Podcasts about operational

Welcome to Season 18 of the Troubleshooting Innovation podcast. Nick Fallucca, chief product and innovation officer at Palermo's, explores what leadership, product development and growth look like for this third-generation pizzaiolo. Sponsored by HaFSBX. In Episode 2, Nick walks us through how Palermo's has grown from a neighborhood pizzeria to a nationally known pizza brand and private-label pizza manufacturer.

Welcome to this episode of The New Warehouse Podcast, where Kevin Lawton sits down with Andrei Danescu, CEO of Dexory, live from Manifest. Dexory is a data intelligence platform focused on digitizing warehouses and turning physical operations into actionable insight. In the conversation, Andrei explains why warehouse data is the true foundation for operational intelligence. The discussion moves beyond automation headlines and into the practical work required to build a data infrastructure that actually improves warehouse performance.Learn more about sponsors here: EPG, iAutomate, Big Joe Forklifts, Surgere Follow us on LinkedIn and YouTube.Support the show

What happens when a former COO of a top 10 mega real estate team takes everything she learned the hard way and turns it into a business built to help others avoid the same chaos? That is exactly the story Lauren Duke, founder of CoreOps Collective, is here to share. In this episode, we are going deep into the operational business foundations that real estate agents desperately need but rarely have, and Lauren is breaking down her proven framework for replacing survival mode with real structure. If you are an operator looking for a behind-the-scenes look at a niche industry, or a real estate professional wondering why everything feels so scattered, this conversation is for you. Connect with Lauren: Website: http://www.coreopscollective.com Instagram: http://www.instagram.com/coreopscollective Facebook: http://www.facebook.com/coreopscollective For full show notes, check out  www.TheOpsAuthority.com/podcast/299Natalie Gingrich Stay Connected: Join the Ops Insiders FREE Facebook community! Other Ways to Connect with Me: Facebook Page Instagram  

In this third installment of Claude Sessions, Danny is joined by Subash from Not A Square, who helps e-commerce brands scaling past seven figures implement AI without scaling headcount. Subash walks through real client case studies -- including a TikTok brand that boosted its customer satisfaction score from 4.2 to 4.5 in four weeks using a customer support agent built in Claude. Danny then breaks down OpenClaw, the open-source personal AI agent that exploded in popularity, explains why he chose not to use it despite the temptation, and reveals Claude Flow -- his custom operating system built inside Claude Code with 11 engines, 300+ features, and a persistent memory layer powered by ChromaDB. The episode drives home one core message: document your operations first, pick one platform, go deep, and stop chasing every new tool. Key Topics Documenting operations before automation -- Why you cannot automate what is not documented TikTok customer support case study -- Building an AI agent that raised satisfaction scores in four weeks OpenClaw overview and security risks -- What it does, why it blew up, and why Danny built his own alternative Claude Flow -- Danny's custom operating system inside Claude Code with persistent memory The amnesia loop -- How context loss between sessions kills productivity and how ChromaDB solves it Pixel-less environment -- The shift from structured prompts to contextual AI interaction Go deep on one platform -- Why chasing multiple AI tools guarantees you build nothing Timestamps [00:00] Introduction -- Claude Sessions Week 3, delayed from the road [01:03] Subash introduces himself and Not A Square [02:01] Overview of three client projects and the problem founders face [04:30] Why operational truth is the moat in AI commerce [06:48] Three pillars: reduce costs, better governance, scale without headcount [07:30] TikTok case study -- customer support agent boosting store score from 4.2 to 4.5 [09:04] OpenClaw -- history, capabilities, and the security nightmare [15:30] Six core capabilities of OpenClaw (local-first, universal messaging, persistent memory, browser automation, system access, self-extending skills) [18:00] Why OpenClaw matters -- moving from dumb LLMs to personal AI agents [20:00] Security trade-offs -- 1.5M API keys exposed, malware in skills, Cisco tests [22:00] Claude Flow -- Danny's 11-engine operating system built inside Claude Code [24:26] The amnesia loop -- how sessions lose context and how ChromaDB fixes it [28:19] Why Claude MD, agents, and skills are not enough without hooks and triggers [32:40] Go deep on one platform -- stop chasing every new tool [35:35] Subash on helping sellers adopt Claude Code fundamentals (Claude MD, skills) [39:51] Wrap-up and contact info Key Takeaways Document before you automate -- If your business operations live in the founder's head and not on paper, any AI tool will amplify the chaos rather than fix it. Operational truth is the moat -- Clean inventory, accurate catalogs, honest cashflow reporting. Get these right before touching AI. One AI agent moved the needle -- A single customer support agent on TikTok raised a brand's satisfaction score from 4.2 to 4.5 in four weeks, directly improving store visibility. Persistent memory changes everything -- ChromaDB captures decisions, patterns, and project context across sessions so Claude compounds in usefulness over time (zero entries in session one, 1,700+ by session 25). Scaffolding beats raw building -- Danny's Claude Flow system means a project that took five days six months ago now takes 40 minutes. The investment in infrastructure pays exponential returns. OpenClaw is proof of concept, not production-ready -- Broad permissions, prompt injection vulnerabilities, exposed API keys. Wait for the open-source community to patch the holes before diving in. Pick one platform and go all the way in -- Chasing multiple AI tools means you learn none of them deeply and build nothing of value.

Most people never think about the technology behind construction equipment rentals. But behind every crane, excavator, and lift is an industry still running on paper, spreadsheets, and manual workflows.In this episode, Andy Feis, CEO and Co-Founder of Renterra, joins Amir to explain how a hundred billion dollar equipment rental market is finally entering the modern software era. The conversation explores how operational software, telematics data, and AI are reshaping one of the most overlooked parts of the industrial economy. Andy shares how rental companies manage fleets of expensive machines, why legacy workflows still dominate the industry, and how platforms like Renterra are bringing cloud software and automation to a sector that has largely been left behind by the tech revolution.This episode also explores the intersection of operational data, AI automation, and real world infrastructure. From fleet optimization to automated maintenance insights, the future of equipment rental may look very different than it does today.Key Takeaways• The equipment rental industry is a massive but overlooked market where over half of construction equipment is rented rather than owned.• Many rental businesses still run critical operations using pen and paper, manual inspections, and outdated spreadsheets.• Operational software is the first step toward modernization, helping companies manage inventory, dispatch, pricing, and maintenance.• Telematics data from machines unlocks powerful insights around maintenance timing, asset valuation, and fleet utilization.• AI will not replace the physical work in industrial sectors, but it can automate low value operational tasks and dramatically improve decision making.Timestamped Highlights00:00 Introducing the hidden technology opportunity inside the equipment rental industry02:00 Why many rental companies still rely on paper, binders, and manual equipment checks06:20 How Andy Feis discovered a massive opportunity inside industrial operations09:00The low hanging fruit in modernizing equipment rental workflows11:14 What kind of data heavy machines actually generate and how it can be used13:03 Where AI actually helps blue collar industries today20:18 The roadmap for modernizing the industry and what comes nextA Moment That Stuck“The industrial sector is an enormous part of the economy, but it has been one of the last places to feel the impact of the broader tech revolution.” Pro TipsIf you are building technology for legacy industries, start with operational efficiency before advanced analytics.Modernization works best when it removes friction from existing workflows. Once companies see time savings and operational improvements, they become far more open to deeper data and AI driven insights.Call to ActionIf you enjoy conversations about technology transforming real world industries, follow the show and share this episode with someone building in construction, logistics, or industrial software.

Contact us and share your opinionVote for your winner: https://us22.list-manage.com/survey?u...Join DrGandalf and Team GP in primary care as they show off how to use TPP SystmOne to tackle triage and access and improve your operational efficiency in practice with the chance to win £1000 for each award.00:00 Intro to awards02:12 Upcoming awardsThe Access & Triage Excellence Award03:50 Ocimum Healthcare Limited14:55 Harewood Medical Practice22:40 Health Care First33:50 The Operational Efficiency Award34:12 Steel City General Practice46:14 Leylands Medical Centre54:50 Topsham Surgery01:04:30 Vote nowBoost your triage skills with our dynamic 5-session live webinar course, tailored for primary care clinicians. Led by Dr. Gandalf and Dr. Ed Pooley, this comprehensive training covers all facets of remote patient triage—digital, on-call, and more. Gain practical knowledge, exclusive tips, and direct access to our experts through open Q&A sessions. Elevate your ability to manage primary care challenges effec Subscribe and hear the latest EPIC episode. Join Dr Mike as he shares how to get started and fly using EMIS to make your life easier with this clinical systembit.ly/EMIScourse

