncing around, doing some– potentially doing some damage inside the hub. And ’cause these turbines, you don’t need to go out there every day ’cause they do run pretty good, right? Right. You just do your regular maintenance. And if you don’t really know about that, ’cause, like, it bounces around for a while, then it usually gets, like, lodged behind a, uh, either center box or pitch cabinet or actually in the front sometimes. Kinda don’t know it happened. But, you know, frees itself up, keeps bouncing around, it, it could escape through the hatch covers ’cause, you know, people have to get into the hub anyway. And I’m sure a lot of people listening here that have sites, like, you know, probably found some bolts laying on the ground, which is a little scary.  Allen Hall: Right. So is, is the busting the hatch opening levers? I know there, there’s a couple different ways to get into that hatch. Yeah. But, uh, is it just completely busting the hatch? Yeah. So it’s– [00:13:00] okay. So you see a– so if you see a loose hatch panel, you have an issue. You probably gotta be careful about coming up on that turbine?  Jon Zalar: Potentially. A lot, a lot of hatches are, you know, not always maintained well.  Allen Hall: Right. I’ve seen them, I’ve seen loose ones, yeah.  Jon Zalar: Yeah.  Allen Hall: Okay. So that, that would be a sign that– but though if, if you’re approaching a turbine, one look on the ground. And Yolando, you, you’ve seen a lot of turbines. So are you, are we looking on the ground and seeing what’s around the turbine before we approach the turbine now? Yeah. Just, just a sanity check?  Yolanda Padron: Yeah. Be aware also of what’s happening on site, right? Because if it’s some- if it’s a problem on site, you need to be extra careful when you’re approaching any turbine there. Uh, is it something that people maybe should start thinking about implementing, like, a sensors earlier on than when they’re seeing the issue actually happen?  Jon Zalar: Yeah. I, I, I think that’s a potential, ’cause it, the quicker you catch it, the less damage you’re gonna do, and it also reduce the risk of [00:14:00] it, um, falling out of the hub And I’ve worked with a couple of my, uh, customers for some, like, potential ways to detect it. Still kind of trialing it right now. But I, I do think there’s gonna be some benefit from a safety reduction, but also from a strictly a damage. ‘Cause, like, you get a couple bolts bouncing around there, and you bang up some cabinets or some pitch motors, that’s expensive and hard to go fix.  Yolanda Padron: Yeah, we were talking about it earlier too. Like, it goes down, it can hit a transformer, it can hit, like, a truck or someone.  Jon Zalar: Chance of it hitting someone. Yeah. I mean, I don’t care what hard hat you have on, it’s not gonna do anything.  Yolanda Padron: Yeah.  Allen Hall: So what kind of sensor should you be putting onto the turbine if you don’t have access to the SCADA data or you don’t know what the correct algorithm is to suss out there’s something wrong up there? But a, a bolt breaking is not gonna be something that a SCADA would even pick up, I don’t think. One bolt out of the whole- Yeah. No.  Jon Zalar: No way. Okay. I mean, there’s a– I think there’s, like, [00:15:00]one company looking at more of a, like, mechanical way to, like, prevent the bolt from coming out. I forgot the name of it. Allen Hall: Okay.  Jon Zalar: Um, and then what I was looking at was more of a, like, you know, microphone type detection to kind of listen for that.  Allen Hall: It would make a lot of noise.  Jon Zalar: Yeah. It seems like it works. It, um, yeah, still more development needed on my end.  Allen Hall: So- The engineer in me was, is saying, “Why are we not putting strain gauges on bolts?” I picked on the leading and the trailing. It’s like right dead center there to look at, even if it’s just two strain gauge bolts to see what the loads are.  Jon Zalar: So like there are s- there are bolts that are, or that are made with the strain gauges built in that you can use to go, you know, monitor that. But you also need to understand like what was the design intent. So unless you’re working with the OEM, you don’t really know what you’re seeing is good or bad. You just say, “Oh-  Allen Hall: You just see a number.  Jon Zalar: Yeah. Right. I mean like, and if you install, I don’t know, four, you’d be like, “All right. Leading and trailing edge are higher [00:16:00] than the other two.” Well, yeah, it’s supposed to be, but like is a 10% difference expected or not expected? Allen Hall: Is that something where if you’re, especially if you’re in a full service agreement, and a lot of these turbines are- Yeah … for the first couple of years, if you were to do that, it’s something you would just say to the OEM, “Hey, this is, these are the loads we’re seeing from the strain gauges on these bolts. Does this make sense to you?” Or, or would an OEM just not even respond to that kind of inquiry?  Jon Zalar: I mean, I think it’s all about relationship with the OEM. I, I, I think  Allen Hall: it- I think they would wanna know.  Jon Zalar: I have a feeling they probably are looking.  Allen Hall: Okay.  Jon Zalar: I mean, ’cause I mean they have the test turbines too that they probab- that, that I know they have instrumented heavily. Allen Hall: Yeah. So they, they’re probably getting at least some feedback. Th- that’s the problem. Yeah. And you worked on the other side, right? I have. So you worked for an OEM doing the RTAs. The first problem is you don’t have data, so now you gotta go get the data.  Jon Zalar: Correct.  Allen Hall: And that data is not available tomorrow. No. ‘Cause you’re gonna have to go run some sort of design of experiment to go figure out if [00:17:00] there is even a true problem or even what the root causes could be.  Jon Zalar: And it, and it’s expensive to go instrument a blade and get the data back at the right speed and connected to the turbine data. I mean, I rem- I, I used to say it’s about like 300 to 500,000 to go put a couple gauges on a blade just with all the equipment you need to get the data correct. Allen Hall: To get the right data.  Jon Zalar: Get the right data at the right frequency connected to the controller. It’s, it’s very expensive.  Allen Hall: Wow. Okay. Yeah. I, I don’t, I don’t see a lot of operators doing that.  Jon Zalar: And especially connecting it to the operating data, right? So like if you go put a strain gauge and I don’t know, you’re curtailed, you’re only making, I don’t know, a megawatt- Doesn’t matter. And if you don’t know what the turbine’s doing and you’re looking at this, like, strain gauge data, it’s really hard to correlate anything.  Allen Hall: So you need a full suite of data. Yeah. That includes weather data- Yeah … at some level, right? Gust winds and- Oh,  Jon Zalar: yeah …  Allen Hall: average wind speed. You need the anemometer. You need which, which way [00:18:00] the n- cell’s pointing. Y- uh, you would need a lot of information- And what the controller’s- … to even suss it out …  Jon Zalar: and what the controller’s doing, right? Right. ‘Cause, like, every turbine, the controller’s trying to, like, you know, balance the rotor the whole time. It’s trying to, you know, micro pitch depending on what the winds are doing. And if you don’t know what all that stuff’s doing, like, it’s really hard to correlate a strain gauge measurement to is that bad or not.  Allen Hall: It’s a complicated problem.  Jon Zalar: Yes. That’s why RCAs take, you know, a long time, and they’re not done in two weeks.  Allen Hall: No, they’re done in a year.  Jon Zalar: Yeah.  Allen Hall: Typically, or longer. So what should an operator be thinking about now? If, if we s- get our drone images back, we’re scanning through them like, “Oh, there’s a crack” What am I doing next besides calling you and connecting to your LinkedIn page?  Jon Zalar: So right now with the pitch bearing crack, um, some of the OEMs are providing stiffener plates to put over the crack and try to run it. Allen Hall: So that’s a doubler plate, basically. A double plate. Doubler  Jon Zalar: plate, yes. [00:19:00] Allen Hall: Yeah. Okay. So even in a, in a crack scenario, that pitch bearing, if given mechanical support, can run like that?  Jon Zalar: That’s my understanding, yes. That, that potentially could run for some period of time. I don’t know if it’ll make it 20 years or not, but it’ll buy you time for sure. Allen Hall: Does that involve a crane to do that work or is that just… My recollection, that was in pieces, like there, it’s not a ring, it’s a, a couple of pieces that you’d be able to bolt on without taking the-  Jon Zalar: No, it’s a- … blade down … it’s a, it’s a single piece that-  Allen Hall: It’s like a single casting kind of thing.  Jon Zalar: Right. And I, I think you need some like small crane, like a jig crane or one of those-  Allen Hall: Just to support the blade while you do it? Jon Zalar: And to go put it in, right. Okay. Yeah, I don’t think, you’re not taking the blade off. You’re not taking the  Allen Hall: blade down.  Jon Zalar: Correct. Yeah. It’s, it’s done with the blade up there.  Allen Hall: Okay.  Jon Zalar: You’re putting new, putting longer studs in and putting the plate on.  Allen Hall: So first step is let’s get the joint reinforced. Right. That’s the easy first step.  Jon Zalar: Right. Although there has been some cases where since [00:20:00]you’ve put that stiffener plate on, the loads get spread out to the end of the plate, and then you- Sure … you could see cracks there.  Allen Hall: Okay. All right. So the loads- It, that- … have to go somewhere …  Jon Zalar: loads have to go somewhere. That’s, that is a bottom line. Allen Hall: All right. So you’re just changing where the load path is, so you have to be cognizant of that. Okay. Sure. Fine. But if you have, uh, especially in the United States, you don’t have 10 of these turbines, you have 50, 100- 100 … 200, 300 of these things, or thousands as it, as it turns out. Are there simple solutions that can be applied to, just to give me a sense, like that turbine’s having a problem, but the one next to it’s not, and, and just, just from a maintenance spin standpoint where I’m not just blanketing everything and trying to do everything to all these turbines at once, how do I, how do I manage this? Jon Zalar: I, I think it’s like being very observant. So like, you know, making sure you’re looking at the pitch bearings from the drone images, right? Um, also talking [00:21:00] to your maintenance people like, “Hey, are, are you finding a bunch of broken bolts? Like, what positions?” Like, you know, if I was back at the OEM, I would like to have as much data as possible on this issue. Like how many bolts are, when did you find them, what positions? A lot of times we, when I was there, like we would not get all that information, so it’s like really hard to run an RCA without that information.  Allen Hall: Sure. Yeah, where did this bolt break in the ring?  Jon Zalar: Right.  Allen Hall: Could tell you a lot. Is it just a b- bad lot of bolts, or is it something more load related? Jon Zalar: Correct.  Allen Hall: Wow. Okay.  Yolanda Padron: Yeah, I think that’s a really good point, too, to make sure that you’re connected with like every stage of the operations. ‘Cause I know that everybody’s obviously really, really busy on a wind farm, but it’s really common for like an engineer to have certain data and the site team to just be running around and having a lot of data, but maybe they don’t realize that, oh, it’s important to know how many bolts per tower are coming down. Jon Zalar: Correct. Yeah  Allen Hall: That’s a lot of work  Jon Zalar: It definitely-  Allen Hall: It’s a tremendous effort if you’re gonna [00:22:00] go after this problem and, and solve it RCS  Jon Zalar: are hard. They  Allen Hall: are. Yeah. All of it. Yeah. Machines are complicated today. There’s a lot of computer-driven s- things about them, and then you have these loading issues, and you have composite materials. Th- there’s just, y-  Jon Zalar: you got to get- It’s a very complex  Allen Hall: It’s a machine, right? Yeah. It’s a complex machine. So how do people reach out to… You’re, you’re the head of IWTG, which is based in South Carolina, but you do consulting worldwide. Yes. And, and you are a huge resource because you understand the complexities of these problems. How do people get ahold of you and, and get something started if they have a, a, a blade bolt issue or an insert issue or a cracked pitch bearing? Where do they start?  Jon Zalar: They can send me an email, jzalar@iwtgconsulting.com.  Allen Hall: Okay. And you have a great LinkedIn page, so you can connect with you on LinkedIn.  Jon Zalar: Yes. Yeah, I have one  Allen Hall: of those. Yes. Or you could just come to WOMA in [00:23:00]2027. Yeah. You can. You can meet John there and, and arrange everything there. So John, it’s great to see you, and thank you for coming up. We, uh, we’re recording this at the world headquarters of Weather Guard Lightning Tech, and, uh, John just lives down the street in, in, in US terms. Yeah. So it’s, it’s great to have John come and visit us up here in North Carolina. So John, thank you so much for joining us.  Jon Zalar: Thanks for having me. Appreciate it.

Send us Fan MailMachinery manufacturing is among the most operationally complex segments of the ERP market, with business requirements varying significantly across OEMs, component manufacturers, distributors, field service organizations, and equipment rental companies. Many organizations also operate multiple business models under a single corporate structure, adding further complexity to ERP selection. As a result, choosing the right ERP system requires more than evaluating company size or feature lists. It demands a clear understanding of the organization's unique combination of manufacturing, distribution, service, and rental processes to ensure the platform supports both current operations and long-term growth.In this episode, our host Sam Gupta discusses the top Machinery Manufacturing ERP systems in 2026. He also discusses several variables that influence the rankings of these ERP systems. Finally, he shares the pros and cons of each ERP system.Video: https://www.youtube.com/watch?v=xP_jGo2xmMERead: https://www.elevatiq.com/post/top-machinery-manufacturing-erp-systems/Questions for Panelists?

Steve Boecker shares his extensive journey in the aviation industry, detailing his early passion for aviation, and reflects on his time at FedEx, Pratt & Whitney, and Delta Airlines.  We discuss various aspects of the aviation engine market, including current trends in lease rates, the reliability of engine types, and the expectations from OEMs regarding engine performance. He emphasizes the importance of managing costs in engine maintenance and the impact of new technologies on the market.  We also touch on the disruptive nature of companies like FTAI in the engine market.

