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Last time we spoke about the Changsha fire. Chiang Kai-shek faced a brutal choice: defend Wuhan to the last man or flood the land to slow the invaders. He chose both, pushing rivers and rallying a fractured army as Japanese forces pressed along the Yangtze. Fortresses at Madang held long, but the cost was high—troops lost, civilians displaced, a city's heart burning in the night. Wuhan fell after months of brutal fighting, yet the battle did not break China's will. Mao Zedong urged strategy over martyrdom, preferring to drain the enemy and buy time for a broader struggle. The Japanese, though victorious tactically, found their strength ebbing, resource strains, supply gaps, and a war that felt endless. In the wake of Wuhan, Changsha stood next in the Japanese crosshairs, its evacuation and a devastating fire leaving ash and memory in its wake. Behind these prices, political currents swirled. Wang Jingwei defected again, seeking power beyond Chiang's grasp, while Chongqing rose as a western bastion of resistance. The war hardened into a protracted stalemate, turning Japan from an aggressive assailant into a wary occupier, and leaving China to endure, persist, and fight on.   #175  The Soviet-Japanese Border Conflicts Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So based on the title of this one, you probably can see we are taking a bit of a detour. For quite some time we have focused on the Japanese campaigns into China proper 1937-1938. Now the way the second sino-japanese war is traditionally broken down is in phases. 1937-1938, 1939-1942 and 1942-1945. However there is actually even more going on in China aside from the war with Japan. In Xinjiang province a large full blown Islamic revolution breaks out in 1937. We will be covering that story at a later date, but another significant event is escalating border skirmishes in Manchukuo. Now these border skirmishes had been raging ever since the USSR consolidated its hold over the far east. We talked about some of those skirmishes prior to the Sino-Soviet war in 1929. However when Japan created the puppet government of Manchukuo, this was a significant escalation in tensions with the reds. Today we are going to talk about the escalating border conflicts between the Soviets and Japan. A tongue of poorly demarcated land extends southeast from Hunchun, hugging the east bank of the Tumen River between Lake Khasan to the east and Korea to the west. Within this tongue stands Changkufeng Hill, one of a long chain of highlands sweeping from upstream along the rivers and moors toward the sea. The twin-peaked hill sits at the confluence area several miles northwest of the point where Manchuria, Korea, and the Russian Far East meet. The hill's shape reminded Koreans of their changgo, which is a long snare drum constricted at the center and tapped with the hands at each end. When the Manchus came to the Tumen, they rendered the phonetic sounds into three ideographic characters meaning "taut drum peaks" or Chang-ku-feng. The Japanese admired the imagery and preserved the Chinese readings, which they pronounce Cho-ko-ho. From their eastern vantage, the Russians called it Zaozernaya, "hill behind the lake." Soviet troops referred to it as a sugar-loaf hill. For many years, natives and a handful of officials in the region cultivated a relaxed attitude toward borders and sovereignty. Even after the Japanese seized Manchuria in 1931, the issue did not immediately come to a head. With the expansion of Manchukuo and the Soviet Far East under Stalin's Five-Year plans, both sides began to attend more closely to frontier delimitation. Whenever either party acted aggressively, force majeure was invoked to justify the unexpected and disruptive events recognized in international law. Most often, these incidents erupted along the eastern Manchurian borders with the USSR or along the 350-mile frontier south of Lake Khanka, each skirmish carrying the seeds of all-out warfare. Now we need to talk a little bit about border history. The borders in question essentially dated to pacts concluded by the Qing dynasty and the Tsardom. Between the first Sino-Russian Treaty of Nerchinsk in 1689 and the Mukden Agreement of 1924, there were over a dozen accords governing the borders. Relevant to Changkufeng were the basic 15-article Convention of Peking, supplementing the Tientsin Treaties of November 1860, some maps made in 1861, and the eight-article Hunchun Border Protocol of 1886. By the 1860 treaty, the Qing ceded to Tsarist Russia the entire maritime province of Siberia, but the meaning of "lands south of Lake Khanka" remained rather vague. Consequently, a further border agreement was negotiated in June 1861 known as "the Lake Khanka Border Pact", by which demarcations were drawn on maps and eight wooden markers erected. The border was to run from Khanka along ridgelines between the Hunchun River and the sea, past Suifenho and Tungning, terminating about 6 miles from the mouth of the Tumen. Then a Russo-Chinese commission established in 1886 drew up the Hunchun Border Pact, proposing new or modified markers along the 1860–1861 lines and arranging a Russian resurvey. However, for the Japanese, in 1938, the Chinese or Manchu texts of the 1886 Hunchun agreement were considered controlling. The Soviets argued the border ran along every summit west of Khasan, thereby granting them jurisdiction over at least the eastern slopes of all elevations, including Changkufeng and Shachaofeng.  Since the Qing dynasty and the house of Romanov were already defunct, the new sovereignties publicly appealed to opposing texts, and the Soviet side would not concede that the Russian-language version had never been deemed binding by the Qing commissioners. Yet, even in 1938, the Japanese knew that only the Chinese text had survived or could be located.    Now both the Chinese and Russian military maps generally drew the frontier along the watershed east of Khasan; this aligned with the 1861 readings based on the Khanka agreement. The Chinese Republican Army conducted new surveys sometime between 1915 and 1920. The latest Chinese military map of the Changkufeng area drew the border considerably closer to the old "red line" of 1886, running west of Khasan but near the shore rather than traversing the highland crests. None of the military delimitations of the border was sanctified by an official agreement. Hence, the Hunchun Protocol, whether well known or not, invaluable or worthless, remained the only government-to-government pact dealing with the frontiers.  Before we jump into it, how about a little summary of what became known as the Soviet-Japanese border conflicts. The first major conflict would obviously be the Russo-Japanese war of 1904-1905. Following years of conflict between the Russian Empire and Japan culminating in the costly Battle of Tsushima, Tsar Nicholas II's government sought peace, recognizing Japan's claims to Korea and agreeing to evacuate Manchuria.  From 1918 to 1920, the Imperial Japanese Army, under Emperor Taishō after the death of Meiji, assisted the White Army and Alexander Kerensky against the Bolshevik Red Army. They also aided the Czechoslovak Legion in Siberia to facilitate its return to Europe after an Austrian-Hungarian armoured train purportedly went astray. By 1920, with Austria-Hungary dissolved and Czechoslovakia established two years earlier, the Czechoslovak Legion reached Europe. Japan withdrew from the Russian Revolution and the Civil War in 1922. Following Japan's 1919-1920 occupations and the Soviet intervention in Mongolia in 1921, the Republic of China also withdrew from Outer Mongolia in 1921. In 1922, after capturing Vladivostok in 1918 to halt Bolshevik advances, Japanese forces retreated to Japan as Bolshevik power grew and the postwar fatigue among combatants increased. After Hirohito's invasion of Manchuria in 1931–1932, following Taishō's death in 1926, border disputes between Manchukuo, the Mongolian People's Republic, and the Soviet Union increased. Many clashes stemmed from poorly defined borders, though some involved espionage. Between 1932 and 1934, the Imperial Japanese Army reported 152 border disputes, largely tied to Soviet intelligence activity in Manchuria, while the Soviets accused Japan of 15 border violations, six air intrusions, and 20 cases of "spy smuggling" in 1933 alone. Numerous additional violations followed in the ensuing years. By the mid-1930s, Soviet-Japanese diplomacy and trust had deteriorated further, with the Japanese being openly labeled "fascist enemies" at the Seventh Comintern Congress in July 1935. Beginning in 1935, conflicts significantly escalated. On 8 January 1935, the first armed clash, known as the Halhamiao incident, took place on the border between Mongolia and Manchukuo. Several dozen cavalrymen of the Mongolian People's Army crossed into Manchuria near disputed fishing grounds and engaged an 11‑man Manchukuo Imperial Army patrol near the Buddhist temple at Halhamiao, led by a Japanese military advisor. The Manchukuo Army sustained 6 wounded and 2 dead, including the Japanese officer; the Mongols suffered no casualties and withdrew after the Japanese sent a punitive expedition to reclaim the area. Two motorized cavalry companies, a machine‑gun company, and a tankette platoon occupied the position for three weeks without resistance. In June 1935, the first direct exchange of fire between the Japanese and Soviets occurred when an 11‑man Japanese patrol west of Lake Khanka was attacked by six Soviet horsemen, reportedly inside Manchukuo territory. In the firefight, one Soviet soldier was killed and two horses were captured. The Japanese requested a joint investigation, but the Soviets rejected the proposal. In October 1935, nine Japanese and 32 Manchukuoan border guards were establishing a post about 20 kilometers north of Suifenho when they were attacked by 50 Soviet soldiers. The Soviets opened fire with rifles and five heavy machine guns. Two Japanese and four Manchukuoan soldiers were killed, and another five were wounded. The Manchukuoan foreign affairs representative lodged a verbal protest with the Soviet consul at Suifenho. The Kwantung Army of Japan also sent an intelligence officer to investigate the clash. On 19 December 1935, a Manchukuoan unit reconnoitering southwest of Buir Lake clashed with a Mongolian party, reportedly capturing 10 soldiers. Five days later, 60 truck‑borne Mongolian troops assaulted the Manchukuoans and were repulsed, at the cost of three Manchukuoan dead. On the same day, at Brunders, Mongolian forces attempted three times to drive out Manchukuoan outposts, and again at night, but all attempts failed. Further small attempts occurred in January, with Mongolians using airplanes for reconnaissance. The arrival of a small Japanese force in three trucks helped foil these attempts; casualties occurred on both sides, though Mongolian casualties are unknown aside from 10 prisoners taken. In February 1936, Lieutenant-Colonel Sugimoto Yasuo was ordered to form a detachment from the 14th Cavalry Regiment to "drive the Outer Mongol intruders from the Olankhuduk region," a directive attributed to Lieutenant-General Kasai Heijuro. Sugimoto's detachment included cavalry guns, heavy machine guns, and tankettes. They faced a force of about 140 Mongolians equipped with heavy machine guns and light artillery. On February 12, Sugimoto's men drove the Mongolians south, at the cost of eight Japanese killed, four wounded, and one tankette destroyed. The Japanese began to withdraw, but were attacked by 5–6 Mongolian armored cars and two bombers, which briefly disrupted the column. The situation was stabilized when the Japanese unit received artillery support, allowing them to destroy or repel the armored cars. In March 1936, the Tauran incident occurred. In this clash, both the Japanese Army and the Mongolian Army deployed a small number of armored fighting vehicles and aircraft. The incident began when 100 Mongolian and six Soviet troops attacked and occupied the disputed village of Tauran, Mongolia, driving off the small Manchurian garrison. They were supported by light bombers and armored cars, though the bombing sorties failed to inflict damage on the Japanese, and three bombers were shot down by Japanese heavy machine guns. Local Japanese forces counter-attacked, conducting dozens of bombing sorties and finally assaulting Tauran with 400 men and 10 tankettes. The result was a Mongolian rout, with 56 Mongolian soldiers killed, including three Soviet advisors, and an unknown number wounded. Japanese losses were 27 killed and 9 wounded. Later in March 1936, another border clash occurred between Japanese and Soviet forces. Reports of border violations prompted the Japanese Korean Army to send ten men by truck to investigate, but the patrol was ambushed by 20 Soviet NKVD soldiers deployed about 300 meters inside territory claimed by Japan. After suffering several casualties, the Japanese patrol withdrew and was reinforced with 100 men, who then drove off the Soviets. Fighting resumed later that day when the NKVD brought reinforcements. By nightfall, the fighting had ceased and both sides had pulled back. The Soviets agreed to return the bodies of two Japanese soldiers who had died in the fighting, a development viewed by the Japanese government as encouraging. In early April 1936, three Japanese soldiers were killed near Suifenho in another minor affray. This incident was notable because the Soviets again returned the bodies of the fallen servicemen. In June 1937, the Kanchazu Island incident occurred on the Amur River along the Soviet–Manchukuo border. Three Soviet gunboats crossed the river's center line, disembarked troops, and occupied Kanchazu Island. Japanese forces from the IJA 1st Division, equipped with two horse-drawn 37 mm artillery pieces, quickly established improvised firing positions and loaded their guns with both high-explosive and armor-piercing shells. They shelled the Soviet vessels, sinking the lead gunboat, crippling the second, and driving off the third. Japanese troops subsequently fired on the swimming crewmen from the sunken ships using machine guns. Thirty-seven Soviet soldiers were killed, while Japanese casualties were zero. The Japanese Ministry of Foreign Affairs protested and demanded the Soviet forces withdraw from the island. The Soviet leadership, apparently shocked by the incident and reluctant to escalate, agreed to evacuate their troops. By 1938 the border situation had deteriorated. The tangled terrain features, mountain, bog, stream, forest, and valley, would have complicated even careful observers' discernment of the old red line drawn in 1886. Fifty years later, the markers themselves had undergone a metamorphosis. Japanese investigators could find, at most, only 14 to 17 markers standing fairly intact between the Tumen estuary and Khanka—roughly one every 25 miles at best. The remainder were missing or ruined; five were found in new locations. Marker "K," for example, was 40 meters deeper inside Manchuria, away from Khanka. Japanese military experts noted that of the 20 markers originally set along the boundaries of Hunchun Prefecture alone, only four could be found by the summer of 1938. The rest had either been wrecked or arbitrarily moved and discarded by Russian or Chinese officials and inhabitants. It is even said that one missing marker could be seen on display in Khabarovsk. The Chinese had generally interpreted the boundary as the road line just west of Khasan, at least in practice. Free road movement, however, had become a problem even 20 years before the Japanese overran Manchuria in 1931–1932 during the so-called Manchurian Incident. The Japanese adopted, or inherited, the Chinese interpretation, which was based on the 1886 agreement on border roads; the key clause held that the frontier west of Khasan would be the road along the lake. Japanese sources emphasize that local residents' anger toward gradual Soviet oppression and penetrations westward into Manchurian territory fueled the conflict. Many natives believed the original boundaries lay east of the lake, but the Soviets adjusted the situation to suit their own convenience. In practice, the Russians were restricting road use just west of Khasan by Manchurian and Korean residents. There was speculation that this was a prelude to taking over the ridgelines, depending on the reaction of the Manchukuoan–Japanese side. Villagers who went to streams or the lake to launder clothing found themselves subjected to sniper fire. Along a 25-mile stretch of road near Shachaofeng, farmers reported coming under fire from new Soviet positions as early as November 1935. Nevertheless, Japanese and Koreans familiar with the Tumen area noted agrarian, seasonal Korean religious rites atop Changkufeng Hill, including fattened pigs sacrificed and changgo drums beaten. Village elders told Japanese visitors in 1938 that, until early the preceding year, no Russians had come as far as Changkufeng Hill. Looking only at the border sector around Changkufeng, the easy days were clearly behind us. In the summer of 1938, Gaimusho "Foreign Ministry" observers described the explosive situation along the Korea–Manchuria–USSR borders as a matter of de facto frontiers. Both sides pressed against each other, and their trigger-happy posture was summed up in the colloquial refrain: "Take another step and we'll let you have it." Near dawn on 13 June 1938, a Manchurian patrol detected a suspicious figure in the fog swirling over Changlingtzu Hill on the Siberian–Manchurian frontier. Challenged at 15 feet, the suspect hurled two pistols to the ground and raised his hands in surrender. At headquarters, the police soon realized this was no routine border-trespassing case. The man was a defector and he was a Russian general, in fact he was the director of all NKVD forces in the Soviet Far East. Beneath a mufti of spring coat and hunting cap, he wore a full uniform with medals. His identification card No. 83 designated him as G. S. Lyushkov, Commissar 3rd Class, countersigned by Nikolai Yezhov, NKVD head in Moscow. Lyushkov was promptly turned over to the Japanese military authorities, who transferred him to Seoul and then to Tokyo under close escort. On 1 July, the Japanese press was permitted to disclose that Lyushkov had sought refuge in Japan. Ten days later, to capitalize on the commissar's notoriety and to confound skeptics, the Japanese produced Lyushkov at a press conference in Tokyo. For the Japanese and foreign correspondents, who met separately with him, Lyushkov described Soviet Far East strength and the turmoil wracking the USSR, because for those of you unfamiliar this was during the Stalinist purges. Clearly, the Japanese had gained a unique reservoir of high-level intelligence and a wealth of materials, including notes scratched in blood by suspects incarcerated at Khabarovsk. A general tightening of Russian frontier security had recently been reported. Natives of Fangchuanting asserted that a Soviet cavalry patrol appeared in June, seemingly for the first time. Contact with Yangkuanping, northwest of Khasan, was severed. More importantly, Japanese Army Signal Corps intelligence detected a surge of Soviet message traffic from the Posyet Bay district. After Lyushkov's defection, a drastic reshuffle in the local Russian command apparently occurred, and responsibility for border surveillance seems to have been reallocated. Japanese records indicate that the Novokievsk security force commander was relieved and the sector garrison replaced by troops from Vladivostok. Gaimusho intelligence also received reports that a border garrison unit had been transferred from Khabarovsk or Chita to the Tumen sector. The Kwantung Army signal monitors also intercepted two significant frontline messages on 6 July from the new Russian local commander in the Posyet region, addressed to Lieutenant General Sokolov in Khabarovsk. Decoded, the messages suggested (1) that ammunition for infantry mortars amounted to less than half the required supply; and  (2) a recommendation that higher headquarters authorize Russian elements to secure certain unoccupied high ground west of Khasan.  