In Japan, "engagement" is a loanword (エンゲージメント), which is a neat metaphor: the sound exists, but the meaning can feel fuzzy at work. Yet global surveys still measure it, and Japan often lands near the bottom — Gallup's recent Japan spotlight reporting puts engaged employees at about 7%.  So how do you lift engagement in a culture that's cautious with self-scoring, allergic to over-promising, and hyper-sensitive to responsibility? You stop chasing a Western definition and start building the three drivers that actually move hearts and behaviour in Japanese teams: manager trust, senior leadership credibility, and organisational pride — with one emotional trigger that lights the fuse: feeling valued by your boss. What does "employee engagement" actually mean in Japan? In Japan, engagement shows up less as loud enthusiasm and more as quiet commitment, discretionary effort, and loyalty to the team. If you use a US-style definition ("I love my company and I'll shout it from the rooftops"), you'll undercount people who are genuinely doing the work and protecting the brand. This is why Japan can look "low engagement" on dashboards while still delivering operational excellence at firms like Toyota, Panasonic, and major banks — effort is often expressed through endurance, quality, and risk reduction rather than overt positivity. Post-pandemic (2020–2025), hybrid work also reduced informal connection, which matters disproportionately in relationship-heavy cultures. Do now: Define engagement behaviours in your context (e.g., proactive problem-solving, collaboration, customer ownership) and measure those, not just imported survey language. Why do Gallup-style engagement surveys often score Japan so low? Japan often scores low because translation and culture collide with how questions are interpreted and how people self-rate. Gallup's Japan-focused reporting highlights that engagement is extremely low by global comparison, and that disengagement is widespread.  Two common traps: Translation nuance: Questions like "Would you recommend this company to friends/family?" carry responsibility risk in Japan. If the friend hates the job (or the company hates the friend), the recommender feels accountable. Perfectionism penalty: Japanese respondents frequently avoid top-box scores. Luxury and service sectors have long observed that Japanese satisfaction ratings can be systematically harsher than other markets (the "Japan factor"). Do now: Audit survey translations with bilingual leaders, add Japan-relevant behavioural questions, and interpret trends (up/down) more than raw global ranking. How do you measure engagement without getting fooled by the numbers? Use a "triangulation" approach: one survey, a few operational signals, and regular manager check-ins. In multinationals, HQ loves a single engagement score — but Japan needs a dashboard that respects context. Practical measurement mix (2024–2026 reality check): Survey pulse: Keep it short; use Gallup Q12-style consistency, but validate Japanese phrasing. Operational indicators: regretted attrition, internal mobility, absenteeism, safety incidents, quality defects, customer complaints, and project cycle time. Manager "meaning" rhythm: monthly 1:1s, quarterly career conversations, and team retrospectives (especially important in hybrid setups). Compare apples-to-apples: Japan vs. Japan (trend), not Japan vs. Denmark (culture). Do now: Pick 5 metrics max, publish them quarterly, and make every manager accountable for one engagement input (e.g., 2 meaningful 1:1s per month). What are the three strongest drivers of engagement in Japanese teams? The biggest levers are (1) satisfaction with the immediate manager, (2) belief in senior leadership, and (3) pride in the organisation. These drivers are universal, but they hit harder in Japan because trust, clarity, and belonging are the social glue. Immediate manager: People don't quit companies, they quit bosses — and in Japan, the boss is also the cultural translator. Gallup research often points to managers as a major factor in team engagement variance.  Senior leadership credibility: If the "why" is vague, Japanese employees assume hidden risk. Clear direction reduces anxiety and boosts execution. Organisational pride: Internal rivalries (Sales vs Marketing vs IT) kill pride. Strong leaders unite teams against external competitors (Rakuten vs Amazon, incumbents vs startups like Mercari, etc.). Do now: Run a 30-day leadership reset: manager 1:1 cadence, CEO "why" messaging, and a pride campaign celebrating customer impact and team wins. What's the emotional trigger that flips people from "showing up" to "leaning in"? Feeling valued by your boss is the fastest emotional accelerator of engagement. People don't guess they're valued — they need to hear it clearly, consistently, and specifically. In Japan, "valued" lands best when it's concrete and modest: "Your analysis prevented a customer escalation." "Because you coached the new hire, the team's cycle time improved." "I trust you with this client because your prep is world-class." Tie value to meaning: how the work helps customers, protects colleagues, or strengthens reputation. This is where confidence, enthusiasm, and ownership start to appear — without forcing extroversion. Do now: Every manager: give 2 pieces of specific recognition per person per month, linked to business impact (customer, quality, speed, risk, revenue). What should leaders in multinationals do when HQ demands Japan "fix engagement"? Push back with data, reframe expectations, and localise the playbook — without looking defensive. Global leaders often see Japan at the bottom and assume leadership failure; the smarter move is to explain the measurement context andshow your improvement plan. A practical HQ message: "Japan's baseline is structurally lower due to survey interpretation and scoring norms." "We'll improve trend lines via manager capability, leadership clarity, and organisational pride." "We'll report both engagement and behavioural indicators quarterly." Gallup's Japan spotlight materials reinforce that Japan's disengagement is economically meaningful — which gives you permission to act decisively.  Do now: Agree with HQ on a 12-month target focused on movement (e.g., +2–4 points) and manager behaviours, not a magical leap to US levels. Final wrap If you want engagement to rise in Japan, stop arguing about the katakana and start building the conditions where people feel safe, valued, and proud. Fix the immediate manager experience, make senior leadership's "why" painfully clear, and create pride by uniting teams against external competitors. The best part: these levers cost zero yen — but they do require leadership discipline. Optional FAQs Is there a Japanese word for "engagement" at work? Not a perfect one — that's why many firms keep エンゲージメント and define it behaviourally. Agree on what engagement looks like day-to-day, then measure those actions. Should Japan use the same engagement questions as the US? Not without localisation. Translate for meaning (not words), test with Japanese employees, and adjust "recommend to friends/family" style items carefully. What's the single fastest engagement improvement tactic? Manager behaviour. Increase high-quality 1:1s and specific recognition; managers are a major lever in engagement differences.  Why do Japanese teams avoid giving 10/10 scores? Perfectionism and modesty norms. Use trend-based targets and multiple indicators rather than chasing top-box scores. Author bio 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. Greg 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 been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), and others.

Yesterday it was announced by the Department of Foreign Affairs that charter flights are to be organised to evacuate Irish citizens who have been stranded in the gulf since hostilities began last weekend. But from an operational perspective, how will this all work? Joining Anton to explain is Kevin Byrne Airport Safety and Security Expert.

In this episode, we explore the major shift happening in creative operations for 2026. After a volatile year of rapid change and disruption, creative and marketing leaders are moving their focus away from pure efficiency and toward efficacy. How can teams pivot from just doing things faster to doing the right things that drive real business value? We discuss how the chaotic rush to adopt AI has left many creative teams fragmented and struggling to prove their worth. Now, Creative Ops leaders are stepping up to bring order to the chaos. This episode delves into the two core themes shaping the future: strategic alignment and operational excellence. We break down what these concepts mean in a post-AI boom landscape and how they are essential for navigating the challenges ahead. Key takeaways include: Strategic alignment: Learn why synchronizing people and technology is the first critical step. This involves getting leadership on the same page about business objectives, bridging the AI expectation gap, and optimizing your existing tech stack instead of chasing new, shiny tools. Operational excellence: Discover how to redefine best practices to drive tangible business value. We'll cover strategies for repositioning creative teams as tech-forward business partners and exploring new operational models, like Centers of Excellence, to deliver greater impact. The new creative ops leader: Understand the evolving role of the Creative Operations leader, who is increasingly tasked with overseeing marketing operations to create frictionless, outcome-focused workflows that bridge the gap between teams. Join us as we share insights from our InsideOut community, where creative and marketing operations leaders are actively implementing these strategies to build more effective and impactful teams. If you're a leader aiming to move beyond the "wild west" of AI adoption and into a more intentional future, this episode offers the practical advice you need. Learn more about Aquent's InsideOut Design Leadership Community: aquent.com/communities/inside-out

Yesterday it was announced by the Department of Foreign Affairs that charter flights are to be organised to evacuate Irish citizens who have been stranded in the gulf since hostilities began last weekend. But from an operational perspective, how will this all work? Joining Anton to explain is Kevin Byrne Airport Safety and Security Expert.

When sales are down, employees quit, customers are complaining, cash flow is tight, and your inbox looks like a war zone… it doesn't mean you have a work ethic problem. It means you have a prioritization problem. In this episode of SoTellUs Time, Trevor and Troy Howard break down the exact framework overwhelmed business owners can use to decide what to fix first — and what to ignore — when everything feels broken at once. Because the truth is this: You don't fix businesses by working harder. You fix them by fixing the right thing first. If you're a small business owner, entrepreneur, CEO, or leader who feels buried in problems, this episode will give you clarity, control, and a practical system you can use immediately.