- Nissan Turns Corner, Posts Net Profit - Mitsubishi Improves Finances - Yen Crisis Helps Japanese OEMs - CATL Now 3rd Largest Global Auto Supplier - American Rheinmetall Gets U.S. Army AV Contract - Jetta Brand Moves Away from VW's Styling - Hybrids Power Honda, Hyundai and Kia Sales - Mahle Turns to Sheep for Cabin Filters

- Nissan Turns Corner, Posts Net Profit - Mitsubishi Improves Finances - Yen Crisis Helps Japanese OEMs - CATL Now 3rd Largest Global Auto Supplier - American Rheinmetall Gets U.S. Army AV Contract - Jetta Brand Moves Away from VW's Styling - Hybrids Power Honda, Hyundai and Kia Sales - Mahle Turns to Sheep for Cabin Filters

Resilience is the most used word in automotive, and one of the least staffed functions in it. It turns up in board decks, on conference panels, and in webinar titles, and then the next disruption hits, and the response doesn't look any different from the last one: a war room, a handful of empowered people, and a lot of luck.In this episode, Jan Griffiths and Tom Roberts sit down with Ambrose Conroy, CEO of Seraph, to put structure behind a phrase most leaders use loosely. Ambrose built his firm on crisis work, and his answer to the resilience question isn't a mindset. It's an org chart. Build an office of resilience, staff it full-time, and have it report to the CEO or the board.The model already exists outside automotive. Shell and Apple run standing teams that watch their value chains down to raw material pricing, and Apple's got roughly 100 people doing it. Toyota does the same work without giving it a name. What separates them from most OEMs and tier ones isn't intent. It's the ability to see across their own data.That's where most companies stop. Multiple ERP instances, disconnected PLM systems, and dozens of cross-reference tables make it slow to answer a simple question: what stops if the rare earth supply is disrupted, or if an earthquake takes out a plant in Japan? Ambrose and Tom are blunt about what dirty master data does to AI. It drifts. It hallucinates. It returns alerts nobody can act on.Speed is the second half of the argument. In the Novelis disruption, three OEMs faced the same problem. One had an alternate capacity locked in within 48 hours. One followed the full qualification process and lost weeks. The third didn't really know what was going on.The mindset shift is the hard part, and Jan says so plainly about her own years running the supply chain. Nobody wants to fund headcount against a risk that hasn't happened yet. The leaders who fund it anyway will be the ones still shipping when the next choke point closes.Themes Discussed in This EpisodeWhat an office of resilience actually doesWhy resilience fails as a part-time assignmentBoard and CEO ownership of enterprise riskMaster data as the foundation of risk visibilityChoke points, commodities, and what-if modelingThe end of the annual cost-downDecision speed as a competitive advantageMeasuring resilience against competitorsThis podcast is powered by QAD RedZone.Featured GuestName: Ambrose ConroyTitle: Founder and CEO of Seraph ConsultingAbout: Ambrose is the Founder and CEO of Seraph Consulting. He founded Seraph to solve complex, bet-the-business problems for clients and to be the go-to partner for driving operational excellence. Before founding Seraph, Ambrose served as Vice President of Supply Chain Solutions at NAI Global and led the West Coast Global Business Transformation Group at PA Consulting, where he specialized in due diligence, crisis management, and strategic transformation. He began his career as a consultant at CSC.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in the Episode:Seraph choke point analysis webinar deckEpisode Highlights[00:04:35] What an Office of Resilience Is: Ambrose anchors it to the board risk committee mandate. The office exists to protect your ability to deliver today's products and services, no matter what happens.[00:05:34] Seeing Across Your Own Data: The blocker isn't strategy. It's architecture. Most OEMs and tier ones have built systems that can't give anyone a cross-enterprise view.[00:07:57] AI Drifts on Dirty Data: Fifty reference tables and disconnected PLM systems produce alerts nobody trusts. Tom points out that's exactly where big data analytics projects fell over a decade ago.[00:09:04] If It's Not in the System, It's Risk: Working around the system of record feels faster in a crisis, and it's what leaves you people-dependent when things start going wrong, and people get tired.[00:13:44] The Cost-Down Era Is Over: Annual price decreases aren't coming back. Ambrose argues that if you're not running the what-if scenarios, the crisis and chaos will cost you far more than the five or ten strategic heads you didn't want to fund.[00:16:45] Who Owns It: CEO, CFO, or board. Anywhere below that, silos and politics kill it before it's produced anything.[00:19:42] Part-Time Doesn't Work: You need full-time people from finance, legal, supply chain, and strategy, led by someone with the standing to challenge peers. Ambrose calls it a grooming ground for future senior executives.[00:22:02] Three OEMs, One Disruption: The Novelis situation exposed the gap between empowered decision-making and process compliance, measured in weeks of lost capacity.[00:24:09] Measuring Risk You Prevented: Purchasing savings as a metric is done, and Ambrose points to an OEM that skipped a volume-specific contract to capture some. Success is relative now: how fast your organization absorbs disruption compared with direct competitors.Top Quotes[00:06:33] Ambrose Conroy: "It's not just getting out of China, it's not just regionalization, it's making sure you have business continuity moving forward, no matter what."[00:16:15] Ambrose Conroy: "So an office of resilience needs to be able to take that into account, and you need to have the data to do it. But you also need to have the organization, you need to have the will, and you need to have the sponsorship from a board level or a CEO level to make it work."[00:27:00] Ambrose Conroy: "There's a lot of choke points out there right now that could close, thinking through those proactively and comparing how your organization performs to those of your direct competitors is the cleanest way to measure the impact and success of the office of resilience."If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.

Listen in as Aviation Week editors Sean Broderick, Michael Bruno and James Pozzi discuss the recent comments from airframe and engine OEMs on the aftermarket, why the issue has surfaced now and whether a new aircraft-engine OEM business model is achievable.

What is the minimum level of leadership an aerospace company needs to survive constant change? Because technical excellence is not enough anymore. Aerospace and aviation companies are being pushed to move faster, scale highly specialized teams, cut through bureaucracy, and make decisions before every variable is known. But many are still promoting great engineers, operators, and technical specialists into management with almost no preparation for the job they are actually being asked to do. Then leadership wonders why information gets trapped, accountability disappears, teams slow down, and high performers burn out. That is the problem behind Matt Gjertsen's concept of the Minimum Viable Manager. The name sounds modest. The standard is not. At a minimum, managers need to know how to build trust, set clear expectations, and give useful feedback. Without those fundamentals, all the talk about innovation, speed, ownership, and high performance is just noise. You cannot scale technical capability if the people leading it do not know how to align a team, push performance, or create the conditions for others to succeed. And this matters because the aerospace companies pulling ahead are not just hiring better talent. They are building cultures that can move.  In this episode, I sit down with Matt, author of The Minimum Viable Manager and former Head of Training and Development at SpaceX. We talk about what aerospace companies can learn from SpaceX about hierarchy, ownership, and execution, and why technical expertise does not automatically produce strong leaders. We also discuss why companies that fail to develop managers alongside their workforce will eventually hit a wall.   What You'll Discover In This Episode  Why aerospace companies need a practical definition of effective management How trust, clear expectations, and useful feedback support technical team performance Why strong engineers and operators often struggle when they move into management What SpaceX can teach aerospace leaders about hierarchy, ownership, and execution Why fast-moving companies organize work around outcomes rather than inherited processes How leaders can push technical teams beyond their comfort zones without creating burnout Why responsibility must be accompanied by the authority to make decisions What separates aerospace companies adapting to change from those slowed by bureaucracy Why scaling the industry's technical workforce also requires developing capable managers   About the Guest Matt Gjertsen is the founder of Built Leaders and the author of The Minimum Viable Manager. A former SpaceX learning and development leader, Air Force pilot, speaker, facilitator, and trainer, Matt helps innovative hard-tech companies build leaders capable of guiding teams through complex, high-stakes challenges. Through Built Leaders, he works with aerospace, defense, and energy companies to identify the leadership issues limiting team performance and develop practical, behavior-focused solutions. Over the past four years, his programs have trained hundreds of leaders across more than a dozen organizations. Connect with Matt on LinkedIn, visit https://www.amazon.com/Minimum-Viable-Manager-Essential-Technical/dp/1774587270/ref=sr_1_1 to grab a copy of Matt's new book.   About Your Host   Craig Picken is an Executive Recruiter, writer, speaker, and ICF-trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Resources For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/. 

Rosemary Barnes, CEO and founder of Pardalote Consulting, joins to discuss their new grant-funded study of blade erosion and heat fatigue in Australia. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining light on wind energy’s brightest innovators. This is the progress powering tomorrow Allen Hall 2025: Well, Rosemary, welcome back to the show.  Rosemary Barnes: Thanks, Allen. Great to be here. For, it’s been a while since we did one of these one-on-one episodes, like a, yeah, a proper, proper guest.  Allen Hall 2025: Well, this is kind of a celebratory episode because your company, Pardalote Consulting, has been awarded, uh, some funding from the Australian Capital Territory’s government for the Energy Innovation Fund. Rosemary Barnes: It’s a really good program that the ACT government has to try and get energy innovation In the state. It’s not a state actually, it’s technically a territory. Little more than just Canberra, the city. Uh, but there are actually quite a few, like, really interesting energy-related companies here, partly ’cause of the, the fund I think helps, but also just tracing back like, [00:01:00] uh, y- you know, in the 20-teens, Australia had a really conservative government that hated renewable energy, and the ACT government had a commitment at that time to 100%, um, 100% renewable electricity for the, the government. And that was one of the only programs that was resulting in a lot of, um, you know, clean energy projects being built, and one of the conditions that they put on that, uh, for people that would win PPAs with the ACT was that you had to have your headquarters in Canberra. So we’ve actually got quite a few, quite a few really cool, innovative companies out of here. Um, like Neoen’s headquarters here. Windlab, uh, yeah, was, was founded here and still has a lot of people here. Pardalote obviously, and you know, a few other companies as well. So despite it being a small city of like, I don’t know, maybe it’s up to 400,000 or something people by now, um, yeah, there is actually quite a lot going on here for energy. Allen Hall 2025: And the Energy Innovation Fund is funded by the wind and solar operators in the area, and your particular [00:02:00] effort has really global consequences. You’re focusing on two areas involving how wind turbines survive Australia, but more, uh, of relevance is to just really tough conditions which exist not just in Australia but around the world. What two areas are you going to focus on?  Rosemary Barnes: Yeah. So the two focus areas are leading edge erosion and high temperature fatigue, which we can probably get into the definitions of those in a minute. But basically my, um– what led me to wanna have a project like this was that when I moved back to Australia in 2021, I– and I started working in O&M, uh, I noticed that the wind turbines that I would look at, the blades that I would look at here behaved really differently to the ones that I worked with overseas. You know, es- especially with leading edge erosion, like often I would be doing a condition assessment of a, you know, a new wind farm. Um, might only have been operating for, you know, two years. That’s a pretty common time for people to get in and do a condition assessment [00:03:00] because their warranty period is about to end and they wanna, you know, make sure that everything is okay. Um, and I would just notice that often, like 90, 100% of blades would already have bad erosion after just a couple of years, which is super-duper fast. And then there are some tools available to check, um, like what kind of erosion are you likely to experience on your site. Like is it a higher severity erosion site or a, a low severity one? Um, and you basically, you know, the status quo globally is to just look at the annual rainfall, um, and the tip speed. And if you’ve got, you know, high for both of those, that’s a bad erosion site. And if you’ve got low for both of those, it’s a, a low erosion site. But when I plotted out the wind farms that I knew had really bad erosion problems onto, you know, a chart with those two axes, I just saw a random distribution of dots. You know? Like, this was not– uh, this had no predictive value for Australian wind farms. And so that led me to believe that, okay, um, you know, things are a bit [00:04:00] different here. Makes sense, you know, most of the knowledge that we have about how wind turbines operate, it’s been developed and validated mostly in Northern Europe. You know? Like it’s, it’s Denmark and the surrounding countries that had, like, the bulk of the early wind energy. First few decades of knowledge were, you know, were mostly there. Of course, there were some other, um, places that had wind turbines, but, you know, most of the The OEMs have been operating for decades, came from Denmark. And I know when I lived in Denmark, the rain there is very different to the rain in Australia. So in Denmark, it’s basically always raining, right? Like, it’s just… Like, even if it’s not raining, you’re still gonna get wet when you go outside ’cause it’s just, like, the air has this just amazing ability to just hold onto moisture. Um, but it’s very, very gentle. But, you know, over an entire year of most days having gentle rain, that adds up to a lot. Whereas in Australia, and especially if you go, like, north to Queensland, it rarely rains. It’s mostly just dry, and when it [00:05:00] does rain, it’s like a tap turns on, and I, I swear you will get bruised from the rain droplets hitting your skin. You know, they just have so much energy in them. So I think that that i- you know, when you look at just the overall rainfall, you really hide something important about how erosion, um, can progress. Then, um, there’s other places in Australia that have very different characteristics. Again, they don’t have that kind of really intense rain but, you know, some of those sites are also having really bad erosion. And so it just occurred to me, I did a lot of research, you know, into what’s going on and, you know, the academics are studying erosion a whole lot, and they’ve got, you know, a lot of standardized tests and, you know, products are developed according to these standardized tests. But the standardized tests don’t actually resemble reality, and especially they don’t resemble reality in Australia. And so my client started asking me, “Okay, you know, the products that we have are, are terrible. We have to replace them every couple of years. It’s, um, causing big problems with also [00:06:00] the amount of energy that you’re losing.” One of the types of, um, leading-edge erosion or leading-edge problems that we have in Australia is that the, the coatings tend to peel off and make these, like, big flakes which will just massively disrupt the airflow, can cause y- you know, at least a few percent AEP loss, and maybe up to five. And even worse than the AEP loss is the revenue loss because it affects it most at, you know, lower wind speeds. Um, you get a bigger hit than at rated wind speeds. So there’s a variety of problems going on with leading edges in Australia, which mean that I, I basically… My clients would ask, “What product should we put on to prevent having to, you know, constantly replace this?” ‘Cause it costs, like- you know, 30, $40,000 per turbine to replace the protection, not to mention, you know, one or two days of downtime. It’s expensive, and I basically, I didn’t have a good answer for them. What, what product should they put on? I don’t know. No, we, we don’t know. One, we don’t know what the [00:07:00] specific, um, characteristics are that are… what the specific local environment, local conditions are that are accelerating leading-edge erosion, one. And two, all of the products tend to be tested around this, you know, there’s this protocol that academics have come up with, and they’ve kind of like assumed that this is representative of how things behave in the field, and it’s– I don’t think it’s particularly true anyway, but it’s especially not true in Australia. There are a few companies that are testing to different standards. Um, definitely applaud them. But without knowing wha- what are the conditions truly like in Australia, uh, it’s really hard to advise, like, what kind of tests should you be demanding from a product you’re considering to be sure that you’re gonna put it on and not gonna be replacing it again in two years. Allen Hall 2025: Because that’s really the trouble in Australia is when you get offered products They have been tested generally in somewhere in Europe and maybe in the United States, and then when they go to [00:08:00] Australia, it’s really unknown as to how those products will do, which is a huge risk for the Australian wind market as to what to choose, how to choose, is it– what’s real in terms of test data. So now you’re gonna go out and do what? Are you gonna put sensors out by the wind farms? Are you gonna try to do more of a statistical summary of the actual environment around wind farms using existing data? What’s the approach here?  