The commander noted terrain advantages and the contemplated construction of emplacements that would command Najin and the Korean railway. As a start, at least one Russian platoon should be authorized to dig in on the highest ground (presumably Changkufeng) and deploy four tons of entanglements to stake out the Soviet claim. Korea Army Headquarters received a telegram from the Kwantung Army on 7 July conveying the deciphered messages. On the same day, the 19th Division in North Korea telephoned Seoul that, on 6 July, three or four Soviet horsemen had been observed reconnoitering Manchurian territory from atop a hill called Changkufeng. The alarming intelligence from the Kwantung Army and the front warranted immediate attention by the Korea Army. Some Kwantung Army officers doubted the significance of the developments, with one intelligence official even suggesting the Russian messages might be a deliberate ploy designed to entrap the Japanese at Changkufeng. On 7–8 July, all staff officers in Seoul convened at army headquarters. The name of Changkufeng Hill was not well known, but maps and other data suggested that neither the Japanese nor the Russians had previously stationed border units in the ridge complex west of Khasan. As early as March 1936, Army Commander Koiso Kuniaki had distributed maps to subordinate units, indicating which sectors were in dispute. No patrol was to enter zones lacking definitive demarcation. Until then, the only Japanese element east of the Tumen was a Manchurian policeman at Fangchuanting. Ownership of the high ground emerged as an early issue. A number of other points were raised by  the Kwantung Army: At present, Soviet elements in the area were negligible. The intrusion must not be overlooked. The Russians could be expected to exploit any weakness, and half-measures would not suffice, especially regarding the Japanese defense mission along a 125-mile frontier. In Japanese hands, Changkufeng Hill would be useful, but two excellent observation posts already existed in the neighboring sector of the Manchurian tongue. With dissidence and purges underway, the Russians may have judged it necessary to seal border gaps, particularly after Lyushkov's defection. They may also have sought to control Changkufeng to offset Japanese dominance of the high ground to the north. Soviet seizure of Changkufeng would upset the delicate status quo and could provoke a contest for equivalent observation posts. In broader terms, it mattered little whether the Russians sought a permanent observation post on Changkufeng Hill, which was of relatively minor strategic value. Japan's primary concern lay in the China theater; Changkufeng was peripheral. The Japanese should not expend limited resources or become distracted. The matter required consultation with the high command in Tokyo. In the absence of more comprehensive intelligence, the assembled staff officers concluded that the Korea Army should, at a minimum, ignore or disregard Soviet actions for the time being, while maintaining vigilant observation of the area. The consensus was communicated to Major General Kitano Kenzo, the Korea Army chief of staff, who concurred, and to Koiso. Upon learning that the recommendation advocated a low posture, Koiso inquired only whether the opinion reflected the unanimous view of the staff. Having been assured that it did, he approved the policy. Koiso, then 58, was at the threshold of the routine personnel changes occurring around 15 July. He had just been informed that he would retire and that General Nakamura Kotaro would succeed him. Those acquainted with Koiso perceived him as treating the border difficulties as a minor anticlimax in the course of his command tour. He appeared unemphatic or relaxed as he prepared to depart from a post he had held for twenty-one years. Although neither Koiso nor his staff welcomed the Soviet activities that appeared under way, his reaction likely reflected a reluctance to make decisions that could constrain his soon-to-arrive successor. On 8 July Koiso authorized the dispatch of warnings to the 19th Division at Nanam, to the Hunchun garrison, and to the intelligence branch at Hunchun. These units were instructed to exercise maximum precautions and to tighten frontier security north of Shuiliufeng. In response to the initial appearance of Soviet horsemen at Changkufeng, the Kucheng Border Garrison Unit of the 76th Infantry Regiment maintained close surveillance across the Tumen. By about noon on 9 July, patrols detected approximately a dozen Russian troops commencing construction atop Changkufeng. Between 11 and 13 July, the number of soldiers on the slopes increased to forty; there were also thirty horses and eleven camouflaged tents. Operating in shifts on the western side, thirty meters from the crest, the Russians erected barbed wire and firing trenches; fifty meters forward, they excavated observation trenches. In addition to existing telephone lines between Changkufeng, Lake Khasan, and Kozando, the Russians installed a portable telephone net. Logistical support was provided by three boats on the lake. Approximately twenty kilometers to the east, well within Soviet territory, large forces were being mobilized, and steamship traffic into Posyet Bay intensified. Upon learning of the "intrusion" at Changkufeng on 9 July, Lt. General Suetaka Kamezo, the commander of the 19th Division, dispatched staff officers to the front and prepared to send elements to reinforce border units.  The special significance of Suetaka and his division stemmed from a series of unusual circumstances. Chientao Province, the same zone into which Lyushkov had fled and the sector where Soviet horsemen had appeared, fell within Manchukuo geographically and administratively. Yet, in terms of defense, the configuration of the frontier, the terrain, and the transportation network more closely connected the region with North Korea than with southeastern Manchuria. Approximately 80% of the population was of Korean origin, which implied Japanese rather than Manchukuoan allegiance. Consequently, the Korea Army had been made operationally responsible for the defense of Chientao and controlled not only the three-battalion garrison at Hunchun but also the intelligence detachment located there. In the event of war, the Korea Army's mission was defined as mobilization and execution of subsidiary operational tasks against the USSR, under the control and in support of the Kwantung Army.  The Korea Army ordinarily possessed two infantry divisions, the 19th in North Korea and the 20th stationed at Seoul, but the 20th Division had already departed for China, leaving only the 20th Depot Division in the capital. Beyond sparse ground units, devoid of armor and with weak heavy artillery, there were only two air regiments in Korea, the nearest being the unit at Hoeryong. The Korea Army was designed to maintain public security within Korea as well as fulfill minimal defensive responsibilities. Such an army did not require a full-time operations officer, and none was maintained. When needed, as in mid-1938, the task fell to the senior staff officer, in this case Colonel Iwasaki Tamio. In peacetime, training constituted the primary focus.  Thus, the 19th Division was entrusted with defending northeastern Korea. Its commander, Suetaka, a seasoned infantryman, resented the fact that his elite force had never engaged in combat in China. He intensified training with zeal, emphasizing strict discipline, bravery, aggressiveness, and thorough preparation. Japanese veterans characterized him as severe, bullish, short-tempered, hot-blooded, highly strung, unbending, and stubborn. Nonetheless, there was widespread respect for his realistic training program, maintained under firm, even violent, personal supervision. His men regarded Suetaka as a professional, a modern samurai who forged the division into superb condition. Privately, he was reputed for sensitivity and warmth; a Japanese phrase "yakamashii oyaji" captures the dual sense of stern father and martinet in his character. At the outset, however, Suetaka displayed little aggression. Although not widely known, he did not welcome the orders from army headquarters to deploy to the Tumen. Until late July, he remained somewhat opposed to the notion of dislodging the Soviets from the crest, a proposition arising from neither the division staff nor, initially, Suetaka himself. Colonel Sato noted that, for a week after reports of Soviet excavation at Changkufeng, the division's response was limited to preparations for a possible emergency, as they perceived the matter as a local issue best settled through diplomacy. Korea Army officers acknowledged that, around the time the Soviets consolidated their outpost strength at Changkufeng, an informal and personal telegram arrived in Seoul from a Kwantung Army Intelligence field-grade officer who specialized in Soviet affairs. If the Korea Army hesitated, the Kwantung Army would be obliged to eject the Russians; the matter could not be ignored. While the telegram did not demand a reply and struck several officers as presumptuous and implausible, the message was promptly shown to Koiso. Koiso was driven to immediate action, he wired Tokyo asserting that only the Korea Army could and would handle the incident. One staff officer recalled "We felt we had to act, out of a sense of responsibility. But we resented the Kwantung Army's interference." The Korea Army staff convened shortly after receipt of the unofficial telegram from Hsinking. Based on the latest intelligence from the division dated 13 July, the officers prepared an assessment for submission to the army commander. The hypotheses were distilled into three scenarios: The USSR, or the Far East authorities, desires hostilities. Conclusion: Slightly possible. The USSR seeks to restrain Japan on the eve of the pivotal operations in China: the major Japanese offensive to seize Hankow. Conclusion: Highly probable. The Posyet district commander is new in his post; by occupying the Changkufeng ridges, he would demonstrate loyalty, impress superiors, and seek glory. Conclusion: Possible. Late on 13 July or early on 14 July, Koiso approved the dispatch of a message to the vice minister of war, and the Kwantung Army chief of staff:  "Lake Khasan area lies in troublesome sector USSR has been claiming . . . in accordance with treaties [said Secret Message No. 913], but we interpret it to be Manchukuoan territory, evident even from maps published by Soviet side. Russian actions are patently illegal, but, considering that area does not exert major or immediate influence on operations [Japan] is intending and that China Incident is in full swing, we are not going to conduct counterattack measures immediately. This army is thinking of reasoning with Soviets and requesting pullback, directly on spot. . . . In case Russians do not accede in long run, we have intention to drive Soviet soldiers out of area east of Khasan firmly by use of force."  The message concluded with a request that the Tokyo authorities lodge a formal protest with the USSR, on behalf of Manchukuo and Japan, and guide matters so that the Russians would withdraw quickly. Dominant in Japanese high command thinking in 1938 was the China theater; the Changkufeng episode constituted a mere digression. A sequence of Japanese tactical victories had preceded the summer: Tsingtao fell in January; the Yellow River was reached in March; a "reformed government of the Republic of China" was installed at Nanking several weeks later; Amoy fell in early May; Suchow fell on the 20th. With these gains, northern and central fronts could be linked by the Japanese. Yet Chinese resistance persisted, and while public statements anticipated imminent Chinese dissension, private admissions acknowledged that the partial effects of Suchow's fall were ominous: control might pass from Chiang Kai-shek to the Communists, Chinese defiance might intensify, and Soviet involvement could ensue. A Hankow drive appeared desirable to symbolize the conclusion of the military phase of hostilities. The Japanese and their adversaries were in accord regarding the importance of the summer and autumn campaigns. Even after Suchow's fall, the government discouraged public insinuations that enemy resistance was collapsing; when Chiang addressed the nation on the first anniversary of hostilities, Premier Konoe prophetically proclaimed, "The war has just begun." Colonel Inada Masazum served as the Army General Staff's principal figure for the Changkufeng affair, occupying the position of chief of the 2nd Operations Section within the Operations Bureau in March 1938. A distinguished graduate of the Military Academy, Inada completed the War College program and held a combination of line, instructional, and staff assignments at the War College, the Army General Staff, and the War Ministry. He was recognized as a sharp, highly capable, and driveful personality, though some regarded him as enigmatic. Following the capture of Suchow, Imperial General Headquarters on 18 June ordered field forces to undertake operational preparations for a drive to seize the Wuhan complex. Inada favored a decisive move aimed at achieving a rapid political settlement. He acknowledged that Soviet intervention in 1938, during Japan's involvement in China, would have been critical. Although Japanese forces could still defeat the Chinese, an overextended Japanese Army might be fatally compromised against the Russians. Soviet assistance to China was already pronouncedly unwelcome. The Soviets were reported to possess roughly 20 rifle divisions, four to five cavalry divisions, 1,500 tanks, and 1,560 aircraft, including 300 bombers with a range of approximately 3,000 kilometers, enabling reach from Vladivostok to Tokyo. Soviet manpower in Siberia was likely near 370,000. In response, Japanese central authorities stressed a no-trouble policy toward the USSR while seeking to "wall off" the border and bolster the Kwantung Army as quickly as possible. Nevertheless, the envisaged correction of the strategic imbalance could not occur before 1943, given shortages in ammunition, manpower, and materiel across existing theaters in China. By the end of 1937 Japan had committed 16 of its 24 divisions to China, bringing the standing force to roughly 700,000. Army General Staff planners reallocated three ground divisions, intended for a northern contingency, from north to central China, even as the Kwantung Army operated from a less favorable posture. Attitudes toward the northern problem varied within senior military circles. While concern persisted, it was not universal. As campaigns in China widened, planning at the high command level deteriorated, propagating confusion and anxiety to field armies in China. The Japanese Navy suspected that the Army general staff was invoking the USSR as a pretext for broader strategic aims—namely, to provoke a more consequential confrontation with the USSR while the Navy contended with its own strategic rivalries with the Army, centered on the United States and Britain. Army leaders, however, denied aggressive intent against the USSR at that time. The Hankow plan encountered substantial internal opposition at high levels. Private assessments among army planners suggested that a two-front war would be premature given operational readiness and troop strength. Not only were new War Ministry officials cautious, but many high-ranking Army general staff officers and court circles shared doubts.  Aggressive tendencies, influenced by subordinates and the Kwantung Army, were evident in Inada, who repeatedly pressed Tada Shun, the deputy army chief of staff, to endorse the Wuhan drive as both necessary and feasible, arguing that the USSR would gain from Japan's weakening without incurring substantial losses. Inada contended that Stalin was rational and that time favored the USSR in the Far East, where industrial buildup and military modernization were ongoing. He argued that the Soviet purges impeded opportunistic ventures with Japan. He posited that Nazi Germany posed a growing threat on the western front, and thus the USSR should be avoided by both Japan, due to China and Russia, due to Germany. While most of the army remained engaged in China, Tada did not initially share Inada's views; only after inspecting the Manchurian borders in April 1938 did he finally align with Inada's broader vision, which encompassed both northern and Chinese considerations. During this period, Inada studied daily intelligence from the Kwantung Army, and after Lyushkov's defection in June, reports suggested the Soviets were following their sector commander's recommendations. Russian troops appeared at Changkufeng, seemingly prepared to dig in. Inada recollects his reaction: "That's nice, my chance has come." I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The simmering Soviet–Japanese border clashes centered on Changkufeng Hill near Lake Khanka, set within a broader history of contested frontiers dating to Qing and Tsarist treaties. Japan, prioritizing China, considered Changkufeng peripheral but ready to confront Soviet encroachment; Moscow aimed to consolidate border gains, with high-level war planning overlaying regional skirmishes. Conflict loomed over Manchuria.