Cybersecurity maturity isn't earned in audits, it's earned in the operational moments where governance either shows up… or it doesn't. Today's conversation with Mike Stewart of Anchor Networks goes deep on MSP maturity. How leadership tone, culture, and repeatable decision systems turn policies into actual behavior.We cover why security awareness must be frequent (not annual), why “the why” behind policies matters, and why AI is now a governance challenge as much as a technical one—especially as acceptable use expectations evolve. The goal: use AI to reduce overload and automate routine work, while strengthening critical thinking and verification habits.

Episode 134: This week, Kyle Van Pelt talks with Chip Kispert, Founder & Managing Partner at Beacon Strategies. Chip has spent decades building and leading one of the country's most trusted wealth management partners, helping shape its national footprint through intentional M&A, strong partner alignment, and disciplined operational systems. His career reflects a deep commitment to sustainable growth, advisor development, and long-term enterprise value creation. Kyle and Chip explore what it takes to build durable advisory businesses while embracing innovation. They discuss the power of structured peer roundtables, how firms can move beyond legacy technology assumptions, and why operational rigor becomes more important as firms grow. The conversation also dives into AI adoption—distinguishing native versus enabled tools, addressing internal fear, and establishing formal AI policies—highlighting how thoughtful leadership can turn disruption into long-term enterprise value. In this episode: (00:00) - Intro (01:45) - Chip's money moment (04:23) - What Beacon Strategies does and who it serves (08:03) - Why structured roundtables outperform traditional conferences (11:39) - Why firms are reassessing legacy technology providers (15:19) - Native AI vs. AI-enabled tools (17:27) - Managing fear and uncertainty around AI (22:48) - Avoiding AI overload and creating a formal policy (27:29) - Introducing the Beacon Provider Network (BPN) (31:20) - One area financial services must improve (35:08) - Chip's Milemarker Minute Key Takeaways Don't adopt AI casually—govern it deliberately. Experimentation is fine, but firms need a formal AI policy to reduce risk, clarify expectations, and prevent tool sprawl. Thoughtful governance creates confidence internally and credibility externally. Distinguish between “native AI” and “AI-enabled” tools. Not all AI is created equal. Leaders must understand whether AI is foundational to a product or simply layered on as a feature. That distinction impacts scalability, data security, and long-term strategic fit. Peer collaboration beats passive learning. Structured roundtables and curated peer groups often produce more actionable insight than traditional conferences. Real progress happens when leaders openly share what's actually working—and what isn't. Operational discipline becomes more important as innovation accelerates. As firms scale and technology multiplies, clarity around standards, vendor evaluation, and internal processes becomes a competitive advantage. Growth without structure creates fragility. Quotes "Most firms don't have any AI policy. They need to have an AI vision and an AI policy to lay out their plans and the information they need, so they know their data is protected. They need to have their guidelines and guardrails, which drive their decisions on how they interact with firms." ~ Chip Kispert "There's a lot of talk about AI, but a true understanding of it is not rich. It's not deep. So, it would be absolutely valuable for the wealth space to really have some AI learning. Everybody can say large language model, but truly understanding it is another world." ~ Chip Kispert "Data management is the foundation of everything. You can have great AI or rules-based engines, but if the data is not good, it doesn't mean anything. All the pretty stuff, the shiny metal lures don't have that much integrity, or their integrity gets questioned by the quality of the data." ~ Chip Kispert Links  Chip Kispert on LinkedIn Beacon Strategies Fidelity Investments Beacon Provider Network Connect with our hosts Milemarker.co Kyle on LinkedIn Jud on LinkedIn Subscribe and stay in touch Apple Podcasts Spotify YouTube Produce game-changing content with Turncast Turncast helps your company grow by producing top-quality content and fostering transformative conversations. Learn more at Turncast.com.

Good morning from Pharma Daily: the podcast that brings you the most important developments in the pharmaceutical and biotech world. Today, we delve into a series of significant advancements and ongoing challenges that are reshaping the landscape of these dynamic industries.A key highlight in recent developments comes from Ascendis Pharma, which has secured FDA approval for Yuviwel, a treatment targeting achondroplasia, a genetic disorder leading to dwarfism. This approval underscores the potential of Ascendis' "transient conjugation" drug delivery platform, marking its third rare disease drug approval in just six years. The platform's ability to extend drug half-life and improve dosing frequency highlights its promise in addressing unmet medical needs in rare diseases, offering new hope for patients who previously had limited treatment options.In oncology, Merck's LITESPARC clinical trial program is showing promising results with Welireg (belzutifan) for clear cell renal cell carcinoma. The trials suggest that combination therapies involving Welireg could set a new standard of care. However, transitioning these regimens into universal standards remains challenging due to competitive dynamics and hurdles in clinical adoption.Shifting to cardiovascular health, United Therapeutics has made notable progress with its phase 3 trial success for a once-daily drug candidate for pulmonary arterial hypertension. The trial reported a 55% reduction in clinical worsening risk, positioning United Therapeutics to seek FDA approval and potentially challenge existing treatments from major players like Johnson & Johnson.Regulatory challenges are also evident. UniQure recently faced a setback when the FDA rejected its data package for AMT-130, a gene therapy for Huntington's disease. This rejection reflects the stringent regulatory environment surrounding gene therapies and emphasizes the need for robust data to meet approval criteria.On the technological front, Eli Lilly is making a strategic shift by collaborating with Nvidia to integrate advanced computing capabilities into drug development. By leveraging Nvidia's AI-driven supercomputing power, Lilly aims to accelerate drug discovery processes and enhance precision medicine approaches, potentially transforming traditional pharmaceutical lifecycles.Operational shifts are also occurring as Merck winds down Gardasil production at its North Carolina plant due to declining global demand. This decision reflects broader vaccination trends and may signal shifts in manufacturing strategies to align more closely with market demands.Leadership changes at Bavarian Nordic, following a failed private equity takeover bid, indicate potential strategic realignments within the company. The planned departure of CEO Paul Chaplin after 12 years could herald new directions and priorities.In logistics, Frontier Scientific Solutions is pioneering advancements in temperature-controlled supply chains—crucial for maintaining drug efficacy during distribution. Their innovative approaches are reshaping pharmaceutical logistics, ensuring reliable delivery systems worldwide.Meanwhile, Walgreens is venturing into digital health with a virtual weight management clinic offering access to GLP-1 medications. This move positions Walgreens within the competitive telehealth market as it responds to growing consumer demand for convenient healthcare solutions.These developments collectively reflect an industry in flux—balancing scientific innovation with regulatory rigor and strategic realignments. As companies navigate these challenges, the implications for patient care are profound, promising potential improvements in treatment efficacy and accessibility.Turning our attention to Roche, another successful Phase 3 trial for fenebrutinib—a BTK inhibitor targeting relapsing multiple sclerosis—has been reported. The study achieved its primary endpoint but raiseSupport the show

This week's Security Squawk episode isn't about phishing. It's about structural weakness. Three separate incidents. Three different industries. One uncomfortable pattern: the systems organizations trust most are expanding risk quietly — and in some cases, architecturally. First, a lawsuit that should make every board member pay attention. Marquis Software Solutions, a fintech serving 74 U.S. banks, is suing SonicWall. The allegation centers on SonicWall's cloud backup system, where firewall configuration backups were allegedly accessible and contained credentials — including MFA scratch codes. Those backups were reportedly used to compromise Marquis, leading to a ransomware incident and downstream exposure. What began as a scoped 5% customer exposure was later reported as potentially impacting all customers. This is not a misconfigured endpoint. This is a control-plane failure. For CEOs, this reframes vendor risk. It's no longer a questionnaire exercise. It's a litigation vector. If a security provider's design exposes authentication artifacts, your internal diligence may not matter. The liability chain now includes vendors and MSPs in a very direct way. For IT Directors, the operational question is simple: what exactly is inside your firewall backups? Are reusable authentication artifacts stored? Who can access vendor-hosted exports? If attackers obtain your configuration backups, can they replay your defenses? For MSPs, the exposure is real. If you manage firewall exports or MFA deployments, you are part of the architecture. And potentially part of the courtroom. Then we shift to UFP Technologies, a medical device manufacturer. Intrusion detected. Billing and shipping label systems disrupted. Data stolen or destroyed. Insurance expected to offset financial impact. But this isn't primarily a data story. Attackers disrupted order-to-cash and fulfillment velocity. In healthcare supply chains, slowing billing and labeling can create immediate executive escalation without touching the factory floor. Modern ransomware groups increasingly target business process choke points — ERP, labeling, scheduling — because leverage doesn't require full encryption anymore. For CEOs, “no material impact expected” is accounting language. Customers measure impact in delayed shipments. For IT leaders, the question becomes operational: can billing, labeling, and fulfillment functions recover independently? Are those systems segmented? Tested? Immutable? For risk managers and insurers, this represents a shift in underwriting focus — from endpoints to process resilience. Finally, the University of Hawaiʻi Cancer Center ransomware incident. Roughly 87,000 study participants directly impacted. But historical datasets, including Social Security numbers collected from driver's license and voter registration data dating back to 1998, expanded potential exposure to nearly 1.2 million individuals. They engaged the threat actors. They received a decryptor. They received “assurances” that data was destroyed. That's not verification. That's negotiation. The uncomfortable truth: legacy identity data becomes modern ransom currency. Research environments often have weaker governance than clinical systems, yet they can contain decades of sensitive identifiers. For boards, the issue isn't just security posture. It's data retention discipline. What obsolete identity data are you still holding? Why? For how long? And who owns the risk? Across these stories, three themes emerge: Control-plane trust is fragile. Operational choke points are the new leverage strategy. Data retention is compounded liability. Cybersecurity is no longer just about stopping intrusion. It's about architectural accountability and governance maturity. If you value independent, executive-level analysis without vendor spin, support the show at: buymeacoffee.com/securitysquawk The real question is this: Are your greatest cyber risks coming from external attackers — or from design decisions you haven't revisited in years?