Rosemary Barnes: It’s all of the above, but the part that is supported by the grant is that we’re gonna have enough money to be able to buy some scientific-grade sensors and put them on, um, a sample of Australian wind farms. So we’re gonna be looking at a lot more characteristics about the rain than simply is it raining now, you know, how many millimeters per hour. We’re also gonna be investigating, you know, every kind of characteristic of, of that, um, of that rain, um, including, yeah, like the, the energy that’s in it, for example. A, a bunch of stuff. I won’t get into every single [00:09:00] parameter. Um, and you know, other things as well, like measuring UV, solar radiation, um, particles, because, you know, in Australia we have a lot of dirt roads, which I know is very common in wind farms around the world, but Australian dirt roa- roads are always dry and dusty, like 99% of the time, so that’s one of the things that y- you know, maybe that’s causing a difference. Um, so basically putting sensors all over a bunch of wind turbines and then monitoring the erosion, um, a combination of some real-time monitoring and also looking at inspection, um, drone inspection images annually. We also have a- an option where we’ll just be using SCADA data and inspection images, so that’s like a lower cost version where we can combine that with the findings from the scientific-grade instrumented turbines to build up a picture of what types of conditions lead to accelerated erosion.[00:10:00] Allen Hall 2025: So the SCADA data will, will have some information inside of it, you think, that, uh, will correlate to the weather outside?  Rosemary Barnes: It has some Additionally, we can look up, um, you know, just the weather data, like how many millimeters fell during which 15-minute interval throughout the day, what was the temperature. SCADA will tell us also what the temperature was, um, what the speed of the turbine was, so you can calculate the tip speed, ’cause that’s an important thing. Um, yeah, so it’s, it’s two, it’s two tiers of data collection. The scientific grade sensors, as you can imagine, are, are really expensive and y- you know, the, the grant project has contributed a, a lot of funding, um, but it’s not enough to put those, yeah, put a little mini lab on top of every turbine across Australia, obviously. So that we’re using s- doing selectively, and then we can increase the number of wind farms that are included in the study by just doing this, um, cheaper version of the SCADA [00:11:00] plus, uh, weather data that’s available.  Allen Hall 2025: So what are some of the risks on the temperature side for all the high-temperature regions of Australia that have wind turbines? Clearly it’s generally warmer in Australia than it is in, in Scandinavia and Northern Europe. What kind of temperatures are we talking about on the ground?  Rosemary Barnes: Uh, well, temperatures here can get pretty close to 50 degrees. Um, and if you’ve ever been inside a wind turbine blade on a, even a mildly hot day, you’ll know that the temperature inside a wind turbine, and especially inside the blade, is much hotter than what it is, uh, what the ambient temperature is. So this project is one– I’ve actually been talking about this project for, yeah, like over 10 years now. Ever since I started, I moved to Denmark, started working for a wind turbine manufacturer, I had done– I had just finished doing my PhD on composite materials, structural design, and analysis. So, um, yeah, very, very familiar with, [00:12:00] you know, how composite materials work and, in particular, the effect that temperature has on them. I mean, like most materials, when composites get warmer, they get softer, and that is really important for a w- a wind turbine blade. You know, if it gets, um, less stiff, then you’re gonna get a lot more strain, and that is going to affect your fatigue behavior. Y- you know, fatigue is just the application of a little bit of, a small amount of strain. It’s not gonna cause damage, but when you apply it millions, tens of millions of times, like you do in a, o- over a wind turbine’s operate, um, operating lifetime, then that builds up. And, you know, wind turbine blades are a very fatigue-driven design. Um, it’s one of the most important things to consider when you’re designing a wind turbine blade. And so when I got to Denmark and I learned how materials are qualified and how the qualification is treated in the certification process, I just realized it’s not particularly conservative, and also that some of the assumptions that are made that [00:13:00] wo- again, they worked really well in more moderate climates where wind turbines have had most of their developmental history. You know, it’s not such a big deal there if you test at room temperature. Your wind turbine blade is spending most of its operating lifetime at room temperature or below. It’s, it’s rarely, you know, above 30 degrees in Denmark and most of Northern Europe and, you know, also a lot of, um, a lot of America, not, not all of it But, um, in Australia it has just extended periods above that temperature and even exceeding the temperature where, you know, wind turbines have an operating limit and after that they will shut down. But the operating limits are based on ambient temperature. It’s not based on what’s the temperature in the laminate, which is what really matters for blade lifetime. So anyway, I’ve been obsessed, like honestly obsessed about this issue for 10 years. Talked about it with anybody who would listen . But then when I started working in O&M in [00:14:00] Australia and I started seeing some wind farms with an abnormal number of cracks early… again, early in their lifetime, you know, I think one of the wind farms I was looking at was maybe three years old or four at the time. I think it was three actually, and had a lot of cracks, and I looked at a few years in a row and it was more and more cracks every year and I’m like, “Oof, this really looks like end of life fatigue behavior.” A- actually it’s not, y- you know, there’s this concept of a bathtub curve where, um, when you’re looking at failures in components, in, in anything, not just in, um, wind turbine blades, but you know, like you’d start– it’s called a bathtub because, you know, when it starts operating, you’ll get quite a lot of failures. Anything big, any manufacturing defects or anything are gonna cause failures quite fast, and that kind of drops off over time as all of those, uh, get addressed. And then you have, you know, the bulk of your operating life, it’s like pretty low level, pretty, pretty constant for a long time and then as you get towards the end of the [00:15:00] life, you start to see failure rates rise up again. That’s your fatigue failures, your end of life fatigue failures. And so when I saw the same types of cracks more and more each year, I’m like, “This looks like, you know, the foot end of the bathtub, not the head end.” And, uh, it made me worried and I’ve now seen that across a few wind farms in Australia at, um, hotter places. There’s a few blade types that are more prone to it than others, but at this point it’s still a suspicion that that’s what’s going on. I mean, a suspicion backed by a lot of, a lot of theory and knowledge of how the certification process works. But this project now we’ve got some funding to actually go put some sensors onto wind turbines, actually learn what the temperatures are in the blades throughout the whole laminate, um, not just the, you know, on the outside surface or not just the ambient temperature, but actually, you know, develop a temperature gradient across the whole, um, the whole laminate in the blade shell. Um, and [00:16:00] then we’re going to be doing a bunch of modeling basically to look at what is the effect of these different temperatures that blades are really seeing and how much would we expect to… that to decrease a lifetime. And then we should also be able to say, you know, if you have this issue in your wind farm, you might be able to change your operation a little bit and extend your lifetime a lot. Because this one, it’s real– like, in contrast to leading edge erosion, leading edge erosion is just, it’s, you know, every wind turbine has it to a certain extent, and it, it’s always there, but it’s a relatively minor cost to fix it. You know, like it sounds like a lot, like 30, $40,000 per wind turbine, but, um, you know, compared to if you’ve got to replace every blade across your fleet because they’re all, you know, at the end of their life after five years, you know, that’s obviously shocking. And, you know, that’s a bad example, but even in a y- you know, like a less extreme example, maybe [00:17:00] after 15 years you have to do a, you know, a f- a fleet-wide campaign to strengthen blades or something. It’s, you know, m- many millions of dollars for that, and so it c- could make sense to be able to learn, okay, what, what hours of operation should we be avoiding? Additionally, because when it’s super-duper hot in Australia, usually you’ve got heaps of solar power and the electricity price is not that high. So I, I think that there– and I don’t, obviously, before we’ve done the project, I don’t know what the threshold is. But in both cases, we will be aiming to improve the knowledge of how you can operate to avoid these periods of accelerated damage. Allen Hall 2025: Do you think you’re seeing more fatigue-like damage due to the blades operating when it’s hot or not operating when it’s hot, with maybe less airflow around the blade and maybe less cooling going on is just a temperature soak At rest? [00:18:00] Rosemary Barnes: Yeah. It’s interesting because the temperature is higher if it’s not rotating, um, because you get a whole lot of, um, convective heat, heat transfer when the turbine is operating. So your temperatures are not gonna get as hot when operating as when they’re standing still. However, if it’s standing still, they’re only very lightly loaded. Like, yes, they’re gonna get, um, blown by, by gusts and, um, have a little bit of bending, but it’s, it’s very, very small compared to, uh, if it is y- you know, operational loads. Uh, assuming that you’re not in the middle of a s- a storm. But yeah, a storm probably doesn’t come with 50 degrees temperatures.  Allen Hall 2025: And what part of the blade is susceptible to these higher temperatures? Is it the resin? Is it the fiberglass or carbon fiber? Or is it the, the glue, the bond joints? What part are you focused on? Rosemary Barnes: The resin is the main part that I’m focused on. It gl- it could be an issue for glue too, actually. I haven’t even looked into what the, um, yeah, temperature assumptions are with, with glue, with [00:19:00] bond lines. But the failures that I’m seeing in the field are not, are not bond line issues. It’s, it’s, um, a laminate problem. Allen Hall 2025: What about balsa and foam inside of the blade? Are they affected by the temperatures or are they pretty temperature stable?  Rosemary Barnes: I don’t think they’re affected at these kinds of temperatures, no. They, they don’t really do much actually. The, the core materials, like it, it is very important that they’re, that they’re there, but their job is really to keep the fiberglass separated from its- itself to make it stiffer. So, um, yeah, that’s, that’s unlikely to be a, a major source of problems.  Allen Hall 2025: So this study is gonna work over about three years, and you have a number of wind farms that are participating. Are you looking for more wind farms to participate in Australia?  Rosemary Barnes: Yeah. Yeah, definitely. I mean, we can, um, have as many as, as people want to join. We’ve got quite a good selection so far. Definitely can always welcome more. A, a bit limited in how many can get the really, um, good sensor [00:20:00]package, because the grant funding is a, you know, a certain amount, and that’s paying the bulk of those sensors. So, um, those spots are limited. So if anybody wants to really zone in on what is specifically causing erosion on their site, you know, if you know that you have got leading edge protection that is not good enough and you have to replace it soon, but you don’t know what to replace it with, then, you know, that would be the kind of wind farm that might want to consider, yeah, joining this and, um, you know, getting these sensors on their, um… We’re putting them on top of the nacelles, most of them. Um, yeah, so that would be a good match then. Um, and then, yeah, for the ones that are doing the SCADA data and, um, weather data- There’s not such a, a hard limit on how many we can have join like that. So yeah, we can have more, more like that.  