Our Mission is to create a platform that God can use to see the earth and the systems of humanity conform to Heaven's pattern. We will do this by: Preaching, Teaching, Operating in the Gifts of the Spirit, facilitating the Presence of God through Corporate Worship, Mentoring, Media Broadcasting, Publishing, Networking, Enterprise, Market-Place Ministry and every Godly and legal avenue available to us.

Explores forgotten solidarity with African liberation struggles through the life of Black Chicagoan Prexy Nesbitt. For many civil rights activists, the Vietnam War brought the dangers of US imperialism and the global nature of antiracist struggle into sharp relief. Martha Biondi tells the story of one such group of activists who built an internationalist movement in Chicago committed to liberation everywhere but especially to ending colonialism and apartheid in Africa. Among their leaders was Prexy Nesbitt. Steeped from an early age in stories of Garveyism and labor militancy, Nesbitt was powerfully influenced by his encounters with the exiled African radicals he met in Dar es Salaam, London, and across the United States. Operating domestically and abroad, Nesbitt's cohort worked closely with opponents of Portuguese and white minority rule in Mozambique, Angola, and South Africa. Rather than promoting a US conception of Black self-determination, they took ideas from African anticolonial leaders and injected them into US foreign policy debates. The biography of a man but even more so of a movement, We Are Internationalists: Prexy Nesbitt and the Fight for African Liberation (U California Press, 2025) reveals the underappreciated influence of a transformative Black solidarity project. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/african-american-studies

Explores forgotten solidarity with African liberation struggles through the life of Black Chicagoan Prexy Nesbitt. For many civil rights activists, the Vietnam War brought the dangers of US imperialism and the global nature of antiracist struggle into sharp relief. Martha Biondi tells the story of one such group of activists who built an internationalist movement in Chicago committed to liberation everywhere but especially to ending colonialism and apartheid in Africa. Among their leaders was Prexy Nesbitt. Steeped from an early age in stories of Garveyism and labor militancy, Nesbitt was powerfully influenced by his encounters with the exiled African radicals he met in Dar es Salaam, London, and across the United States. Operating domestically and abroad, Nesbitt's cohort worked closely with opponents of Portuguese and white minority rule in Mozambique, Angola, and South Africa. Rather than promoting a US conception of Black self-determination, they took ideas from African anticolonial leaders and injected them into US foreign policy debates. The biography of a man but even more so of a movement, We Are Internationalists: Prexy Nesbitt and the Fight for African Liberation (U California Press, 2025) reveals the underappreciated influence of a transformative Black solidarity project. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Explores forgotten solidarity with African liberation struggles through the life of Black Chicagoan Prexy Nesbitt. For many civil rights activists, the Vietnam War brought the dangers of US imperialism and the global nature of antiracist struggle into sharp relief. Martha Biondi tells the story of one such group of activists who built an internationalist movement in Chicago committed to liberation everywhere but especially to ending colonialism and apartheid in Africa. Among their leaders was Prexy Nesbitt. Steeped from an early age in stories of Garveyism and labor militancy, Nesbitt was powerfully influenced by his encounters with the exiled African radicals he met in Dar es Salaam, London, and across the United States. Operating domestically and abroad, Nesbitt's cohort worked closely with opponents of Portuguese and white minority rule in Mozambique, Angola, and South Africa. Rather than promoting a US conception of Black self-determination, they took ideas from African anticolonial leaders and injected them into US foreign policy debates. The biography of a man but even more so of a movement, We Are Internationalists: Prexy Nesbitt and the Fight for African Liberation (U California Press, 2025) reveals the underappreciated influence of a transformative Black solidarity project. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

Explores forgotten solidarity with African liberation struggles through the life of Black Chicagoan Prexy Nesbitt. For many civil rights activists, the Vietnam War brought the dangers of US imperialism and the global nature of antiracist struggle into sharp relief. Martha Biondi tells the story of one such group of activists who built an internationalist movement in Chicago committed to liberation everywhere but especially to ending colonialism and apartheid in Africa. Among their leaders was Prexy Nesbitt. Steeped from an early age in stories of Garveyism and labor militancy, Nesbitt was powerfully influenced by his encounters with the exiled African radicals he met in Dar es Salaam, London, and across the United States. Operating domestically and abroad, Nesbitt's cohort worked closely with opponents of Portuguese and white minority rule in Mozambique, Angola, and South Africa. Rather than promoting a US conception of Black self-determination, they took ideas from African anticolonial leaders and injected them into US foreign policy debates. The biography of a man but even more so of a movement, We Are Internationalists: Prexy Nesbitt and the Fight for African Liberation (U California Press, 2025) reveals the underappreciated influence of a transformative Black solidarity project. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/african-studies