As promised in 2022, the District Cooling System at ST's Ang Mo Kio (AMK) TechnoPark is now operational. This launch is a critical milestone in our goal to achieve carbon neutrality by 2027.

Kevin Gormley speaks with three standout students from India who are currently pursuing their undergraduate degrees alongside the CGMA Finance Leadership Program (FLP). Each has successfully passed the Operational Case Study (OCS), and in some cases achieved top All‑India ranks. Each shares their unique experiences balancing university studies with FLP, insights from their OCS preparation, the challenges they encountered, and the strategies that led them to exam success. GUESTS Nandini Maheshwari. Bachelor of Commerce student, Symbiosis College of Arts & Commerce, Passed both Operational and management level Case Study. Pranav Bhat. BBA student, St. Joseph's College of Commerce. Passed OCS, preparing for Management Case Study. Prerana Rao. BBA student, St. Joseph's College of Commerce. Achieved All‑India Rank in OCS. Recently completed MCS and preparing for SCS HIGHLIGHTS 1. What it's like to sit the OCS while still an Undergraduate. Each student reflects on their first exposure to a case‑based professional exam. 2. Study strategies that worked. Details of how they structured (and sometimes didn't structure) their study plans: 3. The power of mock exams. How these graded exercises help to gain vital insights, get feedback, and understand examiners' expectations. 4. Their best advice for future OCS candidates. Practical perspectives, including this important takeaway: "Don't treat it like the end of the world. Relax. Enjoy the learning process." ABOUT US. The CGMA Finance Leadership Programme (FLP) is the online pathway to the prestigious Chartered Institute of Management Accountants' Professional Qualification. Find out more about the FLP at https://enroll.cgma.org/ and at https://aicpa-cima.com. Get in touch with show host Kevin Gormley via LinkedIn. Email the podcast team at podcast@aicpa-cima.com Thanks for listening. It takes just a couple of minutes to share your feedback here. This is a podcast from AICPA & CIMA, together as the Association of International Certified Professional Accountants. To enjoy more conversations from our global community of accounting and finance professionals, explore our network of free shows here.

Send me a text!The royal revered by revolutionaries.  Operational art and the transition of mercenaries to nationalistic professionals. Support the show war102podcast@gmail.comhttps://war102.buzzsprout.com

In this episode of The IT Experts Podcast, we take you inside our Client Intensive Event and lift the lid on what really happens when ambitious MSP owners come together to build better businesses.     This was our January 2026 Client Intensive Event, and it was the biggest room we have ever had. Over 60 MSP owners and team members gathered for two full days of structured thinking, planning, challenge, and collaboration. It was not a sit back and listen type of event. It was designed to stretch thinking, raise standards, and help every single business owner leave with clarity and a refreshed 16-week plan.     The Client Intensive Event is a core pillar of the MSP Scale System. Three times a year, our clients step away from their day-to-day operations and immerse themselves in focused work on the business. The structure is deliberate. We expand thinking through expert led sessions, then channel that insight into practical planning, peer discussion, and clear next steps. Every attendee leaves with an updated 16-week roadmap built around their own business priorities.     The theme this time was business maturity. We explored three key areas that underpin sustainable growth. Structural maturity, team and people maturity, and operational maturity. These are not theoretical concepts. They are the foundations that determine whether your MSP can grow with confidence or remains fragile beneath the surface.     On the structural side, we focused on governance and risk. Many MSP owners are strong technically and commercially, yet have never formally considered how governance protects value. We explored how to build a practical risk register, how to identify exposure across legal, supplier, regulatory and client concentration risks, and how to put simple mitigation in place. For several business owners, this created real light bulb moments. Scaling with confidence requires knowing your ducks are in a row. When you understand your risks, you make stronger decisions and protect long term value.     On the people side, we explored what makes a cohesive team. It is not only about systems and processes. It is also about how people feel inside the business. Trust, accountability, the ability to have difficult conversations, and clarity of expectation all drive performance. When those elements are weak, leaders experience frustration, repeated questions, slow decision making, and high staff turnover. The Client Intensive Event created space for honest reflection. Several owners recognised that team dysfunction often starts with leadership behaviour. That awareness is powerful. When leaders change how they show up, teams respond.     Operational maturity formed the third pillar. We examined how margin is often lost in operations rather than in finance. By connecting systems properly and using accurate data from sales, service, projects and finance, MSP owners gain visibility over efficiency and profitability. We drilled into practical examples around help desk structure and the dispatcher role, helping owners see where small operational refinements can unlock meaningful financial impact. For one new client, this approach has already uncovered significant hidden profit within their first 60 days.     Beyond the structured content, what continues to define every Client Intensive Event is the community. Observational learning is a powerful force. When MSP owners hear peers tackling similar challenges, sharing openly and supporting one another, confidence rises quickly. Trust builds. Relationships deepen. Competitors become collaborators in the pursuit of higher standards. The energy in the room this time reflected a step change in maturity across the community.     One of the most rewarding moments came when we stood at the front for a group photograph and realised how far the community has grown. What started with a simple vision to help more MSP owners scale with confidence has become a room full of experienced leaders committed to doing business better. That growth is not measured only in revenue. It is measured in confidence, clarity and ambition.     The Client Intensive Event always concludes with a rebuild of each owner's 16-week plan. Ideas are distilled. Priorities are clarified. Actions are documented. This discipline ensures that inspiration turns into implementation. It prevents overwhelm and replaces it with focused progress.     If you are serious about building a business that works for you rather than you for it, stepping into a structured environment like a Client Intensive Event can transform the way you think about growth. Business maturity is not accidental. It is developed deliberately, one focused cycle at a time.     At The MSP Growth Hub, our mission remains simple. Help MSP owners accelerate success and scale with confidence. The Client Intensive Event is one of the most powerful ways we do that.    Make sure to check out our Ultimate MSP Growth Guide, a free guide that walks you through a proven process to take your MSP from stuck to scalable, without working even more hours. It's 44 pages rammed with advice, insights and inspiration to help you decide what support is available to you now if you want to grow and scale your business. Click HERE to get your copy.    Connect on LinkedIn HERE with Ian and also with Stuart by clicking this LINK    And when you're ready to take the next step in growing your MSP, come and take the Scale with Confidence MSP Mastery Quiz. In just three minutes, you'll get a 360-degree scan of your MSP and identify the one or two tactics that could help you find more time, engage & align your people and generate more leads.  OR   To join our amazing Facebook Group of over 400 MSPs where we are helping you Scale Up with Confidence, then click HERE  Until next time, look after yourself and I'll catch up with you soon!   

Joining Cathy Love this week is Sara Gingold, Editor-in-Chief of the Disability Services Consulting (DSC) Resource Hub, to unpack the fast-moving changes shaping the NDIS through an Allied Health Business lens. They explore the shift toward I-CAN (Instrument for the Classification and Assessment of Support Needs) as the foundation for new NDIA-led Support Needs Assessments, and the unanswered questions about how assessment data will translate into individual budgets. They also examine the proposed Foundational Supports framework, including the Thriving Kids program, and what these reforms could mean for children currently receiving NDIS-funded therapy. The episode also addresses mounting provider pressures ranging from therapy operational guideline updates and pricing uncertainty to the real-world disruption caused by quarterly funding periods. Throughout the discussion, Sara brings clear sector perspective, and key reflections for Allied Health Business Owners navigating uncertainty. Topics covered on I-CAN & Support Needs Assessments, Foundational Supports & Thriving Kids, & operational pressure points for providers: I-CAN & Support Needs Assessments – The critical unanswered question remains: how will I-CAN results translate into a participant's budget? Foundational Supports & Thriving Kids – An overview of the proposed Foundational Supports model, including Thriving Kids for children with mild to moderate developmental delay and autism, and the complexities of state and territory negotiations still underway. Operational pressure points for providers – New therapy operational guidelines, discussions around differentiated pricing, the impact of recent price changes across therapy disciplines. P.S. If this episode is hitting on pain points you're facing, let's chat. We can support you. Book a 20-minute complimentary call with us, and let's talk about how we can help you achieve your vision for your Allied Health business. Midroll Message: A workshop not to be missed. Join us in-person this March in Melbourne. Connect with Nacre Consulting: Let's connect on Instagram Follow us on Facebook Let's connect on LinkedIn Join our Facebook Group online community More about The Allied Health Business Brilliance Podcast: The Allied Health Business Brilliance podcast (previously known as Private Practice Made Perfect) powered by Nacre Consulting features authentic conversations that offer real-life stories and expert perspectives for Australian Allied Health Business Owners. Cathy Love, our engaging host, gathers wisdom from Allied Health professionals and industry supporters alike. We dive into the real experiences of running and growing Allied Health businesses in Australia, revealing both the rewards and the inevitable challenges along the way. It's raw, sometimes vulnerable, but always valuable. Join us and stay tuned to keep up with every inspiring story and lesson shared.