Allen Hall 2025: In the temperature fatigue effort, i- is that still looking for participants or are there particular wind turbine types or manufacturers that you’re [00:21:00] looking for to participate? Rosemary Barnes: Yeah, I think, um, I, I mean yes, we can have more of those. That’s a simpler, a, a simpler issue as well. The sensors are not so expensive and, um, it’s, yeah, it’s a, it’s a simpler project to join that one. We only need, you know, a couple of turbines per site, so it won’t be such a, uh, an involved process to get everything up on into the turbines. And in terms of who might like to join that, I would say anybody that is in a really hot area where, you know, where they see a lot of days over 30 degrees, and if they see any days, you know, getting into the high 40s, then I would say that that’s worthwhile. Or even I have seen this issue in some milder sites, um, yeah, depending on the, on the blade type as well. It is more common with polyester resins. They have a, a lower op- uh, maximum operating temperature than epoxy resins. But then also just anybody that has noticed just, hey, [00:22:00] we’ve got a lot of cracks, and it seems like we’re getting more and more cracks every year, which to be honest, can be hard to keep track of if you’re… If you’ve got a full service agreement, uh, you know, an OEM managing your wind farm The early signs of this are gonna be category one and category two cracks. They’re not in exactly the same location. It’s, you know, it’s a tricky one. Normally, if you’re looking at a serial issue, then you’re going to have, uh, well, you know, your ideal pattern for a serial issue is the exact same thing happening over and over again. And so it is harder to pull this out. It also really would be very rare for it to be happening in the first two years or three years, whatever your serial defect liability period is. So it’s quite hard. But, um, another group of wind farms that might like to consider it is if you know that in, you know, a certain number of years you have to renegotiate your service agreement or, you know, it ends and you might have to take over yourself, then this’ll be a really good way for you to [00:23:00] understand, you know, have I got a ticking time bomb here? Um, because it’s not something that you’re gonna be aware of if you haven’t been, you know, doing some really, really in-depth shadow, shadow monitoring of your blades, you know, running your own inspections and looking at every single damage, not just category three, four, five, but lower ones. So yeah, I mean, there’s a, a wide variety of people that, that could be interested in joining. Allen Hall 2025: Are you expecting a number of manufacturers that make leading-edge protection or involved in resin creation, some– there’s a number of resin companies and a variety of resins that are used globally, sort of interchangeably at times. Are you expecting some of those companies to participate in this effort just to learn about the Australian environment? Rosemary Barnes: I think it would be a good opportunity to test out some products and see how they behave in the Australian context. I think that that would be a really good selling point, but I, I have to say that most of the companies doing that sort of thing that wanna enter Australia, they don’t [00:24:00] really consider… Like, from the perspective of wind farm owners in Australia, if you can’t show us wind farms in Australia where this has worked and, you know, show us a before or after, you know, the old LEP lasted Two years and our LEP is going on four years now with no damage. It, you know, unless you’ve got a before and after like that, you can tell us however many turbines that you’ve got installed around the world, but, um, we don’t consider it validated, y- you know? It’s not validated for Australian conditions yet. And I do have this same discussion over and over again with, you know, not just leading edge protection, but all kinds of, um, you know, manufacturers of whatever doodads that you put on to improve a, a wind turbine. It’s so different to Australia. Things break so fast. And I’m talking everything, you know, like vortex generators fall off and, um, yeah, like, uh, you know, bits of lightning protection systems fall off, seals just [00:25:00] crumble and disintegrate. Um, and it, you know, we’re very wary of, of new products. So I, I do– I mean, I’m thinking of it more from my client’s point of view than from the product manufacturer’s point of view. But one thing that I wanna get out of this pro- project is to be able to answer one of the most common questions that I get is, which is, what leading edge protection should I be putting on my turbine? And for now, I don’t know. I, I know a range of products that don’t work in Australia, and not much more than that. So, um, yeah. And it’s also, you know, Australia’s a very varied place with lots of different kinds of climate too. So it’s not gonna be like, you know, the product that works in Queensland is the same one that’s gonna work in Tasmania, which is the same one that’s gonna work in Western Australia. You know, um, so it, this project is gonna really pull out what are the site specific issues you’ve got at your site and what kinds of, um, you know, tests would we need to see a product um, perform in order to know that this [00:26:00] is gonna last on your site. Allen Hall 2025: W- what is the outcome of this project or these two projects? Are they gonna be reports or, uh, a, a continual monitoring system that’s designed for the Australian environment? How do you see this going?  Rosemary Barnes: Yeah, so one part of it is, um, developing a way to identify periods of accelerated damage and to know not to operate during that time. So we call it protective operation. Uh, so that would, uh, help you if, yeah, you’re trying to extend the life of something or increase the amount of time before you have to repair, then y- you know, that would be useful to have that knowledge. And it will be as simple as just an alert saying, “Hey, accelerated damage conditions. Consider, you know, if you wanna keep on operating.” And, you know, if the price of electricity is super high at that time, they may want to push through, and if it’s low, they probably won’t want to. So that’s one thing. Um, especially, you know, as wind turbines get to their, near the end of their life. I’ve got some clients whose wind farms only have, you know, [00:27:00] maybe five years operation left. They just simply don’t wanna repair their leading edge protection again. They just, they, they don’t wanna do that. So they would be happy to, you know, reduce operation a bit and have their turbine limp through to the end of the period. Y- you know, you want everything to wear out at once. You don’t want brand-new leading edge protection on a turbine that’s going to come down in a couple of years. Um, so, you know, that’s, that’s one part of it. And then the other thing is, you know, turbines earlier in their lifetime, how can we optimize the maintenance schedule with leading edge erosion? Um, so, you know, like it’s a lot cheaper to, uh, replace the LEP if you get– catch it early, but then you don’t wanna be catching it too early and replacing it, you know, constantly when you, you don’t need to. So, um, yeah, it, this, having this knowledge will enable a site-by-site operations and maintenance strategy with respect to leading edge protection. We also have some sites who are having trouble. They’ve got a full service agreement, and the OEM is [00:28:00] responsible for, um, doing the leading edge erosion repairs and protection replacement, but the owner is on the hook for paying for it. At the other end, we’ve got people with full service agreements where technically the, um, manufacturer is supposed to be doing the leading edge protection and paying for it, but they argue about what, when does it need to be done. Because, you know, um, the operator might think if there’s no structural risk, then we don’t need to be replacing it. And in the meantime, you’ve got turbines spinning around for years and years and years with, you know, these huge flakes of leading edge protection s- you know, causing the flow at the tip of the turbine to, to detach and to stall, and horrible aerodynamics, huge losses in power generation and revenue. And they’re having a big fight about, you know, is this necessary to do or not? And then, you know, they’re just gonna put the exact same product on again ’cause the [00:29:00] OEMs are re- all really, really wedded to their own particular brand. It’s like, “Well, last time we had this product and it was factory applied, it lasted one year before it s- it was worse than, you know, if it wasn’t there at all. Uh, we don’t really want you to put that one on again.” And so, you know, having the information that they need to be able to, you know, really bring data to these discussions and, you know, makes a, yeah, data not drama. That’s a, a good approach I think, um, for any kind of negotiation and especially in the case of leading edge erosion. And then for the high temperature fatigue part of the problem, aside from, you know, just wanting to know are your blades aging, should you be looking at remediation action or changing the operation, the other really big key thing is, uh, you might need to have a fight with y- your OEM about if this turbine has been designed and operated correctly. And so then having the data from this, um, project is going to give you the information that you need to come into that [00:30:00] argument with, again, the data not the drama. Um, and to, you know, in- increase your chances of succeeding in that kind of really tricky negotiation.  Allen Hall 2025: So if you’re an OEM or a manufacturer of equipment, an ISP, an operator, pretty much all aspects of wind operations, you probably ought to be getting a hold of Pardalote Consulting and Rosemary to talk about the opportunity to participate in this study. How do people get ahold of you to, to do that?  Rosemary Barnes: People can go to our website, pardaloteconsulting.com, and get in touch via the contact form there, or you can, uh, look me up on LinkedIn, Rosemary Barnes. That’s probably the easiest, fastest way to get ahold of me personally.  Allen Hall 2025: Well, Rosemary, congratulations on the Energy Innovation Fund Awards and the new three-year effort. If you are interested in participating with Pardalote Consulting and working with Rosemary and her team [00:31:00] in Australia, reach out to her on LinkedIn and get that process started, because this report and the data from all this analysis that’ll happen over the next couple of years will be important to the wind industry. So you need to spend some time and get ahold of Rosemary and get this process started now. So Rosemary, congratulations. Uh, thanks for being back on the podcast, and looking forward to, uh, the next couple of years. It sh- should be exciting.  Rosemary Barnes: Thanks so much, Allen.

This week on Autonomy Markets, Grayson Brulte and Walter Piecyk discuss Tesla's Cybercab validation timeline, Tesla Semi FSD Supervised, Alphabet's quiet quarter on Waymo, and the Mobileye CEO stepping down after 27 years.Tesla disclosed 380,000 unsupervised miles, but those miles were logged on Model Y and do not transfer to Cybercab. The new chassis has to earn its own validation miles before commercial service begins, and Tesla is pacing production to that validation rather than building a fleet ahead of it. The ramp is slower than the market expects.Best case, that puts Tesla at 100 cars in Austin or a Florida market by year end. Elon Musk also offered an aggressive timeline for autonomy on the Semi, where Tesla is the OEM and removes the largest structural risk in autonomous trucking, creating an overhang for Aurora and every capital dependent competitor.Alphabet reported Other Bets revenue of $380 million against a loss of $1.8 billion, with the smallest amount of Waymo commentary from Sundar Pichai in roughly six quarters and no milestone announced. Mobileye is abandoning its asset light model for full vertical integration, putting it in direct competition with the OEMs it needs as customers.On the Foreign Autonomy Desk, Momenta secured approval for driverless commercial operations in Shenzhen as China resumes issuing robotaxi permits.Episode Chapters0:00 380,000 Unsupervised Miles and What That Number Leaves Out03:13 The 250,000 Validation Miles Cybercab Still Has to Earn05:22 Cybercab Production Is Pacing to Validation Miles10:20 Tesla Semi FSD Coming Soon (Maybe Year End?)14:29 The Case for Vertical Integration16:24 Reading the Fine Print on Aurora's Driverless Announcement22:22 Alphabet's Other Bets and the Waymo Spin Non Answer25:50 How Tesla Runs Airport Curbside Pickups in California27:44 Zoox Recalls Software That Could Not Handle Smoke30:15 Mobileye Abandons Asset Light for Vertical Integration36:14 Foreign Autonomy Desk: China Resumes Robotaxi PermitsFollow The Road to Autonomy Indices--------About The Road to AutonomyThe Road to Autonomy is the leading applied intelligence platform covering the convergence of automation, autonomy, and the Autonomy Economy.™.Through our podcasts, newsletter, and proprietary applied intelligence, we set the narrative for institutional investors, industry executives, and policymakers navigating the convergence of automation, autonomy, and economic growth.Join institutional investors and industry leaders who read This Week in The Autonomy Economy every Sunday. Each edition delivers exclusive insight and commentary on the autonomy economy, helping you stay ahead of what's next.Sign up for This Week in The Autonomy Economy newsletterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this episode of Kill Chain, we go straight to the source with someone who spends his career trying to break into cars, trucks, and the chargers that power them. Kamel Ghali is an automotive cybersecurity researcher, penetration tester, and educator, and VP of International Operations for DEF CON's Car Hacking Village — the group that's been teaching the world to hack vehicles safely since 2017.Kamel walks us through a real exploit chain that hands over root access to an aftermarket infotainment system with nothing but a USB stick and a few taps on a touchscreen, the 2015 Jeep hack that changed the industry's culture overnight, and a wireless attack called Brokenwire that can knock a charging session offline from a passing car in about five seconds. If your fleet has a single electric vehicle charging overnight, this is the episode that explains exactly what's at stake.In this episode:What actually happens inside DEF CON's official car hacking masterclassA live walkthrough of rooting an aftermarket infotainment system with a USB stickWhy Tesla's from-scratch build gives it a security edge the legacy OEMs can't matchThe origin story of Car Hacking Village, and how it went globalThe SDR attack that let a researcher mess with a semi-truck's trailer brakes for a couple hundred dollars in hardwareWhy EV chargers are full computers, and most are running insecure protocolsThe wireless "Brokenwire" attack that can disrupt EV charging without touching the vehicleA real car theft that used CAN injection through a headlight, no key requiredWhat ISO 21434 and UN R155 actually require of automakers nowChapters: 0:00 Cold Open 2:24 Inside the Car Hacking Masterclass 8:19 Root, No Password 12:25 Pwn2Own & Why Tesla Leads 16:42 The Car Hacking Village Origin Story 23:47 Village Sponsors 26:25 Why Villages Matter 31:16 Ground Zero 36:20 The Weak Link 37:54 What to Expect at Car Hacking Village 41:11 What Kamel's Working On Now 43:39 Plugged In, Wide Open 47:36 The Tesla Wall Connector Hack 49:18 Broken Wire 51:39 Why This Matters 59:09 Ransomware & Cybercrime Motives 1:01:56 Real-World Car Theft: The RAV4 Case 1:04:03 Hollywood vs. Reality 1:05:35 Final Thoughts: The Next Ten Years 1:09:46 Outro / Car Hacking Village PlugNew episodes of the Kill Chain Podcast — like, comment, and subscribe. Learn more at fleetdefender.comWant to learn more about securing your fleets, platforms, or mission critical systems? Contact us at FleetDefender.com.

The aerospace supply chain does not only break at final assembly. Some of the most important pressure points sit much farther upstream, inside the specialized materials businesses; most of the industry only notices when something goes wrong. High-purity aluminum, specialty alloys, casting capacity, hedging, tariffs, geopolitical risk, and long-cycle inventory decisions all shape whether commercial aviation, defense, and space can keep moving.  When demand rises or supply gets disrupted, companies like Vista Metals have to make decisions long before the rest of the market feels the impact. In this episode, I talk with Kelly Thomas, CEO of Vista Metals Group, about the hidden risks inside the aerospace materials supply chain and what it takes to lead a business where capacity, capital, talent, and timing all have to line up before the market is ready. What You'll Discover In This Episode  Why high-purity aluminum has become a critical supply chain issue for aerospace manufacturersHow tariffs, geopolitical risk, and smelter disruptions affect companies far upstream in the supply chain Why hedging can be a make-or-break discipline for companies carrying long-cycle metal inventory How privately held aerospace suppliers can make long-term investments differently from public companies Why Vista Metals has focused on hard alloys, specialty casting, and niche aerospace applications How commercial aviation, defense, and space demand are shaping Vista's growth outlook Why smaller and privately owned companies often carry supply chain risk that the broader industry may underestimate What leaders need to understand about moving from a large public company environment into a smaller, operator-led business How Kelly Thomas thinks about leadership, feedback, communication, and building a no-politics culture Why sitting in uncertainty may be one of the most important leadership skills in a volatile aerospace market About the Guest Kelly Thomas is the President and CEO of Vista Metals, the world's largest independent producer of specialty aluminum products for the aerospace, defense, transportation, and industrial sectors. A globally experienced executive with more than two decades in metals and manufacturing, Kelly has built her career at the intersection of finance, operations, commercial strategy, and industrial leadership. She brings deep expertise in global metals markets, risk management, and complex manufacturing environments, along with a values-driven leadership style focused on performance, innovation, and long-term growth. Before joining Vista Metals, Kelly held senior leadership roles at Alcoa and Aleris, where she helped drive global strategy, manage multi-billion-dollar operations, and lead large teams across North America and Europe through periods of transformation and growth.   About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF-trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Resources For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/.    