Explores forgotten solidarity with African liberation struggles through the life of Black Chicagoan Prexy Nesbitt. For many civil rights activists, the Vietnam War brought the dangers of US imperialism and the global nature of antiracist struggle into sharp relief. Martha Biondi tells the story of one such group of activists who built an internationalist movement in Chicago committed to liberation everywhere but especially to ending colonialism and apartheid in Africa. Among their leaders was Prexy Nesbitt. Steeped from an early age in stories of Garveyism and labor militancy, Nesbitt was powerfully influenced by his encounters with the exiled African radicals he met in Dar es Salaam, London, and across the United States. Operating domestically and abroad, Nesbitt's cohort worked closely with opponents of Portuguese and white minority rule in Mozambique, Angola, and South Africa. Rather than promoting a US conception of Black self-determination, they took ideas from African anticolonial leaders and injected them into US foreign policy debates. The biography of a man but even more so of a movement, We Are Internationalists: Prexy Nesbitt and the Fight for African Liberation (U California Press, 2025) reveals the underappreciated influence of a transformative Black solidarity project. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/biography

Explores forgotten solidarity with African liberation struggles through the life of Black Chicagoan Prexy Nesbitt. For many civil rights activists, the Vietnam War brought the dangers of US imperialism and the global nature of antiracist struggle into sharp relief. Martha Biondi tells the story of one such group of activists who built an internationalist movement in Chicago committed to liberation everywhere but especially to ending colonialism and apartheid in Africa. Among their leaders was Prexy Nesbitt. Steeped from an early age in stories of Garveyism and labor militancy, Nesbitt was powerfully influenced by his encounters with the exiled African radicals he met in Dar es Salaam, London, and across the United States. Operating domestically and abroad, Nesbitt's cohort worked closely with opponents of Portuguese and white minority rule in Mozambique, Angola, and South Africa. Rather than promoting a US conception of Black self-determination, they took ideas from African anticolonial leaders and injected them into US foreign policy debates. The biography of a man but even more so of a movement, We Are Internationalists: Prexy Nesbitt and the Fight for African Liberation (U California Press, 2025) reveals the underappreciated influence of a transformative Black solidarity project. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/intellectual-history

Companies keep betting on the next big bestseller. Literature is poorer for it. Matt Speirs reads Publishing's Gambling Problem by Tajja Isen. About AMIAMI is a not-for-profit media company that entertains, informs and empowers Canadians who are blind or partially sighted. Operating three broadcast services, AMI-tv and AMI-audio in English and AMI-télé in French, AMI's vision is to establish and support a voice for Canadians with disabilities, representing their interests, concerns and values through inclusion, representation, accessible media, reflection, representation and portrayal.Find more great AMI Original Content on AMI+Learn more at AMI.caConnect with Accessible Media Inc. online:X /Twitter @AccessibleMediaInstagram @AccessibleMediaInc / @AMI-audioFacebook at @AccessibleMediaIncTikTok @AccessibleMediaIncEmail feedback@ami.ca Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A political game of chicken could force Canadians to the polls before Christmas.Lori Wilson reads Are We Really About to Trigger an Election over This Budget? About AMIAMI is a not-for-profit media company that entertains, informs and empowers Canadians who are blind or partially sighted. Operating three broadcast services, AMI-tv and AMI-audio in English and AMI-télé in French, AMI's vision is to establish and support a voice for Canadians with disabilities, representing their interests, concerns and values through inclusion, representation, accessible media, reflection, representation and portrayal.Find more great AMI Original Content on AMI+Learn more at AMI.caConnect with Accessible Media Inc. online:X /Twitter @AccessibleMediaInstagram @AccessibleMediaInc / @AMI-audioFacebook at @AccessibleMediaIncTikTok @AccessibleMediaIncEmail feedback@ami.ca Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What Photography taught Pat Kane about surviving the News CycleLori Wilson reads When it's all too much About AMIAMI is a not-for-profit media company that entertains, informs and empowers Canadians who are blind or partially sighted. Operating three broadcast services, AMI-tv and AMI-audio in English and AMI-télé in French, AMI's vision is to establish and support a voice for Canadians with disabilities, representing their interests, concerns and values through inclusion, representation, accessible media, reflection, representation and portrayal.Find more great AMI Original Content on AMI+Learn more at AMI.caConnect with Accessible Media Inc. online:X /Twitter @AccessibleMediaInstagram @AccessibleMediaInc / @AMI-audioFacebook at @AccessibleMediaIncTikTok @AccessibleMediaIncEmail feedback@ami.ca Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Learn how to scale yourself first before your business and break through leadership barriers In this episode of the Beyond Seven Figures podcast, my co-founder Stephanie Vaughan and I dive deep into the insights from our very first breakthrough summit - and let me tell you, the results were extraordinary. We brought 15 seven and eight-figure CEOs into a room for a couple of days, and every single member gave it a perfect 10 out of 10 score, with the most common feedback being that it was the most transformative CEO event they'd ever attended in their entire lives. Stephanie took them through a powerful four-part leadership assessment covering identity and fear, boundaries and burnout, beliefs and blind spots, and vision and power - proving once again that you can't scale a business without scaling yourself first. My co-founder Stephanie Vaughan is our head of coaching at Predictable Profits, and she has this incredible ability to get high-revenue entrepreneurs to look in the mirror and identify the internal barriers that are keeping them stuck in the founder's trap. What makes her approach so effective is that she doesn't let leaders get away with looking outward for their business problems - she forces them to examine their own patterns, behaviors, and fears that are directly impacting their company's growth. The transformation we witnessed at our summit was visible on their faces, and people are still buzzing with aha moments days later. KEY TAKEAWAYS: You cannot scale a business without scaling yourself first - personal development must precede business development for sustainable growth. Fear-based leadership creates artificial ceilings in business growth, while vision-based leadership opens up new possibilities for expansion. Most entrepreneurs look outward for business problems when the real bottleneck is often their own leadership patterns and behaviors. Operating from emotion rather than strategy leads to poor decision-making that limits business potential and creates reactive rather than proactive leadership. Your morning routine and personal state directly impact your business performance - starting with gratitude and intention sets the foundation for strategic thinking. Company culture should be defined by specific behavioral expectations rather than flowery language, with clear values that guide daily decisions. Hire people based on cultural alignment and fire based on cultural misalignment to maintain organizational integrity and performance. Regular self-reflection through quarterly assessments helps identify which personal habits contribute to or detract from business outcomes. Growing your business is hard, but it doesn't have to be. In this podcast, we will be discussing top level strategies for both growing and expanding your business beyond seven figures. The show will feature a mix of pure content and expert interviews to present key concepts and fundamental topics in a variety of different formats. We believe that this format will enable our listeners to learn the most from the show, implement more in their businesses, and get real value out of the podcast. Enjoy the show. Please remember to rate, review and subscribe to the podcast so you don't miss any future episodes. Your support and reviews are important and help us to grow and improve the show. Follow Charles Gaudet and Predictable Profits on Social Media: Facebook: facebook.com/PredictableProfits Instagram: instagram.com/predictableprofits Twitter: twitter.com/charlesgaudet LinkedIn: linkedin.com/in/charlesgaudet Visit Charles Gaudet's Wesbites: www.PredictableProfits.com www.predictableprofits.com/community https://start.predictableprofits.com/community  

The Profound Power of Unity and Obedience Join Dr. Edith Davis as she dives into the essential, non-optional nature of unity for the body of Christ. She begins by celebrating God's love for diversity—seen everywhere from tropical rainforests to deserts—and explains that this diversity is a reflection of life at its most prolific. True unity in the Church, she asserts, is found not in conformity, but in universal acceptance of Christ Jesus as both Savior and Lord. This powerful teaching covers critical areas for every believer: -- The Call to Lordship: Not everyone wants Jesus to be their Lord, but obedience to Him is always for our good. -- Checking Your Foundation: Divisiveness, strife, and envy are "works of the enemy," which should prompt a check of one's salvation, as being saved should mean operating in the Fruits of the Spirit (love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, meekness, and self-control). -- The True Meaning of Meekness: It is not weakness, but power and authority under submission to the Lord God, Holy Spirit. -- Supernatural Love: We are commanded to love one another, our neighbors, and our enemies—a feat that is supernatural and requires the power of the Holy Spirit. -- The Example of Stephen: The first martyr's prayer for his persecutors led directly to the conversion and mighty ministry of Saul (Paul) of Tarsus, demonstrating the powerful consequences of obedience and love. -- Walking in Authority: As sons and daughters of the King, believers have been given the authority and power to rule and reign and to destroy the works of the enemy, including sickness, disease, lack, and poverty. -- The Necessity of Intimacy: To walk in unity and power, we must prioritize intimacy with Christ Jesus—spending personal time with the Father, Son, and Holy Spirit to feed our own spirit from the overflow. Dr. Davis concludes with a call to action to walk unified and be about the Father's business, warning that we "cannot afford to be offended, period." Scriptures for Further Study -- Galatians 5:22-23 (Fruits of the Spirit) -- Acts 7:59-60 (Stephen's prayer for his enemies) -- Acts 9:1-22 (The conversion of Saul of Tarsus) -- Proverbs 3:5-6 (Trust in the Lord with all your heart) This is episode 379. +++++++ Check out my new website: https://www.enterthegloryzone.org/ MY AUDIO BOOK IS NOW AVAILABLE FOR PURCHASE You can Divorce Proof Your Marriage by understanding the Secret Keys of Love. You will come to understand that your Marriage has an enemy. You will come to understand that you are dating your future spouse representative. You will come to understand that your Marriage has the gift of Supernatural Sex. For more information about purchasing this audio book, click here: https://personalbuy.com/shopsite_sc/store/html/product8702.html

Owen sits down with Ben Milgate, a carpenter of 18 years who has successfully transitioned into running his own building company, recently acquiring his builder's license. Ben shares his journey from being a "glorified carpenter" focused on weekly pay to becoming a business owner with a holistic view of annual profitability and systems. They discuss the critical mindset shift required, the importance of truly understanding business numbers (like operating costs vs. margins) , and how implementing specific tools like a WOW pack and project plan doubled his conversion rate almost overnight (from 20% to 40%). Ben also details his expensive lesson learned from not having a robust variation process and how he's strategically using marketing to transition into higher-end architectural builds under his new brand, Arc.

Profit Growth Cycles: Navigating the Financial Growing Pains of a Cash Practice In this episode, Doc Danny Matta breaks down the financial growing pains every clinic owner faces when scaling from a small subleased space to a full standalone practice. He explains how to manage cash flow, survive low-profit growth cycles, and make smart reinvestments that turn short-term sacrifice into long-term stability. Quick Ask If this episode helps you think differently about your business finances, share it with a fellow PT who's growing their practice—and tag @dannymattaPT so he can reshare! Let's help more clinicians build profitable, sustainable businesses. Episode Summary Profit growth cycles explained: Every clinic hits a point where growth requires reinvestment—usually when moving from a sublease to your own space. Why cash flow matters: Managing money across three core accounts (Operating, Tax, and Profit) keeps your business stable during transitions. Expect profitability dips: Early growth means more expenses—staff, rent, equipment—so it's normal for profit margins to temporarily shrink. Your business is your best investment: Reinvest in your people, your space, and your systems before chasing outside investments. Live lean and ride it out: Reduce personal spending, protect cash, and build reserves to get through your growth phase faster. Lessons & Takeaways Plan for the punch: Growth hurts less when you know it's coming—prepare your finances like you would prepare for a hit. Separate your money: Use simple account systems to stay disciplined and avoid overspending during expansion. Keep your eyes on the next hire: Profitability improves dramatically after you add your second and third full-time providers. Stay lean, not lavish: Skip the vacations and upgrades during your build-out—this season requires focus and restraint. Don't panic when profits dip: It's a temporary phase, not a failure. Every healthy business goes through it. Mindset & Motivation Short-term pain for long-term success: Scaling up means taking a step back before you can leap forward. Be the investor: Treat your clinic like your best-performing stock—reinvest in what's working and let compounding do the rest. Know your game: Not everyone needs to build a seven-figure empire. Define success, grow strategically, and enjoy the process. Pro Tips for Clinic Owners Track your accounts weekly: Review your Operating, Tax, and Profit accounts to maintain awareness and control. Build 3–6 months of reserves: Cash on hand allows for smarter decisions and less emotional reaction during slow periods. Focus on utilization: Aim to fill two to three full-time providers quickly to stabilize profitability post-growth. Keep learning business fundamentals: Clinical skill alone won't scale a company—you must master marketing, hiring, and leadership. Notable Quotes "Your business is your best investment—stop treating it like a side hustle." "When growth hits, your profit account might hit zero—and that's normal." "Being a great clinician is not enough. You need to be a great business owner, too." Action Items Set up or review your three core accounts: Operating, Tax, and Profit. Map out your next growth cycle and identify upcoming expenses before they hit. Audit your monthly personal spending and cut what's unnecessary for 6–12 months. Calculate how many full-time providers your space can sustain and plan to reach that headcount. Programs Mentioned PT Biz Mastermind: A program designed to help clinic owners scale efficiently, manage finances, and lead high-performing teams. PT Biz Part-Time to Full-Time 5-Day Challenge (Free): Learn how to replace your income and go full-time in your practice. Join here. Resources & Links PT Biz Website Free 5-Day PT Biz Challenge About the Host: Doc Danny Matta — physical therapist, entrepreneur, and founder of PT Biz and Athlete's Potential. He's helped over 1,000 clinicians start, grow, and scale successful cash-based practices across the U.S.