MK Ultra expert and survivor Cathy O'Brien returns to expose what the government is still keeping off-limits in the Epstein document release — and why the “disclosure” narrative is designed to stop short of the real system.MK-Ultra was real. Documented. Operational. And Cathy lays out why the remaining Epstein files likely map directly onto trauma-based control mechanisms used to compromise powerful people and protect predators who operate behind institutional shields.This conversation goes straight into the machinery: control through coercion, blackmail, and engineered psychological domination — and why only the implicated keep pretending this isn't real.Despite the darkness, Cathy brings solutions and hope: how to wake up, reclaim sovereignty, heal, and align with what is true.Get Cathy's new book, Align with the Divine, at https://trance-formation.comSee exclusives at https://SarahWestall.Substack.com

The Joint Readiness Training Center is pleased to present the one-hundredth-and-thirty-fifth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by MAJ Marc Howle, the Brigade Senior Engineer / Protection Observer-Coach-Trainer, and MAJ David Pfaltzgraff, BDE Executive Officer OCT, from Brigade Command & Control (BDE HQ) on behalf of the Commander of Ops Group (COG). Today's guests are intelligence and operations subject matter experts from across JRTC: MAJ Michael Stewart is the BDE S-3 Operations Officer OCT, MAJ Edward Pecararo is the BDE S-2 Intelligence OIC OCT, and MSG Randell Conway is the BDE S-2 Intelligence NCOIC OCT from the Brigade Command & Control (BDE HQ) plus the BN S-2 Intelligence OCT, CPT Nathaniel Epps from TF-5 (Brigade Engineer Battalion).   This episode dives into Mission Analysis within the MDMP process, focusing specifically on Intelligence Preparation of the Operational Environment (IPOE)—or as framed at JRTC, Staff Preparation of the Operational Environment (SPOE). A central theme is dispelling the myth that IPOE is solely an S2 responsibility. The panel emphasizes that effective SPOE requires a whole-of-staff effort, integrating all warfighting functions to build shared understanding of terrain, threat capabilities, and operational variables. Key outputs discussed include the modified combined obstacle overlay (MCOO), clearly defined areas of operations and interest, civil considerations, threat courses of action, and the development of event templates and event matrices. The conversation reinforces that these products are not checklist items but foundational tools that drive collection planning, targeting, decision support matrices, and ultimately course of action development.     The discussion also highlights common failure points—treating IPOE as a one-time event, failing to update PIRs as operations evolve, and neglecting to refine running estimates between phases. Leaders stress that predictive analysis suffers when staffs become plan-focused instead of threat-focused, losing sight of enemy capabilities in time and space. Effective SPOE requires continuous refinement, aggressive assessment of collection, integration with reconnaissance and fires, and disciplined maintenance of a shared intelligence picture across echelons. Ultimately, the episode frames mission analysis not as a procedural step to “get through,” but as the intellectual fight that enables commanders to anticipate enemy decisions, shape the battlefield, and close both the intelligence and targeting kill chains in LSCO.     Part of S13 “Hip Pocket Training” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