Don’t Fade and Die in AI Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX: https://theultimatepartner.com/experience/ Matt Yanchyshyn, VP AWS Marketplace, Rekha Thangelapalita, Elastic GSI Leaders; Allison McFadden, Accenture AWS Leader; and James Kang of Nvidia join Ultimate Partner. In this panel discussion, leaders from Elastic, Accenture, Nvidia, and AWS dissect the urgent shifts in the ecosystem, emphasizing that partners must adapt to AI and agentic co-selling or risk fading away completely. The conversation explores the necessity of deep co-engineering, the power of multi-product solutions in the AWS marketplace, and how automated agents are now replacing traditional human sales pipeline progression. By embracing data readiness and strategic collaboration, organizations can survive the “token maxing” era, effectively scale their enterprise opportunities, and align with NVIDIA’s five-layer strategy to dominate the new cloud landscape. https://youtu.be/zUkL4Wqsa68 Key Takeaways AI agents will automate the majority of AWS partner co-selling attachments and opportunity progressions this year. Partners who fail to embrace agentic workflows and automated governance face the existential risk of fading into obsolescence. Successful multi-product offerings require a “blood to all organs” approach that benefits the client, the ISV, the GSI, and the hyperscaler simultaneously. Nvidia’s “five-layer cake” model emphasizes that successful outcomes at the application layer automatically drive growth for all underlying infrastructure. The “token maxing” phenomenon is forcing enterprises to seek cost-effective, open-model alternatives to scale their generative AI securely. Integrating GSIs and ISVs on the AWS marketplace significantly increases enterprise deal sizes and long-term customer renewal rates. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags strategic collaboration agreement, data readiness engine, agentic co-sell, semantic layer, token maxing, five layer cake, accelerated computing platform, open models, cloud consumption, multi-product solutions, partner central agents, propensity data, automated opportunity progression, generative AI governance Transcript Matt Y and Panel Audio Podcast [00:00:00] Vince Menzione: You have a choice. You can embrace them and figure it out and get governance and, and make your data available. Um, use the partner, central agent, move to Agen Co-sell, or you can fade and die. [00:00:11] Vince Menzione: You can feel it happening. The ecosystem is shifting beneath us, the way Hyperscalers are partnering, how AI is remaking the channel and what it means to win in 2026. [00:00:22] Vince Menzione: Welcome to the Ultimate Partner Podcast. I’m Vince Menzi. Own your host. And each week I sit down with leaders at the intersection of technology, partnerships and outcomes. The voices shaping how ecosystems actually work. We talk about what’s real, what’s changing, and what it takes to lead in this era where the partner channel isn’t just part of the strategy. [00:00:44] Vince Menzione: It is the strategy because [00:00:46] Vince Menzione: being in the room changes everything. Let’s start. [00:00:51] Vince Menzione: We’ve got some amazing leaders joining us. So I think probably for a little bit of context, maybe just start with Rika. You can introduce yourself, your role and, uh, what, what you’ve been doing at Elastic. Yeah. [00:01:03] Rekha Thangellapalli: Yeah, sounds great. [00:01:04] Rekha Thangellapalli: Hi everyone. I’m Reka and I lead GSI Alliances at Elastic. Um, for the past 14 years, I’ve had the pleasure of building different kinds of partner ecosystems across companies such as SAP. MuleSoft, Salesforce, Coupa, and now Elastic. Um, I wanna thank Ultimate partner and Vince for having us here today. Thank you and the panel of these incredible speakers for joining me on stage. [00:01:31] Rekha Thangellapalli: Um, very excited for the conversation today. [00:01:33] Vince Menzione: We love Elastic, and you’ve had some of your other leaders on stage at other events. As such, the quality of your leadership team is amazing. Thank you. [00:01:42] Rekha Thangellapalli: I wholeheartedly agree. [00:01:45] Allison McFadden: Excellent. Um, hello everyone. Allison McFadden. I lead our North America AWS practice at Accenture. [00:01:52] Allison McFadden: Uh, I’ve been there for five years, and truth be told, it was my first partnership role, my first formal partnership role. Uh, so I can take some tips from all of you in the room here today. Prior to that, I was 21 years with IBM, and I got into partnerships because my last role at IBM was actually trying to build. [00:02:14] Allison McFadden: Linux business on the mainframe, and I had to have partners. I had to have partners to help me with workloads to run there. So I kind of learned, uh, trial by fire. But I’m excited for the conversation today. Excited to be in this room and excited to talk about what we’re doing with, uh, elastic. Thank you. [00:02:34] James Kang: Uh, my name is James Kang. Nice to see and meet everyone here. Vince, thank you for the opportunity. Thank you [00:02:38] Vince Menzione: for being here. [00:02:39] James Kang: Um, I’m with Nvidia, so I help manage the AWS partnership at Nvidia all up. Um, I guess fun fact, I’m former AWS and so I see a lot of very familiar faces here in the front row. Uh, former colleagues and then current friends. [00:02:56] James Kang: And so, uh, looking forward to the conversation. [00:02:59] Vince Menzione: Great. Well, we’ll start with an easy tia. Matt. This is not directed to you, directed to the others. So what does a successful AWS partnership look like from your C? So we’ll start with Eureka. [00:03:09] Rekha Thangellapalli: Sure. So from an ISV perspective, I think we really are looking at three things. [00:03:15] Rekha Thangellapalli: Uh, mutual investment building together. And scaling together. So when we talk about mutual investment, elastic recently signed a five-year SCA or strategic collaboration agreement with AWS. And while that is a significant milestone in our partnership, for us, what matters more is what it represents, and that is really a long-term commitment from both companies. [00:03:39] Rekha Thangellapalli: Towards product engineering, um, and joint go to market initiatives to deliver value to customers over time. And that’s what we see is that the best partnerships really compound and they build upon each other every year. Um, they don’t necessarily kind of reset every year. Um, next we talk about building together. [00:03:59] Rekha Thangellapalli: So, um. When we talk about joint solutions, we want to deliver solutions that are better together and the customers have to see us that way. And so whether it’s search, observability, or security, we’re looking at taking to market solutions that we can’t or necessarily don’t wanna take on our own. And finally we talk about scaling together. [00:04:22] Rekha Thangellapalli: And this is where marketplace, for instance, plays a big role, um, when customers can draw down on their cloud commitments, transact online and go from, you know, pilot to enterprise scale adoption in hours, not days. Um, this is when really everyone wins. Um, and this is also where partners like Accenture play a critical role. [00:04:47] Rekha Thangellapalli: Um, you know, the incredible amount of expertise that they bring, uh, the managed services capabilities and, um, their data assets actually play a huge role in having our customers realize that value faster. And, um, like Vince mentioned, at the end of the day, best partnerships are all all about creating kind of that. [00:05:07] Rekha Thangellapalli: Self-sustaining flywheel. And so it starts with investing together, building something unique, and having the customers realize that success faster because that success is really the only thing that’s gonna keep that flywheel going for everyone involved. I [00:05:26] Vince Menzione: absolutely. [00:05:26] Allison McFadden: Okay, amazing. I’m gonna riff off a few things Ika said, but from a GSI perspective. [00:05:32] Allison McFadden: A relationship with a WSA successful relationship with AWS looks slightly different. Um, so I think the first thing that we think of in the GSI Community common thread is that the client outcome and delivering value for clients is what we, what we’re striving for. Um, and so the partnership with AWS in that case, um, um, it has to, it has to. [00:06:01] Allison McFadden: Look like one team in front of our clients. So we have to show up indistinguishable, and that’s with AWS and with an ISV partner, it has to look like one solution in front of the client, especially moments that matter. So board meetings, um, you know, the time we’re gonna sign a deal, like we have to look like one team, uh, and keep our our client outcome, um, first and foremost in mind. [00:06:24] Allison McFadden: The second thing, and this is I think where the magic of all the people in this room comes into play. We can have as many discussions at a CEO level as we want. And if our client teams on the ground are not working together, it falls apart. Falls apart directly in front of the client. Yes. And that is a really hard thing to do. [00:06:45] Allison McFadden: So I’m passionate about the alliance work because that that work is what makes it happen at the corporate level. [00:06:53] James Kang: Cool. Um. I’ll start here. So in Nvidia is a accelerated computing platform company. Um, if you asked. Anyone on the, on the street about a year ago, what is ai? A lot of times they would say AI is, is open ai, or it’s philanthropic. [00:07:12] James Kang: Um, Jensen and I’ll, I’ll reference Jensen a lot today, um, because he is our leader, um, but he also sets the strategy in the direction for Nvidia. He talks a lot about AI in the metaphor of a five layer cake. And in terms of the five layer cake, you start off with the foundational bottom layer being power and energy, which sustains. [00:07:32] James Kang: All of our data centers, you move up the stack in terms of chips. So things think of Foxconn, think of TSMC. Next you have the infrastructure layer. So obvious choice is AWS, and then you get to the models where you do have the philanthropics and the open ais. But finally in at the precipice, you have the application layer. [00:07:53] James Kang: Ultimately, the reason why I mentioned all different stacks of the layers, the five layer cake, is the fact that the application layer is the most important. And so when you think about. Partners like Elastic or ServiceNow Trend, ai, CrowdStrike. Every time you pull from the application layer and you see a success, it pulls all five different components of that layer up. [00:08:13] James Kang: And so ultimately, as I think about success, it’s it’s being able to develop these co-sell wins at the application layer and really demonstrating that through extreme co-engineering and co-design with all the different application. Infrastructure, power and energy layers in mind. Um, Jensen also likes to think of himself not only as the CEO and founder, but also as the, the chief Marketing Officer. [00:08:35] James Kang: We are a very event driven company, and so at our big events like GTC or at big industry events like CES or Computex, he likes to show up on the biggest stage, biggest stages and showcase the partnerships with not only ISVs and GSIs, but also with end customers. And so that’s what I think about when I think of SA success. [00:08:56] Vince Menzione: That’s a really good point. You talked about, Allison, you talked about having an alliance strategy, or at least you teed it up, so I thought maybe we would go there for a second. Right? Like, what does a great alliance strategy look like and why is it important to the success of the partnership? [00:09:11] Allison McFadden: Man, I, uh, I have so many opinions on this. [00:09:13] Allison McFadden: We could probably be up here all day. That’s [00:09:15] Vince Menzione: okay. [00:09:16] Allison McFadden: Um, no, I think. Uh, there, there are a couple things, and the first one that comes to mind is focus. We cannot be all things to all people. Um, so when it comes to think about some of the, the work we’re doing with Elastic, we have a very, very clear point of view on what client problem we’re solving, what clients we want to talk to. [00:09:38] Allison McFadden: It helps if, um, from an ISV perspective, if there’s a very clear fit in. The Accenture portfolio or whatever, you know, SI consulting partner. You’re working with a very clear fit in the portfolio and we know what we’re not gonna go after, what we’re not gonna spend our time on because we have, we have this tendency, there’s millions of people. [00:10:00] Allison McFadden: The ecosystem chart that, you know, Vince, you showed up there, there’s so many connections. There’s probably more connections there than there are atoms in the universe, right? So, um. Defining what we do together and what we don’t do together is the first thing that pops to my mind. [00:10:19] Vince Menzione: Reka, do you have a perspective on it since we’re gonna, we’re gonna talk next about what you’ve done together, but, and I also wanna get mass perspective as a hyperscaler partner here as well. [00:10:29] Rekha Thangellapalli: Yeah, I mean from my perspective, I, I’m gonna, you know, kinda echo what Allison said is to be just maniacally focused. Yep. Um, because, especially from my perspective, so Elastic has three different solutions, right? We’ve got search, we’ve got observability, we’ve got security that map to completely different business units within Accenture. [00:10:47] Rekha Thangellapalli: And of course Accenture does a lot of things. And so, you know, when we first came together it was like. Okay, what are we gonna focus on? What industries are we gonna go after? Which segments are we gonna go after? Which customers, you know, um, outcomes are we trying to solve? And I think that sort of maniacal focus is the number one contributing factor to, to the fact that I’m like, up here on stage today. [00:11:12] Rekha Thangellapalli: Great. [00:11:14] Vince Menzione: Matt? Perspective? [00:11:16] Matt Yanchyshyn: Yeah, I, I, I guess I was trying to. To add something, uh, additional from an AWS perspective, uh, when it comes to, you know, what does a great alliance look like? Uh, AWS is obsessed with data, you know, in data we trust. And, and so the best, um, and, and this goes sales business problem, and it’s not just the engineering teams. [00:11:34] Matt Yanchyshyn: And so, uh, you know, Accenture does a good job of this elastic, definitely. And if you can come to the table with, um, quantifiable proof of the value of customer outcomes and partnerships. Um, you’ll win all the time and it’ll be a durable relationship with AWS ’cause we really are this data obsessed company and, and even the most senior sales leaders. [00:11:54] Matt Yanchyshyn: Uh, and so what I mean by that specifically is like if you, if you can show like your a RR to land an a RR conversion ratio, like in in numerical format, it’ll light up our sales leaders and, and they’ll be all, and they will co-sell with you all day long. If you can show the, I mentioned this earlier, like the AWS service, uh, whether you’re consulting company or, um, elastic and, and how the shape of customer accounts change positively when we work together. [00:12:15] Matt Yanchyshyn: That type of sort of quantifiable data works particularly well from an alliance perspective. With AWS as a partner, we, we really are like this data in sort of results out company. Um, so I, yeah, that’s just adding to the great points that were already made. I would say specific to AWS that that’s key. [00:12:30] Matt Yanchyshyn: Yeah. And I’m gonna bring up one more thing. I want to dive in on the, the joint value proposition, but you mentioned something that made a lot of sense and resonated to me about the organizations once you get out of partner, the partner world that we all know and love. Mm-hmm. Once you get down into a field organization or account management organization. [00:12:49] Matt Yanchyshyn: Not as much understanding and really organizations do a bad job here, honestly, in terms of enabling the field organizations. Do you agree? [00:12:58] Allison McFadden: I agree because I, I agree. And, um, you know, I think that’s one of the things, and, and I, I, when I joined Accenture, what we had was a lot of wicked smart architects delivering programs to clients in the field. [00:13:15] Allison McFadden: Very smart, very deep in AWS knowledge. Um, and that was awesome for the 10 clients they were staffed on and to get that understanding of how AWS works and I dream about lar, right? Like, this is a good, you know, but that takes real effort and real work. Yeah. And it’s, it’s um, almost like being a language translator. [00:13:37] Allison McFadden: Yes. For me. Yeah. So, you know, I had to deeply learn AWS so that I could. [00:13:42] Rekha Thangellapalli: Sure. [00:13:42] Allison McFadden: Teach my account teams. My account teams are really smart. They know who they’re selling to. They know their customers. They know what their customers need. They do not know what AWS has to offer always because they’ve got 20 partners lining up to try to tell their stories. [00:13:57] Allison McFadden: Um, they don’t know how to ask of the AWS team or the elastic team or the Nvidia team. Yeah. What they need [00:14:02] Vince Menzione: this co-selling piece. Yeah. [00:14:04] Allison McFadden: And so that is where, um. We had to build that muscle even around our AWS practice, which was a huge practice at Accenture, but we didn’t necessarily surround it with that kind of enablement and um, almost deal coaching layer. [00:14:21] Vince Menzione: So Elastic and Accenture came together. I dunno which one of you wants to lead this part of the conversation, but you will, right? Yeah. So tell us about the genesis of this and why. And a lot of people dunno what Elastic does, but you do some really incredible work. Like I, somebody told me one day