From crispy French fries to critical medical supplies, one company is transforming how goods move around the world with autonomous drone delivery technology.   In 2016, Zipline began with life-saving deliveries of blood and medical products in Rwanda and has since evolved into a global network expanding access to healthcare, consumer goods, and food. Operating across four continents and completing a delivery every 60 seconds, Zipline now serves more than 5,000 hospitals, retailers, and restaurants.   Listen in as we sit down with Keenan Wyrobek, Co-Founder and CTO, to explore how Zipline's pioneering approach to drone logistics is saving lives, reducing emissions, and opening new doors for economic opportunity — one autonomous flight at a time.   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.

In this episode of Fishing the DMV, we have on Capt. Todd Bellamy of FishPit Charters,  one of the most experienced and passionate Chesapeake Bay charter captains on the water. Operating primarily in Tangier Sound and the main stem of the Chesapeake Bay, Capt. Bellamy delivers an in-depth November fishing report packed with valuable insights for anglers looking to make the most of late-fall conditions.From light tackle striped bass (rockfish) fishing in the middle bay to Ocean City's nearshore flounder and tautog (blackfish) action, Todd breaks down current bite patterns, water temps, bait movements, and how the changing weather is influencing fish behavior. Whether you're chasing trophy stripers in the Tangier Sound, working jigging spoons near Crisfield, or heading offshore for November Ocean City flounder, this episode has you covered.Capt. Bellamy also shares stories from the charter deck, tips for finding clean water during cold fronts, and what's next for winter fishing opportunities across the Maryland Eastern Shore and the lower Chesapeake Bay.Topics Covered:November Chesapeake Bay fishing trendsTangier Sound and main stem striped bass tacticsOcean City tautog and flounder bite updatesLate-season light tackle techniquesFish Pit Charters Facebook: https://www.facebook.com/profile.php?id=100088596144560  Fish Pit Charters on Instagram: https://www.instagram.com/fishpitcharters?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==  Fish Pit Charters website: https://fishpitcharters.com/?fbclid=IwY2xjawN3Se9leHRuA2FlbQIxMABicmlkETFFVVZyNGFwU2dsRzg4MVc3AR6ZhKCSK8QlhGQnXDglZlQ_GcAFbt9EncSWYYr6afvwnyKNyIBcR4GKx1pTnA_aem_9BIlG7ZB24Bm7mXXyQ6D-Q Sandbar yoga: https://www.sandbaryoga.com/ Please support Fishing the DMV on Patreon!!! https://patreon.com/FishingtheDMVPodcast If you are interested in being on the show or a sponsorship opportunity, please reach out to me at fishingtheDMV@gmail.com                 Please Checkout our Patreon Sponsors Jake's bait & Tackle website:                                 http://www.jakesbaitandtackle.com/ Catoctin Creek Custom Rods: https://www.facebook.com/CatoctinCreekCustomRods Tiger Crankbaits on Facebook!! https://www.facebook.com/tigercrankbaits Fishing the DMV Facebook page: https://www.facebook.com/Arensbassin/?ref=pages_you_manage Fishing the DMV Instagram page: https://www.instagram.com/fishingthedmv/?utm_medium=copy_link   #bassfishing #fishingtheDMV #fishingtipsSupport the show

Riccardo Basile, Operating Partner, Head of Value Creation at Permira, shares how firms can turn value creation into a true competitive advantage—without overcomplicating the model. Drawing on his experience building and scaling Permira's 24-person value creation team, Riccardo breaks down what it takes to embed operating excellence from diligence through exit, and how to focus resources where they actually drive growth.Tune in to learn how to balance in-house and external expertise, measure impact credibly for LPs, and make emerging tools like GenAI deliver commercial results today. Whether you're refining your operating model or building one from scratch, Riccardo's perspective offers a playbook for making value creation more strategic, measurable and fund-defining.

To successfully execute a strategy, organizations must make deliberate choices about their operating model. In this episode, Julie Goran and Dickie Steele, both partners based in New York, discuss the key elements that comprise an operating model and how leaders can design and implement one that drives performance. They explore the significance of moving beyond traditional structures to more emergent models, and share insights from their research on the trends that are shaping the future of organizational design. Drawing on their experience working with clients, they also provide practical guidance on how to navigate the challenges of redesigning an operating model to unlock value in a rapidly changing business environment. Julie Goran is a partner in our New York office and leads our digital organization work in our People & Organizational Performance and Financial Services Practices. She helps executives transform organizations to pursue growth and seize digital opportunities. Richard (Dickie) Steele is a partner also based in our New York office. He designs and delivers purpose-driven transformation programs and is an expert in culture change, organizational agility, and using design-thinking to remake employee experiences and drive improved performance and organizational health Related insights A new operating model for a new world Gen AI’s next inflection point: From employee experimentation to organizational transformation How Strategy Champions winSupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

On this episode of the Scrum.org Community Podcast, Dave West welcomes Professional Scrum Trainer Bogdan Onyshchenko to explore the Agile Product Operating Model (APOM). They discuss how APOM offers a holistic, principle-based approach for product organizations—going beyond Scrum to address team motivation, vendor management, strategic decision-making, and more.Bogdan shares insights on the importance of transparency, frequent delivery, and self-organization. The episode also gets into balancing prescriptive advice with flexible principles, understanding the “why” behind agile practices, and using APOM as a practical tool for improving outcomes and value delivery.Listeners will gain practical guidance on applying APOM in their own organizations and learn how this evolving model continues to support teams and leaders in delivering value effectively.Learn more about APOM. Topics covered:Defining the Agile Product Operating Model (APOM)Practical Applications of APOMBalancing Prescriptive and Principle-Based ApproachesThe Importance of Understanding the "Why"Operating Models vs. Frameworks

Today is Thursday, Nov. 6, 2025.   The Brainerd Dispatch Minute is a product of Forum Communications Co. and is brought to you by reporters at the Brainerd Dispatch. Find more news throughout the day at BrainerdDispatch.com.  

Chris Heminway, Executive Chairman of Time to Act, joins the UK Investor Magazine as part of the Aquis Showcase Series running up to the event on 19th November.Please register for the Aquis Showcase here using the code ‘UKINVEST' for a 20% discountTime to Act is an Aquis-listed aggregator platform that builds and acquires businesses in the SME cleantech and renewables engineering sector. Operating under a “Best Owner” principle, Time to Act provides patient-to-permanent capital and strategic support to early and later-stage companies, filling a gap left by the VCT industry.The platform combines a lean corporate structure with capable business-level management teams, offering portfolio companies access to strategic planning, commercialisation advice, financial expertise, and technology support. Unlike traditional funds, Time to Act operates as a hands-on business operator focused on long-term value creation. Hosted on Acast. See acast.com/privacy for more information.

Nancy Pelosi will retire from Congress.See omnystudio.com/listener for privacy information.

On this episode of Destination on the Left, I talk with Chris Mondini, Vice President of Stakeholder Engagement and Managing Director of Europe for ICANN, and Dusty Trevino, CEO of Dot Vegas. We will learn how top-level domains are created and what domains like Dot Vegas can do to help a brand stand out. Our conversation is informative, educational, and will give you a whole new perspective on your brand's Internet address. What You Will Learn in This Episode: How top-level domains (TLDs) are created and why the addressing system of the Internet matters Why distinctive TLDs, like Dot Vegas, offer a strategic advantage for destination branding and marketing What it takes to register your own top-level domain, including the technical, financial, and organizational requirements necessary How geographic domains (such as .vegas, .nyc, and .brussels) can strengthen place identity and foster trust Why cities and entrepreneurs collaborate in launching city-based TLDs, and how community endorsement is essential for successful implementation How adopting new TLDs can make brands more memorable to prospective visitors, and help organizations stand out from the crowd Demystifying Top-Level Domains A memorable web address is more than just a convenience, it's an essential tool for branding, discoverability, and trust. Chris Mondini, Vice President of Stakeholder Engagement and Managing Director of Europe for ICANN, and Dusty Trevino, CEO of Dot Vegas, discuss how TLDs like .vegas, .paris, and .nyc can be invaluable assets for destination marketers, tourism professionals, and place branding experts. Most consider internet domains an afterthought, but as Chris explains, they're the backbone of online connectivity. The Internet isn't a single global network—it's tens of thousands of independently operated networks that agree to connect using common protocols and a shared addressing system. Fifteen years ago, there were only a handful: .com, .net, .org, and so on. Today, there are TLDs for cities (.nyc, .paris), concepts (.guru, .xyz), and more, opening new doors for personalized branding and community-building online. The Dot Vegas Story Dusty offers an inside look into operating Dot Vegas, which shows how a custom domain can amplify a destination's brand. Unlike some city domains, .vegas is globally accessible; anyone can register, regardless of residency. This flexibility enables local businesses, tour operators, and organizations worldwide to associate themselves with the Vegas brand, strengthening their ties to the city's renowned excitement and appeal. Why Top-Level Domains Matter for Marketers A custom TLD isn't just a vanity URL. Operating a TLD means running a piece of internet infrastructure and directly controlling your digital address, data queries, policies, and trust signals. For marketers, there are lots of benefits: Brand Identity: A city or region TLD immediately communicates place and can reinforce local pride. Discoverability: Words like "weddings.vegas" are memorable, making campaigns more effective and easier to recall. Trust & Security: A TLD operated or endorsed by local government or a trusted entity assures users of authenticity—crucial for e-commerce, municipal services, and tourism. Data Insights: TLD operators gain visibility into traffic and usage, supporting more targeted digital strategies. If you see ".yourcity," you can trust you're connecting with the real brand. Top-level domains aren't just technical jargon; they're strategic marketing tools that can transform destination branding, promote community engagement, and build trust with global audiences. Resources: Website: https://www.icann.org/ LinkedIn: https://www.linkedin.com/in/cmondini/ LinkedIn: https://www.linkedin.com/in/dustin-trevino-743064a/ We value your thoughts and feedback and would love to hear from you. Leave us a review on your favorite streaming platform to let us know what you want to hear more o​f. Here is a quick tutorial on how to leave us a rating and review on iTunes!