According to research from the State of Sales Enablement Report 2025, businesses with well-integrated enablement tech stacks are 42% more likely to increase sales productivity. So, how do you go about building an effective, well integrated tech stack? Riley Rogers: Hi, and welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic are Nicole Cost, director of enablement and operations, and Becky Garcia, enablement operations manager, at Lantern. Thank you both so much for joining us; it’s so exciting to have you here. I think there’s probably a really wonderful conversation to be had, and I’m excited to jump into it. I’d love to start by learning a little bit about yourself, your background, and your role. Nicole, would you mind kicking us off? Nicole Cost: My name is Nicole Cost. I’m the Director of Commercial Enablement and Operations at Lantern. At Lantern, our department’s primarily responsible for supporting our commercial new hires with their onboarding experience, process strategy, collaboration, and communications, and then in-person meeting operations and logistics. I’m based in New York. I’ve been in this space for about four years, but prior to working at Lantern, I was at Carrot Fertility and I worked in a totally different industry in sport and entertainment; I was a teacher and worked on the business side in a very different world. RR: Becky, would you care to tell us a little bit about yourself? Becky Garcia: Yeah, definitely. So, I’ve been in the industry now, I’d say I'm going on my seventh year in the health services and health tech space. I’ve been kind of all over in terms of my background, but in the last seven years I’ve really been in an operations role. Part of what I love doing here at Lantern is helping companies grow and scale. That's really what I love to do. RR: It sounds like you guys have been here before. This isn’t your first rodeo. You’ve spent the time not only in the industry, but also specifically in healthcare spaces, both at Lantern and in previous roles. I’d be kind of curious to dive into those previous roles and how they kind of affect today before we jump into your work at Lantern. So, Nicole, what challenges have you noticed pop up that people in other industries might not expect? NC: What I loved about this question to kick us off was because I was actually, like I mentioned, one of those people in another industry for about 10 years before pivoting to healthcare, and I will never forget my first manager asking me: “How much do you know about healthcare?” And I responded—I remember it vividly—I responded with: “I know I have great benefits.” I quickly learned that great benefits were not a normal thing, and that is why so many companies either are being created or evolving to provide healthcare benefits that most people in the United States do not have access to. And usually these gaps are incredibly expensive. They’re very emotional, and they’re non-linear in their journeys if everything is just very complex. So one could say that selling in healthcare is more difficult than many other industries. But when we ask our new hires—we ask: “Why did you choose Lantern?” And I would say almost 100% of them say they wanted to be part of a mission-driven company because the work is meaningful. It might be more complex, longer cycles, everything’s a little bit more difficult and nuanced, but it is mission-driven and really meaningful. All of this to is say that our enablement approach at Lantern focuses on collaborating with our friends in learning and development and our cross-functional partners to arm our internal team with tools that they need to succeed. RR: I like what you said there about nuance. I feel like a lot of the time when we talk about difficult selling environments like healthcare, challenging, obstacles, difficulty—this is all kind of what pops up. Those are the words that we use, but I love that reframe of like, “It just is what it is. This is normal and we’re doing our best to help people.” It’s nuanced, it’s not challenging. I love that reframe. As we talk this through, from your perspective, Becky, I know you’re coming in with a background in operations, which likely gives you a bit of a different perspective. Can you walk us through what it means to drive operational excellence in the healthcare space and, again, maybe how that differs from other roles you've held? BG: Definitely. From an operations perspective, I think driving excellence in healthcare really means building reliability into a very complex system. So as Nicole mentioned, healthcare isn’t linear and there are many moving parts. There’s handoffs, regulations, nuance, and a lot of emotion for people that are going through it. So excellence really isn’t just about efficiency, it’s about making sure that the right thing happens consistently, even as you are scaling. Operational excellence is also what ensures that we can deliver on process, discipline, documentation, reporting. And if that’s not strong enough, that’s really where scale breaks down. That’s where enablement comes in. And tools like Highspot really help us turn our best practices into the standard of work, and they help us give our teams confidence that what they’re saying in the market really matches what the organization is expecting. At the end of the day, operational excellence is really how you make impact repeatable, and that’s gonna be for patients, it’s gonna be for customers, and it’s also going to be for our teams who are doing the work. RR: That’s a great answer and I like how you look across excellence to understand how you build the systems to support it. And for whatever environment you’re in, that’s the goal. How you get there maybe differs a little bit— and it probably differs a lot when you’re dealing with, like you said, highly emotional, highly impactful scenarios—but at the end of the day, you’re still driving toward the same things. I'm excited to hear how you’re driving towards those, especially knowing that just a little bit ago, Lantern hit a period of extremely rapid growth. What kind of challenges did that create for the team? NC: Growth is exciting. It’s a privilege. We’re excited to be part of that. And what was great is we already had the building blocks in place for our new hire onboarding experience. They were in place, and we were welcoming new hires on a weekly basis with custom 30, 60, 90 day plans. But we learned quickly that that just was not sustainable for our small team to maintain a level of excellence that we pride ourselves in Just. Wasn’t gonna work because our new hire numbers continued to grow and our team is still the same: It’s Becky and I. So the biggest challenges that we faced, I would break into probably three categories: process lag, quality control, and then updated content and assets. So, we continue to bring in the best talent and the industry, but it was incredibly important to us that we recognize these challenges as opportunities to redesign how the work gets done. So this is when we started to evaluate tools like Highspot. And even as recently, like our colleagues in marketing sing Highspot praises because it helps make their content more discoverable. RR: Becky, can you talk to us from an operations perspective, you know, hearing some of these challenges, how did they influence the decision to invest in a platform and, and why was Highspot kind of the right answer for you guys? BG: From my perspective, I think the biggest impact of rapid growth was really fragmentation. We were scaling headcount, products and processes all at once. Information started to live in too many places. There were decks here, documentation there, and there was really a lot of knowledge in people’s heads. The lack of consistency really created friction fast. It resulted in people not being confident about what the latest and greatest was. At the same time, like taking a step back, we were also going through a rebrand of the company, which actually made it a perfect inflection point. So we had an opportunity to really step back, refresh our message, and our resources all at the same time. And we really got to be intentional about how we showed up both internally and externally. So rather than just updating assets that were in place, we wanted to start with a fresh source of truth. And that’s ultimately what helped us drive the decision to invest in Highspot as we discussed. Like we’re growing so significantly, we’ve doubled in size from our commercial team, and so we needed to onboard a lot of people with very unique roles and then also operationalize best practices as we grew. RR: I knew a little bit about those early days. You’d mentioned hypergrowth and things like that, but knowing that you had doubled headcount, you were going through a rebrand, and you were implementing a new platform and evaluating a new platform at the same time, and it’s the two of you doing all of that. I think there’s probably a lot of people that will listen in and be like: “How?” Because that sounds like quite a lot. We’ve heard about all of the work that was being done, all of those initiatives that were kind of coming together to prioritize the need for a platform, the need to get reps up to speed quickly. So, what did onboarding look like before and why was it kind of time to make a change? NC: So as I mentioned from just the beginning, but our commercial onboarding experience has always had a formalized program, and we’ve always had our building blocks that work really well to create a consistent welcome for all of our new hires, no matter the job title or department. And our focus is who we are, what we do, and how we do it. And this gives all of our new hires an overview of our solution, external assets and collateral, and insights into many internal processes. But in the early days of our organization, when we were onboarding about maybe 10 to 15 people a quarter by 2025, this number doubled, and our old-fashioned Excel spreadsheet trackers and custom PowerPoint presentations that each individual got just was not cutting it. We’ve had two iterations in Highspot. The first pass we simply transferred all of the great content that we had from this PowerPoint deck into an onboarding spot and a spot overview. So we had that. That was like a main piece that we’d walk through with our new hires and we’d make sure we’d give them all this content. But we also had 30, 60, 90 day lesson plans, depending on the new hire’s role and department. We coupled this experience with a live welcome call that we still do. Our president works with our new hires, and we still do all of that and it covers a lot of basics around our company and the commercial culture, and would involve us sharing our screen of Highspot and like, here’s how you use it. It’s a really nice, like way to introduce everyone to the platform and where they’re gonna be living. But after about six months of these custom lessons, we needed something that we could copy and paste, essentially so we could scale. And I even spent time with Brooke Holland from your enablement team and she was lovely and she helped us bounce ideas off each other and just learn what worked really well for Highspot actually internally. And how she could look at our content was like: “This is great, let's translate that.” I think that was really helpful to now take us to our most recent iteration, which we’re in currently, and it took all of this quality content from our foundational onboarding spot. Into a course. So now we have a full course that’s all of this great content. We call it Bright Starts because we love a good light pun at Lantern. And all of our new hires are enrolled in this course and have three lessons. So it’s their first 30 days, the next 30 days, and then that final days to today, 61 through 90 for their first 90 days on our commercial team. I’m really excited because—as of this week—we have 100% new hire adherence to this course, and the average final score is more than 91%. It’s been such a hit, and Becky can attest to this. It’s just been a labor of love and it’s so cool to see it come to fruition and like. RR: Yeah. I liked hearing about the journey it's been. It makes me so happy to hear that. It sounds like you’ve built something really impactful. I mean, 100% adherence—those are impressive numbers and I hope that it feels like you’ve reached the point that you wanted to. NC: Yes. I think it has. I’m so happy. I think—I don’t wanna put words into Becky’s mouth—but I think she is proud of it too. And I also just think what’s nice is we can now like, let it settle and it’s taken about a year for us to, I feel like, really get to that point. So here we are. BG: Yeah, I think one point I just did wanna add on that is Nicole, earlier you mentioned how important our internal team satisfaction is and just like seeing the scores of the satisfaction that come out of this has allowed us to really tweak and where we need to and pivot and make changes. And so, I think when you look at our scores, not only are people adhering to the course, their final scores are really high, but also their satisfaction is extremely high. Highspot really allowed us to easily tailor and improve the process and our team’s feeling it. RR: Amazing. That’s the full picture you want, right? So, we chatted about onboarding being kind of one of the primary drivers of why you started doing this in the first place. And we have also heard that you’ve kind of blown past that early goal. You’ve set up something that you can consistently run with. Now, like you mentioned, it’s not just you in the platform. The content team is trying to do things, the marketing team is singing its praises. Can you talk to us about how other capabilities, things like AutoDocs help you improve the rep experience? And then maybe a little bit about what impact that’s had? BG: We use AutoDocs with our client success team to help automate the marketing pieces that they send out to all of their clients. And so really what our team is doing is they’re self-serving requests that were previously going through our creative and marketing teams. And so with AutoDocs, our client success teams can quickly generate client-ready, compliant assets using the approved templates that we’ve uploaded into the platform. And they can automatically pull in correct logos, they can update client language and also make it contract and plan design specific. And so this really has enabled them to self-serve, but also just really produce some high quality marketing materials to our clients. Today we have 41 marketing assets that live in AutoDocs as templates. Each asset on average generates about 20 documents. So what that means is that we have a variety of assets. Our team can come in here and pick and choose for their clients, which resources they want to customize, and then on average, they’re making 20 of those copies for the various clients that they support. So, that really is about 820 client-ready resources that no longer need to flow through our creative or our marketing teams. This has really helped us one, by giving autonomy to our client success teams, so now they can move faster and respond to clients in near-real time, especially during high volume periods. This is critical for keeping our clients happy, but also the team members who are doing the work, they don’t have to feel like they’re waiting around for marketing. When they can make these changes themselves. Also, this helps ensure that we have just continued to iterate on our brand. So we’ve got brand compliance consistently across the board, no more awkward logos or off-centered logos. That would generally be like the outcome if our team had to go in there and make these manual changes. Another big benefit I think is how we collect and act on feedback as a team. Generally, if we needed to handle like one-off conversations of like, we need to tweak this language on this one because of this specific scenario, that was done in a silo. It went directly to creative and marketing, and then they would have to make these changes. But now everything really lives in a collaborative space, and so this has created transparency and a single feedback loop between our field and our marketing teams so our reps can see what’s already been flagged because the changes are made directly in the template, what’s been updated and what’s already been addressed. So, there’s no need to have that conversation multiple times. Overall, our teams can self-serve confidently. Our creative team is really freed up to focus on the work that truly requires their expertise. I think all of our team is really happy with the product and when we’re looking at those numbers. It just speaks volumes to our ability to scale. RR: Yeah, I think when you’re saying hundreds—800—assets that you can customize, scale and get out the door quickly, I think that does speak volumes. That is fantastic to hear. And I can imagine that was probably a lot of friction that you were able to reduce for your customer success team and your creative team who didn’t have to be like: “Oh, another request in Slack for an improved logo or a changed color.” I’m sure everybody appreciates that. So we talked about onboarding and what you’ve done there. We’ve heard about the way you’re scaling at AutoDocs. Looking across the work that you guys have done, what are you most proud of when you look at the data? What improvements, achievements stand out the most to you? NC: So for me, there are two things that stand out and I’m incredibly proud of our patience as a small team to roll out and iterate our overall strategy using tools like Highspot to be nimble so you can have all the plans in the world. And then—boom—like change that you didn’t expect, or new solution or “we’re not gonna do this any longer.” It just happens in this healthcare world, and it’s not for the faint of heart, especially for those of us—I think you heard our titles—in operations. We thrive on routine and process and formality, like rule followers, right? So it’s really difficult to have the ability to stick to strategy without patience and the ability to pivot. So I’m really proud that we’ve been able to do this a lot. Since our functions started at Lantern almost two years ago, and we’ll continue to operate this way, but I’m also really proud of our colleagues’ willingness to keep learning. I think, Riley, you mentioned it just like so much change happened at once and then poof! Now you gotta learn a new tool and a new way to do things. It’s not easy to adopt new tools and processes, but also managing that ever-changing landscape of our industry. I’m really proud of the fact that not only as our team, like they have been so kind, honestly, and patient with us, but they’ve also just been great teammates. Our number one goal is always going to be to value add, not add more work. I believe a major reason that we have a high satisfaction rating as a team, as an internal team working with us is because of our colleagues’ partnership. BG: What I’m most proud of is that we’ve built some real trust with our teams. Highspot has genuinely become a place where people go first. We hear constantly, or at least I hear from managers and leaders say things like: “Did you check Highspot?” when their teams ask for help or for resources. Or even when team members have looked in Highspot, they’ll come to me and say: “Hey, I already looked here.” It’s moments like this that truly bring me joy because it reinforces that we’ve created something valuable, something that’s reliable, and that’s really embedded in how people work day to day. Also, I think what stands out to me from an operations perspective, I’m always gonna come back here with what data we’re using to guide our decisions. Whenever we receive feedback, we’re not guessing or reacting in isolation anymore. We can look at usage, we can look at engagement and patterns to really understand what’s working and what’s not. And then this also helps us drive, like where we can invest our time. So that really has allowed us to iterate thoughtfully, prioritize accordingly, and then also continuously improve. To look at a couple figures, I think we’ve had tens of thousands of views across our entire platform of the resources that are in there. And so from looking at Q1 2025, we had about 55% of our audiences who had viewed the content. And fast forward, now we’re about halfway through this quarter, but comparing we are now at 93%. RR: That’s amazing. And I’m sure just hearing the way that that was said, you guys are proud of that increase. You know, 55 to 93% recurring adoption proves that like you said, Nicole, your teams are patient with you, and to your point, Becky, you built the trust and you built the brand, so now you have that foundation that everybody reliably uses and can run with to do all of the things that you need to succeed. Hearing all this, it definitely tells me that you’re qualified—more than qualified—to answer this last question I had for you, which is for other teams looking to build high impact programs kind of from the ground up, what’s like one piece of advice you’d share about getting started and building efficiently? NC: Well, did I mention patience? My mom would be really proud of me that I’m mentioning patience and that I have been patient, since that’s just like a theme of my life—I don’t think I’ve ever been patient until I became a professional. My advice actually comes from an author that spoke to us at—we have a Lantern book club—and Max Yoder is the author who wrote the book Do Better Work. It’s an awesome read. Totally recommend. One of his pieces of advice was to share before ready. So honestly, it’s been such a great mindset because of all of the change and when implementing change. We, of course, have always ensured clarity around the problems we’re solving. So I don’t want you to think that we don’t like, that doesn’t mean ‘share because we don’t know what we’re solving for.' It’s more so we know what we need to do, but we’re taking the time to roll out programs and really being thoughtful about the tools that we’re selecting or what we’re adding on, or what we’re encouraging people to use. And when we’re rolling them out, we want it to be automatically useful and simple. We just want it to be like, here it is. Now you have it, bookmark it and use it. And this has allowed us to become efficient in practice over time, and I think that’s what helped us earn our peers trust. BG: I think my biggest piece of advice is to not start by trying to build everything at once. I think the best starting point is to become a trusted source for your teams, so that means solving real problems really well and making it easy for people to know where to go when they need help. When team members trust that the information that they have access to is current is accurate and is. Actually useful. I think adoption follows naturally. From there, I think you can use data and feedback to iterate intentionally instead of guessing or reacting to the loudest request. I think building efficiently isn’t necessarily about moving fast for the sake of speed. It’s about creating clarity early, listening closely, and then letting trust and insights guide what you’re building next. RR: In everything that you have shared today, I think you can see the threads of this advice. You’ve mentioned feedback and trying to understand the experience from your user’s perspective and partnering cross-functionally to understand what people need. So we’re seeing that, you know, share early and then we’re seeing that don’t boil the ocean when you’re facing doubling headcount and a rebrand at the same time as you're launching an entire platform. You guys have this approach that is so measured and calm, so bravo for all of the work there and thank you so much for sharing it with us. It’s been so wonderful to hear more about the world that you’re living in and the wonderful work that you’re doing in it. NC: Thanks for having us, Riley. This was great.RR: To our audience, thank you so much for listening to this episode of the Win/Win Podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