was like, oh, you know, Uber, like, that’s elastic, powering all that. [00:14:41] Vince Menzione: Like, we don’t think about that. That the engines that you have and the, the backend to the customers, huge customers. [00:14:48] Rekha Thangellapalli: Yeah, absolutely. Um, so when AWS launched this feature last, um, reinvent where basically it allowed, you know, channel partners such as Accenture to be able to bundle up their services, their data assets with an ISV solution and put it on marketplace, um, you know, Accenture and Elastic immediately saw an opportunity. [00:15:09] Rekha Thangellapalli: Um, at the time most customers were doing gen ai. But they were running into the same challenge, which was that their data just was not ready. And by the way, this is a problem we were solving. Outside of marketplace. I think the, the feature that you guys launched just gave us a way to package it up and to be able to create this repeatable solution, which we call data readiness engine for gen ai and put it on marketplace. [00:15:40] Rekha Thangellapalli: And, um, this to me was a success because. Each company had a clear reason to invest. Um, so for Accenture, they were able to, you know, create a very differentiated services led offering. Uh, for Elastic, we were able to expand on our AI story. And for AWS, um, you know, it drives marketplace adoption, increases cloud consumption, all of that great stuff. [00:16:07] Rekha Thangellapalli: And customers, of course get. A solution to a very real problem that, that they were having. Um, and you know, the surprising part for me going through that journey was that, um. The pitching, the idea, getting the budget, getting the executive sponsorship was actually the easy part. The hard part was getting all three companies to come together, uh, to go from idea to launch in a very ambitious timeline of six weeks. [00:16:37] Rekha Thangellapalli: Nice. And so, you know, this was very much like. Doesn’t matter your title. We’re rolling up our sleeves and we are on this outcome together. Um, and so we literally built a RACI matrix, a project plan, and you know, we had daily standup calls for six weeks where literally. At least one person from each three of these companies called in, you know, got rid of any blockers and we made sure we were on target for that timeline. [00:17:07] Rekha Thangellapalli: Um, and you know, at the end we had a successful launch. But I think my favorite part about the story is the impact that we’re having and, um. My favorite story comes from a global pharmaceutical company that, you know, had basically nine petabytes of data spread across six different continents. Wow. And by working with Accenture and Elastic, they were able to build that trusted foundation that their AI and their agents can, you know, kind of safely tap into and be accessible at scale. [00:17:41] Rekha Thangellapalli: Um, so that’s my version. Allison. [00:17:44] Allison McFadden: Yeah. Well, I don’t have a lot to add. I just, I would say this is a good example of a couple of principles, right? One is having a forcing function is never a bad idea. Sign up for a big event, sign up. I’m like, I’m here with my, you know, Nvidia guys saying, sign up for the event. [00:17:58] Allison McFadden: It’ll make you move quick, right? [00:18:00] Audience Member: Yes. [00:18:00] Allison McFadden: Um, so that is one, but two, one of my mentors once told me, when you’re designing any kind of, you know, offering go to market motion, it has to get blood to all organs. If it does not get blood to all organs, it does not go [00:18:14] Vince Menzione: nice. [00:18:14] Allison McFadden: Um, [00:18:14] Vince Menzione: I love that analogy. [00:18:15] Allison McFadden: Oh, I love it. And I can talk all day. [00:18:17] Allison McFadden: That guy was brilliant. I love him. But, um, no, and, and so Elastic did a really nice job of bringing the tech to the table. Um, our team has to trust in that technology and its ability to scale, right? Um, because at Accenture we have to be able to deploy across 700,000 consultants. Um. And yeah, so I think those are the two, two things that really worked well here is we had, uh, trust in the technology solved a customer need. [00:18:50] Allison McFadden: Um, it drives, we don’t even talk about, like, yes, it drives marketplace revenue, but it unlocks work that we do that drives even more revenue to our AWS Friends. Right. So this is a, this is a, um, product that’s getting your data ready for AG agentic. It’s a messy problem that everyone’s dealing with, and it removes blockers for clients and it unlocks more, you know, ag agentic work on top of that. [00:19:15] Allison McFadden: So, blood to all organs. [00:19:17] Vince Menzione: So, was that the proposal going forward to say we need to have, we need to have trust in the solution. We need to drive significant revenue. It needs to be something all of our, you know, seven, 700,000 people. Can be a part of and help drive? Is that how you think about? [00:19:32] Allison McFadden: Yeah, and for us right now, um, it’s an interesting time for Accenture. [00:19:36] Allison McFadden: Our clients are asking a lot of us, and what it does is it having some of these accelerators helps us deliver cheaper, better, faster to our clients, which is what they’re demanding of us right now. Um, so it’s an accelerator to client outcomes. [00:19:55] Vince Menzione: James, what is NVIDIA’s role and how do, how do you enter the equation here? [00:20:00] James Kang: Yeah, it’s, um, it’s a good question. Um, I, I would say that Nvidia is probably one of the most misunderstood organizations in the world. Um, despite the, uh, the market capitalization in the valuation of the company, we have a very tiny organization. Um, what I mean by that is, um, if you think about. [00:20:20] James Kang: Salesforces and field sales organizations. Um, we’ll take Salesforce as the account or the customer. As an example, we have one account manager at NVIDIA that no, not only covers and is responsible for the relationship with Salesforce, um, but also manages. Automation Anywhere as well as DocuSign. Whereas at AWS, in contrast, like there are full armies and teams Yeah. [00:20:45] James Kang: That are supporting the Salesforce relationship. And so as you think about partnering and working with Nvidia, the focus has to be on really. Extreme co-design, but also being very prescriptive in terms of what are the very specific customer outcomes that we are solving for. And the guidance that I would give is bring in Nvidia into that equation and that conversation as early as possible because that [00:21:10] James Kang: co-engineering and co-design needs to be part of the foundational building blocks in order for you to come out with a end solution that checks all those different requirements. [00:21:20] James Kang: And so I think. Again, like going back to Nvidia, um, we like to talk about two different types of brains. A brain one and a brain two. Uh, brain One you think about the next quarter and making sure that you’re hitting the revenue targets for the next quarter. Brain two, you think about a long-term goals and potentials looking around corners and being very strategic. [00:21:41] James Kang: The saying internally is without Brain one, there is no oxygen, but without brain two, there is no future. And everyone at NVIDIA is trained to think in that brain two mentality. [00:21:52] Vince Menzione: Wow, Matt. [00:21:54] Matt Yanchyshyn: Yeah, I, I was just thinking I love the blood doll organs. Uh, and so just on, on that note, um, and, and, you know, the multi-product solutions that, that you, you built together, uh, that is a really good example of blood do organs because like we all know, that’s how customers buy. [00:22:07] Matt Yanchyshyn: They, they buy solutions and increasingly they’re looking for combinations of ISV, sometimes multiple products from multiple ISVs with services. Uh, often they’re buying it through a resell motion. You know, and they, and, and so that from a customer perspective, they want a single place to go. And so that’s the multi-product solution. [00:22:24] Matt Yanchyshyn: They wanna find everything they need, they need Accenture, they need Elastic to solve a specific solution. And I think where that’s headed is even more specific listings, like with AI powered listing experience, like, you know, elastic Plus Accenture for, I’ll make something up like a manufacturing workload. [00:22:37] Matt Yanchyshyn: And so this solution based. Uh, sort of buying is, is very customer centric. It’s what customers want. We all know that. But that’s, that’s the customer sort of organ, I guess. Um, but then, you know, you all have SCAs and those SCAs have marketplace commits. It helps if that gets transacted through marketplace helps the AWS relationship, you know that that’s an organ. [00:22:55] Matt Yanchyshyn: It’s the relationship. It’s, it’s the commercial construct and that you have, uh, that that’s another organ. You’re marketing people. They, that’s another organ. They don’t wanna land, uh, leads on a static marketing page. They wanna land a lead on a, a storefront with a multi-product solution that can actually convert and that you can actually buy it through that. [00:23:12] Matt Yanchyshyn: So the marketing person’s happy because they, they have less churn. Uh, and then, you know, our reps are happy ’cause guess how they get paid? They retire quota when they sell Marketplace. And they, we also, Jay McMain will tell you, that’s another organ called Jay or on, on you now. Um, [00:23:27] Matt Yanchyshyn: he’ll like that. I’ll call him up and tell him that. [00:23:29] Matt Yanchyshyn: Yeah, [00:23:30] Matt Yanchyshyn: but he, he’ll tell you, you know, don’t believe me. Obviously, never believe Matt, believe, believe the, the data and, and his data shows that. Those deals will close faster and larger if you use marketplace. So that’s, that’s a lot of organs. That’s the whole body. Um, but you know, when you have your customer happy ’cause that’s how they wanna buy your field happy. [00:23:45] Matt Yanchyshyn: Um, and, you know, the relationship happy and you know, your marketing team happy. Uh, and, and Jay happy. Um, and, and you know, I think that multi-product construct and, and the way you kind of use it to model a partnership and the way buyers ultimately wanna buy is, is really powerful. And so I, I think it’s, you know, it’s really a manifestation of how. [00:24:04] Matt Yanchyshyn: We kind of intend and to go to market anyway. Uh, so I think, you know, and thanks for leading the way, by the way. You’re, you’re amongst the very first, so that’s great to see. [00:24:11] Matt Yanchyshyn: So these storefronts are really helping this drive, drive this. Well, [00:24:13] Matt Yanchyshyn: that’s the next evolution. Like we’re talking about the multiproduct solution. [00:24:16] Allison McFadden: I’m JJ Accenture storefront. [00:24:17] Vince Menzione: Yeah. Oh, there you go. I mean, j and j Accenture storefront. [00:24:20] Allison McFadden: We’re gonna talk about that. [00:24:20] Matt Yanchyshyn: Yeah. I mean, [00:24:21] Matt Yanchyshyn: Accenture also leading the way yet again with storefronts. And so I think the combination of. You know, again, I was talking a lot about conversion. Yeah. And you know, buyers know sometimes they know what they wanna buy and, but if you really wanna convert that lead, you wanna land them again, something that combines, you know, elastic Accenture’s services plus software, but in a storefront that is, you know, surrounding with just the solutions they want so they don’t need to kind of go searching. [00:24:42] Matt Yanchyshyn: So, you know, ultimately reducing that time to close, I guess, really ’cause meeting the customer where they are with what they need. [00:24:51] Matt Yanchyshyn: So we talk about co-selling a little bit. We, Jay and I talk about this all the time. We gotta keep looping Jay in here, even though he is not even in town this week, but Reko, um, what does co-sell look like inside Elastic? [00:25:02] Matt Yanchyshyn: You’ve got, we talked about an incredible leadership team. I’ve gotten meet some of your leaders. Seems like you drive, you do a good job internally driving that. Let’s talk a little bit about it. [00:25:11] Rekha Thangellapalli: Yeah, and this is something I’m, I’m personally very passionate about. Um, co-sell is. Very much a journey, not a destination. [00:25:20] Rekha Thangellapalli: And I think step one for us is recognizing the different partner types that we have. Because at Elastic we work with, you know, OEMs, MSPs, resale distributors, GSIs, um, and they all bring something very unique. To the customer lifecycle and they all contribute very differently within, you know, our own sales cycle and sales process. [00:25:45] Rekha Thangellapalli: And so, you know, figuring out what is the unique benefit they bring, how do we enable them? So training and enablement is a huge piece of it, and so is making sure we’ve got the right metrics to measure success. Um, I know a lot of companies look at partner sourced as the north star, and that’s great, right? [00:26:06] Rekha Thangellapalli: Because that is undeniable. You can say, Hey, that would not exist if it wasn’t for my partner team. Um, but we’ve also noticed that when we bring in GSIs, it actually increases renewal rates. It significantly increases. Um, a RR over time. Um, it expands deal sizes and so these are very real metrics that we can point to, um, beyond just the co-sell and the partner sourced number. [00:26:32] Rekha Thangellapalli: Um, so for us it’s looking at it from a very holistic perspective, but also catering it towards that unique partner and making sure we’re doing everything we can to set them up for success and setting up the partnership for success. [00:26:47] Vince Menzione: So clo close win ratios, deal size and renewal rates? [00:26:52] Rekha Thangellapalli: Yes. For specifically for geos size. [00:26:54] Rekha Thangellapalli: Yeah. [00:26:55] Vince Menzione: Very interesting. Allison, uh, what had to change internally to produce these co-selling? We talked a little bit about the field organization and enabling a, a group of, and, you know, account sellers that are very customer focused and enabling them on the co-sell side. What had to change internally to drive that? [00:27:13] Vince Menzione: Yeah. [00:27:14] Allison McFadden: I, I might have already alluded to this a little bit in a previous answer, but, um, creating the capacity to develop, build, and sell these solutions, um, inside of a large GSI, where billable hours is kind of the number one metric on the table. Um. Is part of the investment that we had to make within Accenture to get this done? [00:27:36] Audience Member: Yeah, [00:27:36] Allison McFadden: so expert technology time. So we have technologists that understand the elastic technology. We do similar with Nvidia, by the way, we. We released some of their time to go co-develop the solution because it has to hold technical water, right? It can’t just be a marketing pitch. It can’t just be, it has to be a real, um, what’s the there, there. [00:27:59] Allison McFadden: So in order to actually do proper co-sell, we had to release some of that time. Um, to invest in those partnerships. Um, we’ve also done similar with some industry aligned business development leaders recently, so we have freed their time up to go. Uh. Open new conversations, educate client, account teams, go to clients, have conversations. [00:28:26] Allison McFadden: Um, so that, that’s a new motion that we, uh, have just kind of recently made, um, to allow them, I love this brain one, brain two also, right? So to allow them to focus on brain two, because a lot of our time. Typically spent delivery issues, you know, getting my hours, where am I charging my time? And so just freeing up a little of that capacity to do this work, um, helps get us in this brain two mode where we’re not just living to survive. [00:28:56] Vince Menzione: I. So, Matt, you’ve removed a lot. I mean, one of the things I admire, I admire AWS for being first to market and removing the most friction in marketplace of any of the vendors. Really, truly that. You talked about some of the announcements. How does some of, how does some of this tie PC central agents propensity sales plays, MCP, how does some of this tie to how, how you’re thinking about the future? [00:29:18] Vince Menzione: And how to enable more motions like this. [00:29:20] Matt Yanchyshyn: Yeah. Well, I, I think if you know my boss, UBA Borno, uh, you’ll know that she has a maniacal focus on automation. Yeah. Um, and, uh, co-sell is increasingly automated. You know, you were asking earlier about propensity data. You can get that propensity data in addition to sales plays and, uh, opportunity scores through the partner central agents. [00:29:38] Matt Yanchyshyn: So things that used to require multiple calls to A PDM, if you’re lucky to have one. Yeah. Or a p sm. Uh, you, you can now get through, through these agents, you know, uh, tech Systems, TGS, they, they manage what, over 5,500 customer opportunities with agents that they built on top of our partner Central APIs. [00:29:55] Matt Yanchyshyn: Um, and work Span has built a whole product and business that’s right on leveraging, uh, our APIs, our capabilities to sort of tie into your CRM. So, majority of all opportunities will be progressed and managed by agents. This year at AWS, we already have a majority of all customer opportunities, all app have a partner attached and I, I took a personal goal for a majority of those partner attachments, not to happen from a human. [00:30:22] Matt Yanchyshyn: But from our solution matching engine. And how do you get recommended by that solution? Matching engine, having a healthy ACE pipeline, thanks to partner central agents and the integrations you’re doing. And in addition to being the specializations and doing things like multi-product solutions and ultimately closing opportunities, you dream of LAR and so LAR will help that. [00:30:40] Allison McFadden: It’s more like a nightmare. [00:30:41] Vince Menzione: And so, you know, [00:30:42] Allison McFadden: it’s more like a nightmare, but [00:30:44] Vince Menzione: nightmare. Well, it’s, it’s, yeah. Nightmare of Laura and, and. Nice dreams of PRM, but the, um, but that’s the loop, right? I, I think, uh, increasingly co-sell for us, and in my mind, is largely a hundred percent automated. Yeah. Except for what matters most, those most largest, most strategic, most complex deals. [00:31:01] Vince Menzione: Where our highly paid and very skilled salespeople are most effectively used. [00:31:05] Vince Menzione: Yeah. [00:31:05] Vince Menzione: You know, the days of, you know, this person with 20 years experience selling, clicking, progressing opportunities through a pipeline, uh, should be over. Uh, and, and we need those people out, out selling and, and co-selling. And so that for me. [00:31:19] Vince Menzione: Yeah. That, you know, we talk a lot about co-sell, but I, I’m obsessed with automating as much of the co-sell as possible. [00:31:24] Vince Menzione: I remember going back to the ex Excel spreadsheets and, and that, that seems to be be Viva became spreadsheet jockeys. [00:31:31] Vince Menzione: Yeah. [00:31:32] Vince Menzione: And, and they stopped selling. They forgot how to sell. [00:31:34] Vince Menzione: Yeah. And people spend all this time doing lunch and learns and things like that. [00:31:36] Vince Menzione: And then, you know. Then the salespeople rotate out after 18 months and, and it, that’s, that’s the old days. Uh, you know, the new days are, are AI powered matching algorithms, uh, ag agentic co-sell, using the partner essential agents to get your data and, and putting that data to use automatically and, and what sounded like magic. [00:31:51] Vince Menzione: 12 months ago is being done, you know, by partners at massive scale across thousands of opportunities. You can do it today. And you know, I, there’s a guy named another Mike, right? Mike another Mike who they have, there’s like a guy who’s doing all this and I’m picking on Mike ’cause I, I know their system really well and I know the guy Mike grew easily built it for them. [00:32:08] Vince Menzione: Um, but, you know, I think, yeah, again, in the days of having 10 people sort of doing lunch and learn could be replaced by one or two people, building agents, uh, managing a massive pipeline. And, and that’s the future. [00:32:18] Vince Menzione: Exactly. James, your perspective on what breaks with co-selling? [00:32:22] James Kang: Oh, what breaks co-sell? Um, I would say. [00:32:25] James Kang: It, it starts and finishes with just misalignment and a loss of trust with the customer, especially when you have multiple partners or stakeholders involved. If you’re trying to do a three-way deal with a end customer and you’re not on the same page, you’re not gonna get to a successful outcome on, on the backend. [00:32:44] James Kang: Uh, the fix is a much more complicated story. I would say that to take a step back, um. We’ve talked about the five layer cake. We’ve talked about where NVIDIA kind of fits within the equation. We are invested in the ecosystem and so as different players and application organizations win and see these outcomes for end customers, we celebrate that success. [00:33:07] James Kang: Um, and as part of that kind of ethos of where NVIDIA fits within the ecosystem, we wanna make sure that not only. Our customers, but our partners like ISVs and GSIs are set up for success. Um, we do not as Nvidia sell hardware or GPUs directly to customers We use. Hyperscalers like AWS as kind of our force multiplier. [00:33:31] James Kang: And similarly we think of ISVs and GSIs as the force multipliers in terms of our extensions of how we, we kind of leverage the relationships and build the trust with our end customers. And so going back to kind of the question, Vince, I would say that it all comes back to trust and being able to build that mutual trust. [00:33:48] James Kang: Um, a lot of what we do when we co-sell with AWS is really on the software layer. Um, we actually have more software engineers at NVIDIA than we have hardware engineers, which is a weird thing to say, um, because everyone knows us for our GPUs. But because of that fact, we are heavily invested in Cuda and making sure that Cuda becomes the foundational layer for how not only our ISVs and GSIs, but also our end customers are building. [00:34:12] Vince Menzione: Very cool. So Reiki, you and James together on this production. Versus pilot with the Gentech ai. Tell us a little bit more about that. Where, where are you in the process? [00:34:24] Rekha Thangellapalli: Yeah. So I mean, in general, what we’re seeing out in the market in, in relation to sort of AI and, and customer’s journeys is that, um, at least from an elastic perspective, um, we’re seeing people very much in production when it comes to, you know, kind of AI assistant co-pilot use cases. [00:34:42] Rekha Thangellapalli: So, you know, things like, um, software development, customer support is a big one. Um, any sort of employee productivity use cases where there’s. Still a human in the loop somewhere. Um, and there’s a very like, clear path to value. And so we see the customers being in production excelling there. Um, no problem. [00:35:01] Rekha Thangellapalli: Where we’re seeing people still kind of in the pilot phase is those fully autonomous workflows where there is no human involved. The agent is reasoning on its own. Um, accessing multiple systems and taking an action on the user’s behalf. And what we’re seeing is that it’s not the intelligence of the agent that’s holding it back. [00:35:26] Rekha Thangellapalli: It’s more about giving the right context to the agent and having the right. Security kind of governance controls in place for the company to feel comfortable in putting these fully autonomous workflows into production. And that’s really the conversation we’re having is all right, what are the controls you need in place? [00:35:47] Rekha Thangellapalli: For you to release this to your business unit. Um, and what is the context that the agent is needed before we can comfortably let the agent make the decision on the user’s behalf? Um, James, I’d be interested to hear what you’re, what you’re seeing in the market [00:36:03] James Kang: plus one on all things context. I, I would even go so far as to say, um. [00:36:09] James Kang: H how many folks in the audience have heard of token maxing? Like this new term? [00:36:13] Rekha Thangellapalli: Yeah. Yeah. [00:36:14] James Kang: Um, I’ll, I’ll give a very specific example of, of Uber that went public. With the example of Claude, like they allowed all of their employees to use as many tokens as possible, and within the span of four months, they exhausted their full budget for the year, and so they had to pull back, and now there’s a cap on every employee. [00:36:33] James Kang: I think the number that’s circulating is $1,500 per month per employee, and so I think that is at least. In this multi-phase evolution of where we’re going to be and where we’re today, cost has become kind of the prohibitive force in terms of agentic AI at scale. Um, I think we are working on some very creative solutions in-house and Nvidia. [00:36:55] James Kang: Um. And we saw some really dynamic announcements this week when it comes to all things agent core, um, where we want to focus on very nimble ways for customers to be able to execute and go to market. And one extreme example of that is our investment within our open model strategy. So Nvidia, not only, again, providing GPUs, we actually offer our own op open models, which we call our Nitron models. [00:37:21] James Kang: And through our Nitron models, we are allowing customers to really develop and fine tune their own proprietary models in a cost effective manner. So right alongside the frontier models like OpenAI and Anthropic. It’s not a if then, it’s not an either or statement. It’s a, it’s a permutation, it’s an and So we’re giving you a cost effective alternative to not only bring your AgTech applications at scale by training on Nibo tron, which is open source, but then once you’ve kind of finished and fine tuned that specific training job to be able to. [00:37:53] James Kang: Go ahead and utilize your frontier models, whether it be OpenAI or Claude. And I know there’s other partners here that are providing those kind of different model capabilities. And so I think for us it’s, it’s a matter of choice. We know that this market is dynamic. It’s gonna be evolving over the next coming months as well as the next coming years. [00:38:10] James Kang: Uh, but we believe that we are positioned for a really unique dynamic expansion of AgTech use cases over the, at least the next three to six months. [00:38:20] Vince Menzione: Allison, for the partners in the room who are glazed over right now going, what do I, what do I do over the next 12 months? [00:38:26] Allison McFadden: Should I wake everybody up by saying, yeah, please. [00:38:27] Allison McFadden: Say go hurricanes. [00:38:28] Vince Menzione: Yes. [00:38:29] Allison McFadden: Is there anyone, anybody? Everyone’s like, boo. I get to leave the parade today to go home to parade. I live in Raleigh, so we’ve got our parade on Saturday. Nice. [00:38:39] Vince Menzione: Nice. [00:38:40] Allison McFadden: All right. Wake up. Um, all right. So for the $50 million partners in the room, um. $50 million is not small. You have something that works. [00:38:50] Allison McFadden: Right. This is great. What I would be thinking about is, you know, we’ve talked about focus before, but really doubling down on, you know, what is, what is your industry, what is your client like, ideal client that you serve. And build, um, almost that kind of community. You know, the, the clients we have move from firm to firm to firm. [00:39:17] Allison McFadden: And if you’ve done good work at one, you’re gonna follow ’em to the next. Um, so build that client demand in a specific place or specific client profile that is just like really knocking it out out of the park for you. Um. Scale with marketplace, right? So if you, I, I love some of the data that you were sharing in your talk earlier, um, because it’s like no overhead scaling mechanism. [00:39:45] Allison McFadden: I mean, it’s, it’s fantastic. Um, Accenture, other GSIs like us, we are investing in marketplace. So we’re investing in resources, um, to help us. Use marketplace more with our clients and we’re gonna capture, right, those storefronts. And if you’re present on marketplace, you’re gonna be able to catch, uh, yourself in that wheel. [00:40:09] Allison McFadden: So I think those are the, the kind of couple of things I would say is focus, focus, focus to drive that client demand and use scaling mechanisms like marketplace to really kind of, uh, accelerate. [00:40:24] Vince Menzione: Matt, anything to add there on the. [00:40:26] Vince Menzione: Well just, you know, Ja, James, you, I love the token maxing reference in Uber and it reminds me, you remember when cloud came out and everyone was like, oh, all these people are, are gonna use the cloud and costs are outta control and. [00:40:39] Vince Menzione: Um, a lot of people pulled back from the cloud and, and a lot of those companies no longer exist. And it’s similar with, with, uh, token maxing, like, oh, these agents are outta control. You have a choice. You can embrace them and figure it out and get governance and, and make your data available. Um, use the partner, central agent, move to agent to co-sell, or you can fade and die. [00:40:58] Vince Menzione: And, and that’s, that’s where we’re at. Uh, is, is the, the companies sitting here today embraced the cloud years ago and won. Uh, and and there’s a set of companies here today who are gonna embrace agents in the, for both buyers and sellers, and will win. And there are those who won’t and they won’t win. And so for me, it’s like we’re, we’re at a, we’re at a crossroads. [00:41:18] Vince Menzione: And, and if you’re gonna win, you gotta leap into that, you know? I love it. And, uh, and, and, and it’s, it means the cost of experimentation is so much lower now. Development and, and even business development or software development is, is agent enabled. And so you can take risks, you can experiment and, and you have to, it’s, it’s an existential moment. [00:41:37] Vince Menzione: Agreed. We’ve got a couple minutes left over for any questions. What do you think? Sure. Are there any here. I think there are a couple. Yeah, we’ve got, we’ve got a co-sell question I’m sure coming up here. [00:41:51] Audience Member: Um, I’m Cassandra, I’m the CEO of Partner Tap. And one of the questions I had was, I think, you know, the co-selling between the sellers is where things get. Really, really hard when you’re multi-partner. And so when I was listening, um, with, you know, the Accenture and Elastic together, you talked about how you had, you, you had to get these BD business development people. [00:42:22] Audience Member: Um, is this a new team that is over the client team? And how do these teams interact like with the elastic sellers? Are you doing a lot of coaching to the field and then with if AWS sellers are, are involved, like what is that whole picture? What does look like, [00:42:43] Allison McFadden: like [00:42:44] Audience Member: on the ground? I mean, that is the hardest part, I think, and that’s what we hear. [00:42:48] Allison McFadden: It’s so, it’s so, it’s so tough. Um, and I will, I’ll just say, so our business development leaders that we now have kind of. Expanded their capacity. They have always been, they have always been there. Um, but they have not been well resourced. They haven’t, they haven’t had very clear kind of job description. [00:43:12] Allison McFadden: I’m gonna say I, in the past they have been kind of focused on partner relationship. And so like more like an alliance manager and maybe working on some of the data. Right? So when I say I have nightmares about Lars, because we’re always trying to increase the LAR for Accenture and, and they were focused like in those detailed weeds of like trying to pass ACE and trying to call the PDM and all this stuff. [00:43:39] Allison McFadden: What we are doing is really pivoting them to be proper sales, business development focused on client outcomes and focused on. Technical skills to be able to describe what this solution is to the field. So, um, and because we need, I have many, many questions about, I gotta get agents to work with Eurogen co-sell so that that part somehow goes away. [00:44:05] Allison McFadden: So that’s a, that’s the thing we gotta solve still, but, um, so we’re pivoting them to be kind of driving. More of that co-sell enablement with the field, um, and taking that message to the field rather than being there, waiting for questions to come in from the field, waiting for like our field teams to discover, oh, I saw something that we’re doing with Elastic, like on a press release on LinkedIn. [00:44:30] Allison McFadden: Right. So we’re kind of trying to pivot them to be more proactive. [00:44:33] Vince Menzione: Very cool. [00:44:34] Rekha Thangellapalli: Yeah. And uh, Cassandra, that’s an excellent question because I think. Multi-party, you know, sort of tri-party offerings. The hardest part is operationalizing it at scale, right? Yeah. And so for this particular offering, we are basically having three routes to market. [00:44:51] Rekha Thangellapalli: So one is seeing how this offering fits into our existing elastic go to market. And so I am constantly enabling our field sellers to say, okay, within our three field sales place, here’s exactly where this fits in. Here are, you know, uh. Keywords that you hear in customer conversations where you bring up this offering and here’s a process of how it works. [00:45:14] Rekha Thangellapalli: Um, exactly At what sales stage do I bring in Accenture, how, you know, what are the roles and expectations? Right? So that’s on the elastic side. We’re doing the same thing on the Accenture side. So we’re doing a ton of training enablement and lunch and learns, and we’re also looking at how do we fit into. [00:45:31] Rekha Thangellapalli: Uh, Accenture’s AI transformation projects, we are the semantic layer, right, of their enterprise brain. And so it’s a whole different sales motion, um, and, you know, having the right assets, having the right process again to make sure that that goes smoothly. And then finally, we’re going directly to the customer. [00:45:49] Rekha Thangellapalli: So we are launching multiple external campaigns where, you know, if the customer raises their hand. We will, we will line up immediately. Right. Um, and so, [00:46:01] Allison McFadden: I mean, I can’t, I can’t, I can’t say how important that third leg of the stool is. ’cause the second part, she talked about getting into our catalog is the first thing. [00:46:09] Allison McFadden: ’cause my BU business development leaders have the catalog. Right. And that’s what they’re selling. So what Elastic has done has gotten into one of those offerings and then. If we have a customer that asks for it, that is the fastest way to alignment. That is like the number one thing that we respond to [00:46:26] Vince Menzione: customer at the center. [00:46:27] Vince Menzione: This is great. Well, I think we’re up to time. This was a great session. I want to thank you. This is what a great, what a great group. [00:46:34] Vince Menzione: Thanks for listening to the Ultimate Partner Podcast. If today’s conversation resonated, share it with a partner leader in your network. Subscribe where [00:46:43] Vince Menzione: you listen, and head over to the ultimate partner.com. [00:46:47] Vince Menzione: For show notes related content and the resources for this episode. And if you haven’t already, now’s the time to register for the Ultimate Partner Live Event in Reston, Virginia, October 26th through October 28th. Until next time, keep showing up in the rooms that matter because being in the room changes everything [00:47:09] I.