tiun is building auth and payment infrastructure that consolidates two traditional categories into one streamlined solution. By combining social login with instant payment functionality, tiun eliminates the standard account creation and credit card entry flow, reducing user onboarding to a two-click process. Operating as merchant of record, tiun serves online entertainment businesses, content creators, news publishers, and SaaS platforms. The company currently reaches 10 million users monthly through customer website placements and is growing transactions 15-20% month-over-month. In this episode of Category Visionaries, Sandro Zweig shares how tiun evolved from targeting news publishers to building a broader entertainment ecosystem, the challenges of creating a market for a combined category, and the data-driven approach to proving ROI before scaling. Topics Discussed: Evolution from news publisher focus to entertainment and SaaS ecosystem strategy Consolidating auth and payment infrastructure into a single category Case study metrics: 20% uplift in paying users with under 1% subscription cannibalization The 2.5x lead generation improvement versus traditional subscription models Building market-specific ecosystems as a B2B2C go-to-market strategy DACH penetration strategy before US expansion Achieving organic exposure through customer website placement Reducing integration complexity to drive adoption in an emerging category GTM Lessons For B2B Founders: Geographic density creates B2B2C flywheels: tiun's go-to-market prioritizes ecosystem density within a single market over broad geographic distribution. Users discover tiun on one platform, then encounter it across 3-4 additional properties in their consumption pattern, creating recognition and repeat usage. This required penetrating DACH (100 million people, single language, unified regulations) before considering US expansion. For B2B2C products where end-user familiarity drives business adoption, concentrate on saturating one market until the consumer-side network effect reduces enterprise sales friction. Validate with 6-12 month pilot data before scaling: tiun ran contained pilots with 3-4 customers for a full year before pursuing their long-tail market. This produced case studies showing 20% paying user uplift and under 1% cannibalization—metrics that directly addressed the primary objection (subscription revenue risk). Sandro notes this extended validation period became essential because "there is no market for it yet. We're creating the market." When creating a new category, resist scaling pressure until you have multi-month data that quantifies business outcomes and neutralizes the biggest adoption barriers. Strategic revenue trade-offs accelerate ecosystem development: tiun deliberately adjusted pricing to "pay out more to our businesses to grow a bit faster"—prioritizing transaction volume and ecosystem density over near-term take rate. This economics decision reflected that their value proposition strengthens with ecosystem scale: users need to encounter tiun across multiple properties for the solution to deliver its full promise. When building network effects or marketplace dynamics, model whether lower monetization drives the velocity needed to reach critical mass faster than optimizing for immediate margins. Integration speed directly determines category creation velocity: Sandro identified that "if the sales cycle is too long and integration is too complicated, people won't do it. Especially since it's a product that doesn't exist and there is no market for it yet." They focused on reducing implementation to 2-3 weeks, recognizing that asking companies to replace existing auth and payment infrastructure requires minimal switching costs. For emerging categories where customers must displace incumbent solutions, integration complexity often determines adoption more than feature superiority. Build investor relationships 12+ months before raises: Sandro emphasizes starting fundraising conversations well before needing capital: "If you decide, oh, I need to fundraise right now, then you will automatically get into a cash crunch. Because by the time you have established all the relationships, it just takes such a long time that you run out of money where it really hurts your negotiation power." Treat investor relationship development as continuous rather than transactional—similar to enterprise pipeline development where deals close from relationships built quarters earlier. //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role.  Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM  

In this reflective episode, Rob and Gino explore the double-edged nature of a driven mind. Gino opens up about his lifelong love of thinking, how it helped him build, solve, and create, and also how it kept him disconnected from his body, heart, and peace. Together, Rob and Gino unpack how awareness of the mind is the first step toward freeing your True Self. They talk about what it feels like to shift between mind and body throughout the day, the importance of stillness from Discipline Four, and the power of presence. Gino describes the clarity that comes when he feels fully in his body. Rob shares a simple breath practice that helps settle the noise. The message is simple but powerful: the mind is a tool, not your identity. When you slow down, you return to something more grounded, true, and alive. Chapters:00:00 The Power of the Mind02:00 Awareness and Stillness05:00 Mind-Body Connection09:00 The Role of the Ego12:00 Operating from True Self15:00 Practical Techniques for Mindfulness ABOUT THE 10 DISCIPLINESThe 10 Disciplines, founded by Gino Wickman and Rob Dube, is on a mission to help one million entrepreneurs realize it's possible to be driven and have peace while making a bigger impact. We want to help you shed the barriers and layers that prevent you from creating the balance between impact and peace, and your True Self. Do you want to let your freak flag fly, and be your most authentic self at all times? Do you want to accomplish more without burning out, or doing a lot of damage to yourself (emotionally, physically, and mentally), and the relationships around you? Do you want to know the person beneath the identity you've created of work, accomplishments, and successes? If so, you're in the right place. You've put a lot of focus on your outer world. Let's start your inner world journey together. ⚡️ Join The 10 Disciplines Group Coaching Program: https://the10disciplines.com/group-coaching-program/ ⚡️ Take The True Self Assessment: https://the10disciplines.com/assessment CONNECT WITH US❤️ https://www.instagram.com/the10disciplines❤️ https://www.linkedin.com/company/the10disciplines/❤️ https://www.youtube.com/@The10Disciplines MORE RESOURCES TO HELP YOUR INNER WORLD JOURNEY❤️ https://the10disciplines.com/blog❤️ https://www.shedandshinepodcast.com ⭐️ https://the10disciplines.com/shine

After nearly a decade performing complex vascular surgeries, Dr. Lily Johnston, MD, MPH realized something powerful — surgery can fix an artery, but not the disease behind it.In this week's episode of The Life Possible Podcast, Dr. Johnston joins Dr. John Barnes to reveal how insulin resistance and metabolic dysfunction drive vascular disease — and how changing your nutrition can literally save your limbs and your life.

In February 1842, a dingo unearthed a shallow grave near Ironstone Bridge, revealing the decomposing body of an Irish immiKearns Landregan was twenty-seven years old when he died on a dusty colonial road seven miles from Berrima. An Irish immigrant who'd traveled halfway around the world seeking opportunity in Australia, Landregan worked as a carrier—hard labor that required strength, reliability, and trust. On February 19th, 1842, he was driving his cart to market when he accepted what seemed like innocent companionship from a fellow traveler. He had no way of knowing that the man walking beside him had already murdered at least eight people. Among Lynch's victims was thirteen-year-old Mary Macnamara, a child who watched her entire family die before being assaulted and killed herself. There was Thomas Smith, a skilled plowman respected for his agricultural expertise. And there was an unnamed Aboriginal boy whose murder was barely recorded in colonial documents—a child whose name we'll never know but whose life mattered just as much.Why This Case MattersJohn Lynch's killing spree across colonial New South Wales exposed the brutal vulnerabilities of frontier justice and the systematic devaluation of certain lives in 1840s Australia. His 1836 acquittal for Thomas Smith's murder—despite clear evidence—taught him he could kill with impunity in a justice system stretched impossibly thin across vast wilderness. The case reveals how colonial authorities treated crimes differently based on victims' race and social status: a white child's murder shocked the colony, while an Aboriginal boy's death warranted barely a sentence in court records. The 2019 memorial plaque installed at All Saints Anglican Church in Sutton Forest represents a crucial shift toward victim-centered historical narrative, finally naming those whose stories were nearly lost to history.Content WarningThis episode contains descriptions of violence against children and references to sexual assault. Listener discretion advised.Key Case DetailsLynch's methodical approach to murder began after his 1836 acquittal emboldened him. Operating along isolated bush tracks in the Razorback Range, he targeted travelers with money or goods, striking them from behind with a tomahawk before stealing their possessions and assuming their identities.Timeline & Investigation:March 1836: Thomas Smith murdered at Oldbury Farm; Lynch tried and acquitted1836-1837: Multiple murders in Razorback Range (exact count unknown)November 1841: Mulligan family massacre (four victims including 13-year-old Mary)February 19, 1842: Kearns Landregan murdered near Ironstone BridgeFebruary 21, 1842: Lynch arrested after Landregan's body discovered by Hugh TinneyResolution: Chief Constable James Chapman's investigation connected Lynch to Landregan's distinctive felt hat, which Lynch had been wearing openly around Berrima. Excavation of the Mulligan property revealed four shallow graves. Lynch confessed to all murders during questioning, showing no remorse. He was tried, convicted of Landregan's murder, and hanged at Berrima Jail on April 22nd, 1842 at age 29.Historical Context & SourcesThis episode draws on colonial court records from the 1842 Supreme Court trial proceedings in Sydney, contemporary newspaper accounts from the Sydney Morning Herald, and historical research from the Berrima District Historical and Family History Society. The case documentation reveals the challenges of frontier policing in 1840s New South Wales, where vast distances and limited communication made coordinating murder investigations exceptionally difficult. Sergeant James Wilson's creation of a primitive geographic profile to track disappearances along the Berrima-Campbelltown Road represented early criminal investigative innovation. The 2019 memorial plaque commemorating Lynch's victims by name marks an important shift toward victim-centered historical narrative, particularly significant in finally acknowledging the unnamed Aboriginal child whose murder colonial authorities barely recorded.Foul Play CreditsFoul Play is hosted by Shane Waters and Wendy Cee. Research and writing by the Foul Play production team. For more historical true crime stories from the Victorian era and beyond, subscribe to Foul Play wherever you listen to podcasts.Our Sponsors:* Check out Secret Nature and use my code SHANE for a great deal: https://secretnature.comSupport this podcast at — https://redcircle.com/foul-play-crime-series/donationsAdvertising Inquiries: https://redcircle.com/brands

What makes a great venture capitalist — luck, timing, or the ability to see what others miss?Brij Bhushan (Prime Venture Partners) and Pratik Poddar (Nexus Venture Partners) talk about the long game of venture capital; the waiting, the lessons hidden in mistakes, and the emotional ride of backing founders through years of uncertainty.With Pratik, we dive into some of the biggest names in the Nexus portfolio: his first meeting with Rapido's founder before he even joined Nexus, the Meesho pitch that became a big miss, and his first call with Zepto's founders. Nexus was one of Zepto's earliest investors and has backed the company in every round since. Pratik speaks with great clarity about conviction, timing, and what truly defines great investing.Brij reflects on his decade of building Magicpin, what it means to “build the same company three times,” and how that journey reshaped the way he now works with founders. Having lived through the chaos of scaling, near-failure, and reinvention, he brings the founder's perspective back into venture capital.Together, Brij and Pratik capture the essence of the VC game — how the industry is evolving, why consensus rarely creates outliers, how real decisions are made inside funds, and why the best founders often seem “too early” rather than too late. We talk about everything that shapes a VC's everyday life, and above all why Brij and Pratik believe it's still the best job in the world.0:00 – Trailer01:59 – Biggest learnings from 10 years as a VC05:00 – Rapido as a counterintuitive bet06:49 – Meesho was a big miss10:20 – Why Venture capital is the best job?12:35 – Every meeting could be life-changing14:54 – Knowing you are NOT in an Operating role16:55 – How often are VCs wrong about market size?18:58 – Where to invest in Consumer companies?25:33 – How consumer VCs bet on behavior change27:12 – Is e-commerce truly built for young users?28:10 – How do Investors deal with Bias?30:04 – Are VCs only remembered for success stories?37:45 – Why good deals rarely come from Consensus?39:24 – The first call with Zepto's founders41:10 – How often do you meet truly exceptional founders?43:45 – Should VCs react to market shifts?46:42 – How long VC's take to make an investment decision?50:53 – How founders should approach fundraising54:27 – Can India produce 50 decacorns in the next few years?55:51 – Best way to play VC game is to have right fund size56:42 – Not Knowing is a pre-requisite for a VC1:00:41 – Exceptional founders have this superpower1:02:02 – Where Indian founders have a real edge1:05:14 – Building AI in India: local maxima or global maxima?1:09:00 – When will Indian Co's acquire Indian startups for $Billions?1:11:55 – Why Zomato & Swiggy aren't true Consumer Co's?-------------India's talent has built the world's tech—now it's time to lead it.This mission goes beyond startups. It's about shifting the center of gravity in global tech to include the brilliance rising from India.What is Neon Fund?We invest in seed and early-stage founders from India and the diaspora building world-class Enterprise AI companies. We bring capital, conviction, and a community that's done it before.Subscribe for real founder stories, investor perspectives, economist breakdowns, and a behind-the-scenes look at how we're doing it all at Neon.-------------Check us out on:Website: https://neon.fund/Instagram: https://www.instagram.com/theneonshoww/LinkedIn: https://www.linkedin.com/company/beneon/Twitter: https://x.com/TheNeonShowwConnect with Siddhartha on:LinkedIn: https://www.linkedin.com/in/siddharthaahluwalia/Twitter: https://x.com/siddharthaa7Send us a text