I'm Josh Kopel, a Michelin-awarded restaurateur and the creator of the Restaurant Scaling System. I've spent decades in the industry, building, scaling, and coaching restaurants to become more profitable and sustainable. On this show, I cut through the noise to give you real, actionable strategies that help independent restaurant owners run smarter, more successful businesses.In this episode, I talk about one of the biggest bottlenecks in restaurant leadership. When your team constantly comes to you with problems but no solutions, you become the ceiling of your business. If everything runs through you, growth slows down fast.I break down what I call the 1-3-1 rule, a simple framework that trains your team to think critically instead of outsourcing decisions upward. When someone brings a problem, they also bring one clear issue, three possible solutions, and one recommendation. This shifts your culture from dependency to ownership.We also dig into how better communication and operational discipline create faster decision making and stronger leaders inside your restaurant. If you want a team that solves problems without waiting on you, this is where you start. TakeawaysDid the year actually pay you or just add stress?January sets the pattern for the year ahead.The 1-3-1 rule encourages independent problem-solving.Train your team to think critically about solutions.Empower staff to present problems with solutions.Effective communication reduces management burden.Operational efficiency is key to restaurant success.Utilize free resources for restaurant growth.Engage with the audience for feedback and questions.Building a sustainable restaurant requires strategic thinking.Chapters00:00 Introduction to Restaurant Challenges02:33 The 1-3-1 Rule for Problem Solving05:23 Empowering Your Team to Think IndependentlyIf you've got a marketing or profitability related question for me, email me directly at josh@joshkopel.com and include Office Hours in the subject line. If you'd like to scale the profitability of your restaurant in only 5 days, sign up for our FREE 5 Day Restaurant Profitability Challenge by visiting https://joshkopel.com.

Interview with Keith Boyle, Director & CEO of New Found GoldOur previous interview:  https://www.cruxinvestor.com/posts/new-found-gold-tsxvnfg-meet-the-team-hashim-ahmed-9202Recording date: 26th February 2026New Found Gold Corporation (TSXV: NFG) is executing a calculated strategy to fast-track its high-grade Queensway project into production through a infrastructure-focused acquisition approach. CEO Keith Bole recently detailed how the company's acquisition of the Hammerdown gold project and Pine Cove mill facility serves as the catalyst for bringing Queensway online by the end of 2027—approximately three years ahead of traditional greenfield development timelines.The acquisition rationale centers on accessing permitted milling infrastructure rather than resource ounces. "We wanted the mill and tailings for Queensway. That's what we were shooting for," Bole explained. By leveraging the existing Pine Cove facility, New Found Gold avoids the lengthy permitting process and construction delays associated with building new processing capacity from scratch.The company is currently ramping up 700 tons-per-day production at Hammerdown while simultaneously expanding the Pine Cove mill from 700 to 1,400 tons per day. This expanded capacity will process high-grade material from Queensway—approximately 700 tons daily grading between 9 and 10 grams per ton—trucked 270 kilometers to the Pine Cove facility.Queensway Phase 1 economics are compelling: 69,000 ounces annually at all-in sustaining costs around $1,300 per ounce translates to over $200 million in annual cash generation at current gold prices. The phased development approach addresses a critical constraint that would have faced a traditional large-scale build. As Bole noted, "The capex on a large plant that we had in the PEA was somewhere close to $900 million. Our market cap at the time was only $350-400 million." Raising nearly three times market capitalization would have required massive shareholder dilution and delayed first production until at least 2031.The two-asset strategy provides additional advantages beyond timeline acceleration. Operational experience gained ramping up Hammerdown's 700-ton-per-day open pit operation transfers directly to Queensway's identical-scale mining operation, significantly de-risking execution. Current production at Hammerdown also strengthens the company's position in project financing discussions, with lenders viewing existing cash flow favorably when evaluating facility terms for the Pine Cove expansion and Queensway development.View New Found Gold's company profile: https://www.cruxinvestor.com/companies/new-found-goldSign up for Crux Investor: https://cruxinvestor.com