China's electric vehicle leadership is reshaping the global audio industry. In this episode, host Joe Coletti speaks with Tom Narayan, Lead Equity Analyst in Global Autos at RBC Capital Markets, to explore how China built its EV advantage, why its OEMs are expanding into Europe and eyeing the U.S., and what this means for Western automakers, suppliers, and consumers.Key points:China's EV advantage is rooted in battery supply chains, subsidies, labor costs and domestic market scale.Chinese OEMs are expanding beyond their home market through exports and localization in Europe.European OEMs may lose share, but Western suppliers could benefit if Chinese OEMs rely on them abroad.Chinese OEMs are technically ready for the U.S. market, but policy volatility and tariffs remain major barriers.Chinese consumers are shaping the next phase of electric vehicle technology through demand for autonomy and tech-forward features.Listen and subscribe to Strategic Alternatives on Apple, Spotify, or wherever you get your podcasts. If you enjoyed this episode, please leave us a review and share the podcast with others.To learn more about RBC Imagine, access the flagship report, or continue the conversation, contact your RBC representative or visit rbccm.com/imagine.

Software-defined vehicles (SDVs) are transforming the automotive industry … but are OEMs focused on the right priorities? With over 35 years of award-winning automotive software expertise, Elektrobit's comprehensive SDV ecosystem empowers OEMs, Tier 1s, ODMs and Big Tech to build future-ready solutions with speed and confidence — driving faster innovation and seamless integration across the vehicle lifecycle. Listen in as we sit down with Dr. Moritz Neukirchner, Head of Cross-Portfolio Growth and Alliances, to discuss how automotive operating systems are reshaping the future of mobility and why software is becoming the defining factor in vehicle innovation. From over-the-air updates and AI-defined vehicles to open-source software, you'll learn why many OEMs are rethinking their SDV strategies after years of overambitious goals. This conversation also explores why organizational change, not technical capability, is now the biggest hurdle to building scalable, customer-focused SDVs. If you're interested in automotive OS, AI, SDVs, or the future of vehicle architecture, this episode offers an insider's perspective on where the industry is headed next. We'd love to hear from you. Share your comments, questions and ideas for future topics and guests to podcast@sae.org. Don't forget to take a moment to follow SAE Tomorrow Today—a podcast where we discuss emerging technology and trends in mobility with the leaders, innovators and strategists making it all happen—and give us a review on your preferred podcasting platform. Follow SAE on LinkedIn, Instagram, Facebook, X, and YouTube.Follow host Grayson Brulte on LinkedIn, X, and Instagram.

Wind remains fundamentally healthy: electricity demand is rising, decarbonised power is still needed, and both Europe and the US continue to pull new projects forward, albeit for different reasons. But the industry's center of gravity is shifting. The conversation is no longer just about building faster or installing more megawatts. As turbines get larger, OEM competition broadens, and project economics tighten, the consequences of failure are becoming much harder to ignore.Host Sylvia Leyva Martinez is joined by Alexis Grenon, CEO of Onyx Insight, and Olly Litterick of Tokio Marine GX to examine what that shift means in practice. Their core argument is that the wind sector is moving from a development-at-speed mindset toward operational efficiency, where every dollar of ROI matters and risk has to be quantified far more precisely. They unpack why insurers still struggle with newer turbine classes despite two decades of renewables underwriting: the machines are scaling faster than the loss history, the supply chain maturity is lagging to price them confidently, and in wind, bigger hardware often means not more failures, but far costlier ones when they do occur.A large part of the discussion focuses on blades, where exposure and difficult inspection regimes make early detection especially valuable. Grenon argues that the industry has relied too heavily on periodic inspection and not enough on continuous monitoring, contrasting the lack of standardised turbine monitoring with the smoke detector logic used elsewhere in insurance. The promise of better instrumentation, integrated SCADA and condition data, and physics-informed AI is not simply smarter dashboards. It is the ability to detect structural issues earlier, prevent minor damage from escalating into six-figure or seven-figure failures, and make better-informed decisions about maintenance, underwriting, and asset life.The episode also looks ahead to the next set of decisions facing wind owners: how to handle aging fleets, when to extend life versus repower, and how much independent real-time data can change the balance of power between owners, OEMs, and insurers. The takeaway is that better data and earlier visibility can help the industry move from reactive maintenance and blunt underwriting toward a more preventative, risk-based model, one that should improve insurability, reduce downtime, and make the next phase of wind deployment more durable.This episode is brought to you by twentytwo & brand -- a marketing and PR agency built specifically for energy leaders.Lots of agencies say they work with energy companies, twentytwo & brand was built for them. They've partnered with more than 120 companies driving the energy transition — from growth-stage startups to globally recognized industry leaders. Media relations, brand design, video, paid advertising, and community engagement — they cover it all under one roof. No onboarding lag, no industry crash course -- they speak your language on day one.If you're ready to sharpen your story and supercharge your marketing, find them at twentytwoandbrand.com/woodmac.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What to expect at EAA AirVenture Oshkosh 2026 and an interview with the Manager of Onsite Learning at the Smithsonian's National Air & Space Museum. Also, how L3Harris converted the Qatari-gifted 747 into Air Force One, the Cirrus TRAC10, window seat lawsuits, a rule change to allow supersonic flight over the United States, and an update on Boom Supersonic's strategy for its self-developed Symphony engine. Image by Linda and Lily. Guest Dick Knapinski is Director of Communications for the Experimental Aircraft Association (EAA). He has served in that capacity since 2010 and has been with the organization since 1992. Dick serves as the liaison between the media and EAA throughout the year, particularly during EAA AirVenture Oshkosh, the world’s largest fly-in convention. The event runs July 20-26, 2026. Dick Knapinski Boeing Plaza will be packed with aircraft to celebrate the aviation technology theme. Currently planned innovation displays for July 21 include BETA Technologies, Bye Aerospace, Jetson, American Drone, MagniX, Zipline, Embry-Riddle Aeronautical University, Airhart Aeronautics, Merlin Labs, Amazon Delivery, and Starlight Productions. In addition to the displays on Boeing Plaza, Bye Aerospace, Jetson, BETA Technologies, American Drone, and ScaleWings plan to fly during the afternoon air show. Drone delivery company Wing will display the latest developments in its operations at Twilight Flight Fest. Learn more about the AirVenture Airshows and performers, Aircraft Anniversaries & Gatherings, Authors Corner, AviationTech, KidVenture, and the Fly-In Theater. Rare warbird static/flying displays will include the B-29 “Doc,” as well as a rare Consolidated PB4Y and the CAF’s B-24 Liberator on static display at Boeing Plaza. Vicky Benzing will fly her P-51 “Plum Crazy,” and Bernie Vasquez will demo a Republic P-47 Thunderbolt in afternoon shows. The Aviation Gateway Park will spotlight helicopters, advanced vertical lift platforms, and eVTOL aircraft through static displays and interactive exhibits. Before joining EAA, Dick built a broadcasting career in Wisconsin, including stints as Program Director at WNBI Radio, News Director at WMGV Radio, and Station Manager at WLFM-FM/Wisconsin Public Radio. He also spent years as a sportswriter for the Appleton Post-Crescent. Dick holds a private pilot certificate and remains active as a writer and spokesperson for EAA. Aviation News How was the new Air Force One prepared for flight? The two permanent VC-25 replacements were selected in 2015, and the $3.9 billion fixed-price contract was signed in February 2018. Boeing began physical refurbishment work in February 2020 on two 747-8I airframes originally built for the bankrupt Russian carrier Transaero. Boeing has already reported $2.5 billion in losses on the program. The current delivery target for the first jet is between 2027 and 2028, with the second jet to follow later. The ex-Qatari 747-8 “bridge” aircraft was gifted to the U.S. Air Force in May 2025 and entered service on July 1, 2026. L3Harris did the conversion in about 10 months. The quick conversion was accomplished due to several factors: Pre-staged employees operated on a 24/7, three-shift structure. (Boeing has worked a normal single-shift industrial pace, with no incentive to surge, staff once costs started ballooning.) The bridge aircraft came with a luxury interior. (Boeing's jets had incomplete interiors – basically shells.) Missing VC-25 elements. Reports (unconfirmed by the government) include no evidence of defensive countermeasures and a lack of EMP hardening. L3Harris didn’t out-engineer Boeing. They ran a 24/7 surge crew on a plane that already had a finished VIP interior, targeted a much narrower requirement (“executive airlift” vs. full presidential command-post survivability), and the government has not been forthcoming about which hardened-aircraft features (EMP shielding, missile countermeasures, full secure comms suite) were omitted. See also: Trump wants the $400M Qatari-gifted new Air Force One to be the centerpiece of his presidential library. But there's a problem. Cirrus launches TRAC10, a new light aircraft for the flight training market Purpose-designed for flight schools and to be powered by a turbocharged Rotax 916 iSc FADEC engine, the plane has a three-seat interior, a Garmin flight deck, and the Cirrus Airframe Parachute System. Cirrus says they have 100 orders from 13 flight schools. United Airlines must face lawsuit over ‘window seats’ that lack windows Not every “window seat” has a window. Sometimes it has a wall. That's just the way it is. But last August, some passengers filed class actions ⁠against United Airlines and Delta Air Lines, claiming that the carriers failed to properly disclose the lack of a window during the booking process. United claimed that “window seat” described the seat’s location and did not contractually promise that the seat would, in fact, have a window. In San Francisco, U.S. District Judge James Donato rejected the airlines' request to dismiss the suit. New Rule Clears Way for Quiet Supersonic Flights By way of history: The FAA issued 14 CFR § 91.817 in April 1973, prohibiting civil aircraft from flying at speeds exceeding Mach 1 over land in the United States. The ban came as a result of early Air Force and NASA-controlled boom tests over cities, concerns over the Boeing 2707 SST program, and the impending arrival of the Concorde. NASA’s X-59 QueSST is flying specifically to gather community-response data on its “quiet boom” design.  In a Notice of Proposed Rulemaking (Proposed rule: Enabling Supersonic Overland Flight), the FAA is looking to replace the blanket Mach-1 ban with a noise-based standard. Supersonic flight over land would be permitted if the boom signature falls under a certain loudness threshold. The NPRM states, “Manufacturers have demonstrated it is possible to fly supersonic aircraft without sonic booms reaching the surface by using sonic boom abatement techniques, making complete prohibition on civil supersonic flight outside of test areas no longer appropriate and an unnecessary restraint on the growth of the U.S. aviation sector.” The NPRM shifts the regulatory trigger from speed to noise. Right now, § 91.817 just bans anything faster than Mach 1 over land. The proposed rule keeps that structure but adds an exception: an operator may exceed Mach 1 if it can demonstrate that the sonic boom’s overpressure at the surface does not exceed 0.11 pounds per square foot (psf). This NPRM only covers en-route/overland boom noise. A separate rule on takeoff/landing noise is expected later this year, with both rules targeted for finalization by mid-2027. The comment period ends August 17, 2026, at 11:59 PM EDT. Boom Supersonic Q2 2026 Update https://youtu.be/gtf0-bVSbeA?is=GmG8VhICNm4wg7tP The FAA proposal to change from speed regulation to noise regulation is something Boom Supersonic and others have been seeking. In the Boom Supersonic Q2 2026 Update video, Blake Scholl reveals Boom's strategy for the Symphony engine. The company intends to market a variant of the engine for behind-the-meter power generation that AI companies can utilize for power. In large part, the engine OEMs wouldn’t develop an engine for the Overture because the huge development cost couldn’t be covered by the expected engine volume. So when Boom announced it was developing its own engine, the business case was unclear. But by focusing on the ground power generation market, Boom can spread development costs over a greater number of engines. Also, that revenue stream would generate cash flow for the Overture program. National Air and Space Museum Celebrates 50 Years With Opening of Five New Galleries Hillel attended the Smithsonian's National Air & Space Museum media preview of the opening of the five galleries. Last episode, we listened to two recordings from that event. This week Hillel speaks with Mike Hulslander, the museum's Manager of Onsite Learning. Mike has worked in museums and zoos for more than 28 years and has researched, written, presented, and evaluated science programs for school groups, families, and the general public. At the Air and Space Museum, he is responsible for science-focused programs and exhibitions. Mike also manages the Museum's learning centers: How Things Fly and the Design Hangar. Mike is also an adjunct faculty member at the National Center for Earth and Space Science Education. He serves as a science educator on the Student Spaceflight Experiments Program national review panel for experiment selection and has participated in reviews for the past 11 missions aboard the Space Shuttle and the International Space Station. Supersonic demo Lift vs. Angle of Attack Hosts this Episode Max Flight, our Main(e) Man Micah, Rob Mark, David Vanderhoof, Hillel Glazer, and Brian Coleman.