Welcome back to the Alt Goes Mainstream podcast.Today's episode is with an experienced private markets and distribution executive who has been educating the wealth channel and distributing private markets investment solutions at some of the industry's largest investment platforms.We sat down in Prudential's Newark studio with PGIM's Global Head of Alternative Investments, Dominick Carlino. PGIM is the $1.4T global asset management business of Prudential Financial.At PGIM, Dominick is responsible for driving the continued development and distribution of alternative investments tailored to the firm's wealth channel investors globally.Dominick joined the firm in 2023, bringing over 20 years of experience in alternatives distribution. He was most recently MD, Head of Alternative Investments Distribution at Merrill Lynch.Dominick and I had a fascinating conversation about the intersections between insurance and asset management and the evolution of distribution. We covered:How the distribution of private markets investment solutions has evolved.The benefits of an integrated platform across insurance and asset management.Navigating the playing field of collaboration and competition between asset managers and insurance companies.The importance of education.How, why, and where evergreen funds will be adopted.Thanks Dominick for sharing your perspectives and wisdom on insurance and private markets. We hope you enjoy.A word from AGM podcast sponsor, Ultimus Fund SolutionsThis episode of Alt Goes Mainstream is brought to you by Ultimus Fund Solutions, a leading full-service fund administrator for asset managers in private and public markets. As private markets continue to move into the mainstream, the industry requires infrastructure solutions that help funds and investors keep pace. In an increasingly sophisticated financial marketplace, investment managers must navigate a growing array of challenges: elaborate fund structures, specialized strategies, evolving compliance requirements, a growing need for sophisticated reporting, and intensifying demands for transparency.To assist with these challenging opportunities, more and more fund sponsors and asset managers are turning to Ultimus, a leading service provider that blends high tech and high touch in unique and customized fund administration and middle office solutions for a diverse and growing universe of over 450 clients and 1,800 funds, representing $500 billion assets under administration, all handled by a team of over 1,000 professionals. Ultimus offers a wide range of capabilities across registered funds, private funds and public plans, as well as outsourced middle office services. Delivering operational excellence, Ultimus helps firms manage the ever-changing regulatory environment while meeting the needs of their institutional and retail investors. Ultimus provides comprehensive operational support and fund governance services to help managers successfully launch retail alternative products.Visit www.ultimusfundsolutions.com to learn more about Ultimus' technology enhanced services and solutions or contact Ultimus Executive Vice President of Business Development Gary Harris on email at gharris@ultimusfundsolutions.com.We thank Ultimus for their support of alts going mainstream.Show Notes00:00 Message from our Sponsor, Ultimus01:18 Welcome to Alt Goes Mainstream01:55 Guest Introduction: Dominick Carlino03:34 Dom's Background and Career Journey03:55 Early Career and Transition to Alternatives05:03 Experience at Morgan Stanley and Merrill Lynch05:18 Evolution of Private Markets Distribution07:08 Wealth Channel and Private Markets09:08 Joining Prudential and PGIM10:25 Prudential's Capabilities and Strategy12:47 Asset Liability Matching in Private Markets14:22 Liquidity Risk and Private Markets16:16 Education and Evergreen Funds17:06 Credit Risk in Private Credit18:14 Vertical Integration and Acquisitions19:35 Partnerships and Strategic Growth20:22 Market Shakeout and Scale22:09 Product Set and Innovation23:24 Advisor and Client Needs24:45 Evergreen Funds and Market Trends26:13 Specialized Strategies in Private Markets26:41 Distribution and Education28:16 Skills for Effective Distribution30:54 Organizational Alpha and Trust31:56 Brand and Stability33:11 Partnerships and Long-term Solutions33:49 Insurance and Tax-Advantaged Strategies34:12 Asset Managers and Insurance Partnerships35:42 Private Markets in Retirement Plans36:17 Future of Private Markets36:41 Keys to Winning in Private Markets37:29 Prudential's Competitive Advantages37:48 Conclusion and Guest FarewellThe opinions expressed in this podcast are those of the author and do not reflect the views or opinions of PGIM, Inc. PGIM, Inc. is not responsible, endorses nor confirms its accuracy. All trademarks and other intellectual property used or displayed are the ownership of their respective owners. Unless noted otherwise in this podcast, PGIM, Inc. is not affiliated with, nor  endorses any mentioned company or any linked third-party content. PGIM and its affiliates may develop and publish research that is independent of, and different than, the recommendations contained herein. PGIM's personnel other than the author(s), such as sales, marketing and trading personnel, may provide oral or written market commentary or ideas to PGIM's clients or prospects or proprietary investment ideas that differ from the views expressed herein.Editing and post-production work for this episode was provided by The Podcast Consultant.

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"Relationships come before proposals; kokoro-gamae signals intent long before a contract". "Nemawashi wins unseen battles by equipping an internal champion to align consensus". "In Japan, decisions are slower—but execution is lightning-fast once ringi-sho is approved". "Detail is trust: dense materials, rapid follow-ups, and consistent delivery reduce uncertainty avoidance". "Think reorder, not transaction—lifetime value grows from reliability, patience, and face-saving flexibility". In this Asia AIM conversation, Dr. Greg Story reframes B2B success in Japan as a decision-intelligence exercise grounded in trust, patience, and detail. The core insight: buyers are rewarded for avoiding downside, not for taking risks. Consequently, a new supplier represents uncertainty; price discounts rarely move the needle. What does? Kokoro-gamae—demonstrable, client-first intent—expressed through meticulous preparation, responsiveness, and long-term commitment. Greg's journey began in 1992 when his Australian consultative selling failed to gain traction. The lesson was blunt: until trust is established, the offer is irrelevant because the buyer evaluates the person first. From there, the playbook is distinctly Japanese. Nemawashi—the behind-the-scenes groundwork—recognises that many stakeholders can say "no." External sellers seldom meet these influencers. The practical move is to equip an internal champion with detailed, risk-reducing materials and flexible terms that make consensus safer. Once the ringi-sho (circulating approval document) moves, execution accelerates; Japan trades slow decisions for fast delivery. Greg emphasises information density and speed. Japanese firms expect thick printouts, technical appendices, and rapid follow-ups—even calls to confirm an email was received. This signals reliability and reduces the purchaser's uncertainty. Trial orders are common; they are not small but strategic—tests of quality, schedule adherence, and flexibility. Win the test, and the budget cycle (often April-to-March) can position the supplier for multi-year reorders. Culturally, face and accountability shape referrals. Testimonials are difficult because clients avoid responsibility if something goes wrong. Longevity itself becomes social proof: "We've supplied X for ten years" carries weight. Greg's hunter-versus-farmer distinction highlights the need to support new logos with dedicated account "farmers" who manage detail, cadence, and service levels that earn reorders. Patience is tactical, not passive. "Kentō shimasu" may mean "not now," so he calendarises a nine-month follow-up—enough time for internal conditions to change without ceding the account to competitors. Throughout, he urges leaders to think in lifetime value, align to budget rhythms, and communicate more than feels natural. The result is a high-trust system where consensus reduces organisational risk—and where suppliers that master nemawashi, detail, and delivery become integral partners rather than interchangeable vendors.  Q&A Summary What makes leadership in Japan unique? Leadership succeeds when it reduces organisational risk and preserves face during consensus formation. Nemawashi equips internal champions to address objections before meetings, while ringi-sho formalises agreement. Leaders who foreground kokoro-gamae, provide dense decision packs, and allow time for alignment see decisions stick and execution accelerate. Why do global executives struggle? Western managers often prize speed, big-room persuasion, and minimal detail. In Japan, uncertainty avoidance is high; buyers seek exhaustive documentation and incremental proof via pilots. Under-investing in detail or follow-up reads as unreliable. Overlooking budget cycles and internal approvals leads to mistimed asks and stalled ringi. Is Japan truly risk-averse? Individuals are incentivised to avoid downside, which shifts decisions from "risk-taking" to "risk-mitigation." The system favours tested suppliers, visible track records, and trial orders. Price rarely offsets perceived risk. Trust and history function as risk controls; once approved, delivery speed reflects the system's confidence. What leadership style actually works? A patient, service-led style that privileges relationships over transactions. Leaders ask permission to ask questions, listen for hidden constraints, and co-design low-risk pilots. Farmers—or hunter-farmer teams—sustain cadence, escalate issues early, and remain flexible as conditions change, protecting the champion's face and the consensus. How can technology help? Decision intelligence platforms can map stakeholders and sentiment across the approval chain. Digital twins of delivery schedules and SLAs, plus living dashboards of quality metrics, give champions ringi-ready evidence. Structured knowledge bases, rapid response workflows, and audit trails strengthen reliability signals during nemawashi. Does language proficiency matter? Language builds rapport, but process fluency matters more: understanding nemawashi, ringi-sho, and budget cycles; providing dense Japanese-language materials; and maintaining a proactive follow-up cadence. Bilingual support teams and translated technical appendices can materially lower perceived risk. What's the ultimate leadership lesson? Optimise for the reorder, not the first sale. Reliability, speed of follow-up, document density, and cultural fluency compound into durable trust. Japan rewards those who "hasten slowly," then deliver flawlessly when the decision finally lands.  Timecoded Summary [00:00] Context and thesis: Japan's B2B environment rewards risk mitigation over risk-taking; relationships precede proposals. Greg recounts his early failure applying Australian consultative selling before building rapport and trust as prerequisites. [05:20] Nemawashi in practice: Many stakeholders can veto; sellers rarely meet them. Equip the champion with dense packs, options, and flexibility to navigate objections. Ringi-sho formalises consensus, and once signed, execution accelerates. [12:45] Detail and responsiveness: Japanese buyers expect information-rich printouts and fast follow-ups—even same-day responses. Trial orders function as risk-controlled tests of quality, schedule, and flexibility. Delivery during trials sets the tone for long-term partnership. [18:30] Referrals and proof: Public testimonials are rare due to accountability risk. Tenure becomes currency—long relationships serve as de-risking signals to new buyers. Social proof derives from sustained performance, not logos on a webpage. [24:10] Cadence and patience: "Kentō shimasu" often means "not now." Calendarise a nine-month check-in to match likely internal change cycles. Align proposals to April budget rhythms to avoid timing out. Maintain polite persistence without pushiness. [31:05] Operating model: Pair hunters with farmers; once a deal lands, a service-led team manages detail, SLAs, and face-saving flexibility. Leaders message lifetime value, not quarterly wins, and use technology (decision intelligence, digital twins, knowledge bases) to support nemawashi and ringi.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.   

Op Model Flip #1: “I don't know” is an asset, not a liability.————Knowing what the op model flips are is just the first step. You also have to: → Customize the flips to your situation→ Test and experiment with your new operating model without taking undue risk→ Stay emotionally resilient through the unfamiliarity, uncertainty, and occasional failure of building a new way of workingAll of which is a million times easier with a coach. I help my clients consolidate all that work into one hour a week, with intentional experiments to try between sessions and a regular cadence of after-action reviews and targeted adjustments.All of which ensures the level-up gets done, instead of just being a someday dream.And it also saves you a ton of time, bandwidth, and headache – because you have enough to do already.Op Model Flip #2 is coming tomorrow - make sure to subscribe to my email newsletter so you don't miss it: https://poojav.substack.com/ And if you want to get this level-up done and not just read about it, come talk to me and let's put together your custom plan and make it happen: https://poojavcoaching.com/contact

Homily of Fr. Mike O'Connor from Mass November 3, 2025 at Our Lady of the Gulf Catholic Church in Bay St. Louis, MS. Readings Rom 11:29-36 Lk 14:12-14 If you would like to donate to OLG and her livestream ministry, please go to https://olgchurch.net/give

In this brief Bonus Episode, Rusty Stahl introduces the concept of Staff Operating Support (S.O.S.) Grants. It's a new type of grant for the new type of existential crisis we face.Download our new S.O.S. Grants Concept Paper (http://bit.ly/3WwR489)Share this flyer about the S.O.S. Grants Concept PaperAn S.O.S. Grant is restricted for investments in a grantee's people and the systems that support their team. Within that restriction area, an S.O.S. Grant is flexible, responsive, and trust-based. Why? Read our concept paper to find out! Rusty and our team at Fund the People developed the S.O.S. Grants Concept as a new part of our Funding that Works Framework. It is meant to help funders and fundraisers support nonprofit workers in response to the current crisis, but also in reaction to the chronic deficit of investment in America's nonprofit workforce.Have feedback? Leave comments in your podcast app, or email rusty@fundthepeople.org.

A few months ago I met a couple who had recently opened their own brewery on the Isle of Man. I was really compelled by their story, that one of them had lived on the island for most of his life, and how the other had returned from a life in London. Together they were trying to bring modern beer styles to a British dependency with a population of just 85,000 people, surrounded by the Irish Sea.That was Nick Scarffe and Elizabeth Townsend, the founders of Kerroo Brewing. Since then we've met on several occasions and their story has only grown more compelling, so the next time they arranged to hop on the ferry and visit Manchester, I managed to pin them down for an hour* and have an in depth conversation about their brewery.I was fascinated to learn that the beer culture on the Isle of Man remains relatively traditional, with a handful of independent breweries—from the 175 year old family brewer, Okells, to more up-to-date outfits like Bushy's—but many residents hadn't yet been exposed to such wonders as hazy IPA…A keen homebrewer, Nick had dialled in his recipes, and when she turned back up on the island during lockdown, the two shared beers, started dating, and eventually decided to do what they thought was the most reasonable thing: to open a brewery of their own.Operating in the village of Port Erin at the southwestern tip of the island, they run a 1000 litre brewery and a small taproom that opens monthly. We had the chance to chat about the struggles they've faced bringing modern beer styles to a market that remains relatively traditional—at least compared to mainland cities like Liverpool and Manchester—and how challenging it has been getting their beer out into the wider market. Despite this, they're still giving it a go. And take it from me, the beers are delicious, hence why I found their whole story, and this conversation, so compelling. Thanks to Nick and Elizabeth for joining me in this conversation.We're able to produce The Pellicle Podcast directly thanks to our Patreon subscribers, and our sponsors Get ‘Er Brewed. If you're enjoying this podcast, or the weekly articles we publish, please consider taking out a monthly subscription for less than the price of a pint a month.*We may have enjoyed several pints over several hours after the recording of this podcast.

London, 2020: Inside a tiny basement flat, a full blown human butchery ring is hidden away. Operating online, the website sits behind a paywall…but once past that paywall as an annual subscriber, members can watch live-streams of some of the most torturous and botched operations in the UK.The website is called The Eunuch Maker - it can be found with a simple google search, and it is run by the self-proclaimed Eunuch Maker himself, Marius Gustavson.Resources:Lucy Faithfull Foundation https://www.lucyfaithfull.org.uk/https://linktr.ee/eleanornealeresourcesWatch OUTLORE Podcast:https://www.youtube.com/@EleanorNealeFollow Me Here for Updates & Short Form Content:InstagramTikTok

Insider accounts from political aides, bureaucrats, and diplomats have long illuminated the workings of power—but even more enigmatic were the lobbyists. Operating in the shadows, often invisible to public scrutiny, they were intimately privy to clandestine negotiations, back-channel discussions, and subtle bureaucratic skirmishes. In his new roman-à-clef For No Reason At All, Ramjee Chandran shines a light on this hidden world. Chandran—well‑known in Bangalore as a journalist, publisher, and podcaster—has, until now, remained silent about his time as a lobbyist in 1980s New Delhi, a pivotal era just before major economic reforms took hold. Drawing from real events, the novel charts the journey of a young lobbyist caught in a high-stakes conflict over silicon metal—a material deemed strategically vital. Central to the drama is Metkem Silicon, which, in collaboration with the Indian Institute of Science in Bangalore, devoted 17 years to developing indigenous silicon metal technology. Yet their efforts collided with a rival scheme spearheaded by the Department of Electronics, which wanted to bypass local innovation and import U.S. technology. What ensued was a four‑year bureaucratic war: media leaks, secret memorandums, and the covert involvement of the Soviets and other intelligence agencies—culminating in a final decision placed in the hands of Prime Minister Rajiv Gandhi. Set against the backdrop of Cold War Delhi on the cusp of liberalisation, the novel paints a vivid portrait of a nation—and capital—torn between ideologies and ambitions. The Soviet Union may have vanished, lobbyists have receded from public corridors, and few can claim first‑hand knowledge of that era. In Confessions of a Lobbyist, Siddharth Raja—a lawyer, historian, and bibliophile—sits down with Ramjee Chandran to peel back the layers of this story, offering an insider's glimpse into a world that feels at once distant and disarmingly relevant. In this episode of BIC Talks, Ramjee Chandran will be in conversation with Siddharth Raja. This is an excerpt from a conversation that took place in the BIC premises in Aug 2025. Subscribe to the BIC Talks Podcast on your favourite podcast app! BIC Talks is available everywhere, including Apple Podcasts, Spotify, Google Podcasts, Castbox, Overcast, Audible, and Amazon Music.

Space Race and Private Industry Guest: Bob Zimmerman Bob Zimmerman discusses how SpaceX's privately funded Starship program is positioned to beat NASA, China, and Russia in establishing a lunar base, operating independently of the struggling Artemis program. China and Blue Origin are deemed significantly behind in their lunar efforts. Zimmerman also covers other segments including A Space Mobile competing with Starlink, semiconductor manufacturing in space, the X59 project becoming obsolete due to private innovation, and accessible Martian ice at a potential Starship landing site. The convergence of private sector capabilities and reduced government constraints suggests a fundamental shift in space exploration dynamics.

Space Race and Private Industry Guest: Bob Zimmerman Bob Zimmerman discusses how SpaceX's privately funded Starship program is positioned to beat NASA, China, and Russia in establishing a lunar base, operating independently of the struggling Artemis program. China and Blue Origin are deemed significantly behind in their lunar efforts. Zimmerman also covers other segments including A Space Mobile competing with Starlink, semiconductor manufacturing in space, the X59 project becoming obsolete due to private innovation, and accessible Martian ice at a potential Starship landing site. The convergence of private sector capabilities and reduced government constraints suggests a fundamental shift in space exploration dynamics.

Anthony points to how the Slovenian National Team used Luka in the pinch post and whether that can translate to the Lakers offense (it can, and would be glorious). To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Sacramento State is thinking differently — and it's changing the game for the entire region. In this conversation, Mike Reza, Vice President for University Advancement at Sacramento State, shares how the university is taking an entrepreneurial approach to higher education. From fundraising and alumni engagement to athletics, AI, and new campuses, Sac State is proving that innovation doesn't just belong in Silicon Valley — it's happening right here in Sacramento. Mike breaks down how Sac State is: • Operating like a startup inside a public university system • Building the new Roseville campus and expanding downtown Sacramento • Using data-driven philanthropy to grow more than $130 million in assets • Preparing students for an AI-powered workforce • Leveraging athletics and NIL to elevate the school's brand and economic impact This episode reveals how a public university can drive economic growth, entrepreneurial opportunity, and community transformation in California's capital city.

Interview with Kevin Bailey, Executive Chairman & CEO of Po Valley EnergyRecording date: 27th October 2025Po Valley Energy, a $60 million Australian-listed natural gas producer operating in northern Italy's Po Valley basin, represents a compelling investment case built on immediate cash generation, visible production growth, and alignment with Europe's energy security priorities. With a single well currently producing and plans to drill multiple additional wells over the next two years, the company offers exposure to premium European gas pricing in a geopolitically strategic market.The company's sole producing asset, the Podere Maiar well in the Selva Malvezzi concession, has delivered consistent performance since commencing production in 2022, flowing 79,000-80,000 standard cubic meters per day and generating approximately $10,000 AUD in daily revenue. Operating at 60% free cash flow margins with minimal overhead costs of just $2 million AUD annually, Po Valley maintains a debt-free balance sheet with $15 million AUD cash on hand.Russia's invasion of Ukraine in February 2022 fundamentally transformed Po Valley's economics and strategic positioning. Gas prices, which historically traded at €0.20 per standard cubic meter, now rarely fall below €0.30 and frequently trade at €0.50 or higher. The Italian government, having reduced domestic production from 40% to just 8% while becoming dependent on Russian imports, is now actively encouraging producers to accelerate development and restore indigenous supply.Po Valley plans to drill 4-5 additional wells over the next two to three years, targeting known anticlines that ENI identified during exploration campaigns in the 1950s-1970s but did not fully develop. The company estimates this program will cost €35-40 million, of which its 63% operated interest represents approximately €22-25 million. With current cash reserves and ongoing production expected to fund 60%+ of requirements internally, Po Valley anticipates needing only modest debt financing or a small equity raising to complete the program. Once new wells are connected, production is expected to increase 3-4x to over 300,000 scm/day.Chairman and CEO Kevin Bailey, who owns 25% of the company through open market purchases, has emphasized Po Valley's focus on shareholder returns rather than empire building. Management intends to return capital via dividends or buybacks once the drilling campaign is complete, with no interest in acquisitions or expansion beyond core assets.Beyond its producing concession, Po Valley owns the offshore Teodorico asset containing approximately 37 billion cubic feet of 2P gas reserves, valued at $40-50 million AUD in 2022 - nearly equal to the company's current market capitalization. While not planning independent development, management will derisk this asset for potential sale to larger European operators.View Po Valley Energy's company profile: https://www.cruxinvestor.com/companies/po-valley-energy-limitedSign up for Crux Investor: https://cruxinvestor.com

There's a moment every coach faces — when you realize it's not your marketing, clients, or content that's holding you back… it's your energy.This episode will help you see the hidden patterns keeping you stuck and teach you how to build calm, confident, winner energy that attracts success naturally.

Do you feel like life is just one emotional crisis after another? Discover how to break the cycle of constant reactivity and learn how to respond with peace and intention instead of panic. Let's explore three key questions to identify what's fueling your overwhelm, biblical truths about why trials are inevitable, and practical ways to calm your nervous system and find stability through faith. Learn how to move from chaos to calm and why the path to peace begins with noticing what's really underneath the emotional noise. WHAT YOU'LL LEARN: [00:00] Why Do We Get Stuck in Constant Crisis Mode? [05:00] Three Questions to Know How to Respond to Crisis [10:00] Why Do Some People Stay Attached to Chaos? [14:00] The Difference Between Reacting and Responding [17:00] How to Recognize When You're Operating from Overwhelm [21:00] Practical Steps to Break the Crisis Cycle  CHAT WITH ALICIA: Got a question about how to manage emotions in your specific situation? Apply here.  EMOTIONAL CONFIDENCE CLUB: Discover practical ways to manage emotions from a science and scriptural perspective in our live 6-week studies with Alicia. Apply here.    RELATED EPISODES: Ep 330: How to Manage Big Out-of-Control Emotions Ep 331: Overcoming Overwhelm: Less Chaos in Your Head, More Peace in Your Life Ep 332: You Don't Have to “Hold It All Together” (Lovingly Releasing Yourself when Overwhelm Takes Over) Send us a text

US Pressure on Venezuela/Colombia Narco-States Splits Latin American Left. Ernesto Araújo and Alejandro Peña Esclusa discuss how the US military is ramping up pressure on narco-terrorism gangs operating out of Venezuela and Colombia, causing nervousness in the Maduro regime. Trump openly attacked Maduro's key ally, Colombian President Petro, calling him an accomplice and threatening to cut aid and raise tariffs. The Venezuelan opposition is heartened, believing Maduro's fall will expose deep drug-related corruption linking members of the São Paulo Forum across the continent. 1845 VENEZUELA

US Pressure on Venezuela/Colombia Narco-States Splits Latin American Left. Ernesto Araújo and Alejandro Peña Esclusa discuss how the US military is ramping up pressure on narco-terrorism gangs operating out of Venezuela and Colombia, causing nervousness in the Maduro regime. Trump openly attacked Maduro's key ally, Colombian President Petro, calling him an accomplice and threatening to cut aid and raise tariffs. The Venezuelan opposition is heartened, believing Maduro's fall will expose deep drug-related corruption linking members of the São Paulo Forum across the continent. 1876 BOLIVAR ENTERS CARACAS

On today's episode, Andy answers live call-in questions on how to best manage your time between multiple businesses, how to become undeniable at your job during difficult times, and how to level up from working in the business to working on the business.