In this special roundtable episode of Success Leaves Clues, Robin and Al bring together three experienced leaders for a candid, practitioner-level conversation on one of the most emotionally charged leadership topics today: return to work vs remote work. Featuring: Amanda Small, Head of People & Culture; Cerys Goodall, Operations Leader; and Elizabeth Lynch, HR Consultant and Culture Advisor, this discussion moves beyond headlines and into real-world leadership tension. Is return to office about location? Or is it about trust, accountability, and clarity of outcomes? If you are a CEO, founder, HR leader, executive, or manager navigating return to office mandates, hybrid models, or remote work performance, this episode offers grounded insight from leaders living this reality every day. The panel explores: Why “bums in seats” does not equal performance The difference between visibility and accountability How unclear outcomes create disengagement Why intentional workplace design matters more than policy Generational shifts in how trust is built The role of flexibility in retention and employee wellbeing Why leaders must be considerate without catering How culture either lives in daily behavior or dies in policy You'll hear about: Is return to work a trust issue or a management capability issue? Why accountability must be tied to outcomes, not visibility The difference between listening to employees and catering to them “Considerate without catering” as a leadership philosophy Why the office should function as a teammate, not just a location How poor policy design creates disengagement Coffee badging and what it signals about culture The loneliness epidemic and the hidden cost of remote work Why clarity of outcomes drives performance more than presence How intentional design improves culture and business results We talk about: 00:00 Introduction to the Return to Work Roundtable 01:00 Panelist introductions and leadership lenses 04:30 Is return to work about trust or accountability? 07:00 Visibility vs measurable outcomes 10:00 Real estate pressure and office utilization 14:00 How much flexibility should employees realistically have? 17:00 Listening vs catering to employees 21:00 “Considerate without catering” leadership 26:00 When employees should choose to leave 30:00 Operational rigor and remote performance success 37:00 Why clarity of outcomes drives engagement 44:00 Does autonomy improve performance? 52:00 What actually drives performance? Visibility or outcomes? 59:00 The office as a teammate 1:07:00 Loneliness, culture, and human connection 1:11:00 Designing work intentionally Connect with LinkedIn: Amanda Small LinkedIn: Cerys GoodallLinkedIn: Elizabeth Lynch Connect with Us LinkedIn: Robin Bailey and Al McDonald Website: Aria Benefits and Life & Legacy Advisory Group

Send a textThis Daily Drop hits heroism, policy shifts, and geopolitical tension in one tight package.President Trump presented the Medal of Honor to Chief Warrant Officer 5 Eric Slover for extraordinary heroism during the Maduro raid. The 160th SOAR pilot was wounded under fire and still completed the mission. It's the kind of quiet professionalism the Night Stalkers are known for—even if he'd rather not be in the spotlight.The Army is experimenting with auction-style retention bonuses for senior warrant officers. The Navy's EOD teams are training in extreme Arctic conditions. The Coast Guard is intercepting migrant vessels while dealing with funding uncertainty.The VA has indefinitely paused the controversial disability ratings rule that would have factored medication effects into compensation decisions. That story isn't over.Meanwhile, Japan is bolstering air defenses near Taiwan, and satellite imagery shows a new Chinese nuclear-powered attack submarine entering the fleet.Operational tempo isn't slowing down.⏱️ Timestamps: 00:00 Intro and sponsor 02:00 Medal of Honor for Maduro raid pilot 05:00 Warrant officer “auction-style” retention bonuses 07:00 Fort Bliss sentencing 09:00 Navy EOD Arctic training 11:00 Air Force line-of-duty policy update 13:00 Coast Guard migrant interceptions 15:00 VA disability rule on hold 17:00 Pentagon anomalous health team realignment 19:00 State of the Union honors 21:00 Iran tensions and military buildup 23:00 Japan air defense near Taiwan 25:00 China's new nuclear submarine

    In this episode of War Docs, we speak with retired Army Colonel Dr. Robert Mabry, a figure whose career trajectory from an 18 Delta Special Forces medic to a senior physician-leader has shaped the face of modern military medicine. Dr. Mabry recounts his harrowing experience during the Battle of Mogadishu, where he provided care for 15 hours under intense fire. He reflects on how those "blood-written" lessons exposed the flaws of applying civilian EMS standards to the battlefield, eventually leading to his involvement as a founding member of the Committee on Tactical Combat Casualty Care (TCCC). The conversation moves from the tactical to the systemic, as Dr.Mabry discusses his pivotal role in upgrading Army flight medics to critical care paramedics and his advocacy for the "Mission Zero Act," which integrates military surgical teams into civilian trauma centers to maintain clinical readiness during the interwar period.     Dr. Mabry also addresses the looming challenges of Large-Scale Combat Operations (LSCO). He warns that the "Golden Hour" luxury enjoyed in Iraq and Afghanistan will likely vanish in future peer-on-peer conflicts due to the lack of air superiority and the threat of mass casualties from advanced weaponry. To prepare, he proposes a radical overhaul of the medical career pathway, advocating for a "Battlefield Medical Specialist" track that allows medics to advance into high-level operational roles without losing their tactical expertise. By embedding military teams into a nationalized mesh network of civilian hospitals, Mabry envisions a "Team America" approach that ensures the military is never again forced to relearn life-saving lessons at the start of a new conflict. This episode is a masterclass in operational medicine, leadership, and the persistent need for innovation within the military health system bureaucracy.   Chapters (00:00-01:30) Introduction to Retired Colonel Dr. Robert Mabry (01:30-05:37) From Small-Town Oklahoma to Army Ranger (05:37-10:51) The Path to Special Forces Medic and 18 Delta Training (10:51-18:54) 15 Hours Under Fire: The Battle of Mogadishu (18:54-25:03) Transitioning from NCO to Physician at USUHS (25:03-31:15) Founding TCCC and the Joint Trauma System (31:15-39:54) Revolutionizing Flight Medic Training and Evidence-Based Reform (39:54-48:00) Prolonged Field Care and the Reality of Future Conflict (LSCO) (48:00-56:17) Mission Zero and Embedding Military Teams in Civilian Centers (56:17-1:03:40) Designing the Future Battlefield Medical Specialist Career Track (1:03:40-1:05:42) Legacy and Closing Remarks   Chapter Summaries (00:00-01:30) Introduction to Retired Colonel Dr. Robert Mabry Host Dr. Doug Soderdahl introduces Dr. Robert Mabry, highlighting his journey from the Battle of Mogadishu to his role as a founding member of the Committee on TCCC. The introduction sets the stage for a discussion on overhauling military medical training and preparing for future high-casualty conflicts. (01:30-05:37) From Small-Town Oklahoma to Army Ranger Dr. Mabry shares his early motivations for enlisting, citing a family tradition of military service and a desire to escape his small town. He explains how a recruiter's pitch led him to the Army over the Marine Corps, eventually landing him in the newly formed 3rd Ranger Battalion. (05:37-10:51) The Path to Special Forces Medic and 18 Delta Training Inspired by a mentor, Mabry pursued the rigorous Special Forces Medic (18 Delta) pathway, known for its high attrition rate and intense training. He discusses the 1.5-year pipeline and how his early marriage provided the stability needed to succeed in the academically and physically demanding course. (10:51-18:54) 15 Hours Under Fire: The Battle of Mogadishu Mabry provides a first-hand account of the "Black Hawk Down" mission, detailing the chaos of the crash site and the makeshift bunker he used to treat casualties overnight. He reflects on the realization that contemporary medical protocols, like C-spine immobilization under fire, were dangerously ill-suited for combat. (18:54-25:03) Transitioning from NCO to Physician at USUHS Inspired by clinical encounters as a medic, Mabry discusses the arduous process of completing medical school prerequisites while on active duty, including retaking organic chemistry after returning from Somalia. He details his experience at USUHS, balancing family life with the challenges of the basic science curriculum. (25:03-31:15) Founding TCCC and the Joint Trauma System Mabry explains the "grassroots" origins of the Committee on Tactical Combat Casualty Care (TCCC) and the later development of the Joint Trauma System (JTS). He critiques the military's initial lack of a data-driven trauma system and the years it took to improve survivability during the Global War on Terror. (31:15-39:54) Revolutionizing Flight Medic Training and Evidence-Based Reform Mabry recounts the struggle to convince the Army to upgrade flight medics from EMT-Basics to Critical Care Paramedics. He highlights a landmark study that proved a 15% improvement in survival for the most critically injured patients when treated by higher-trained providers. (39:54-48:00) Prolonged Field Care and the Reality of Future Conflict (LSCO) Drawing from experiences on the Afghan-Pakistan border, Mabry demystifies prolonged field care as essential nursing care. He warns that future conflicts (LSCO) will lack air superiority, requiring medics to manage mass casualties at the point of injury for days rather than hours. (48:00-56:17) Mission Zero and Embedding Military Teams in Civilian Centers Mabry advocates for a nationalized "Team America" strategy to embed military surgical teams in busy civilian level-one trauma centers. He discusses his work on the Mission Zero Act to ensure military providers maintain their trauma skills during periods of peace. (56:17-1:03:40) Designing the Future Battlefield Medical Specialist Career Track Mabry proposes a new career pathway for operational medicine that allows experienced medics to transition into specialized Physician Assistant roles. This track would keep tactical expertise in the field and provide a long-term career for those dedicated to battlefield care. (1:03:40-1:05:42) Legacy and Closing Remarks In the final segment, Mabry reflects on his legacy, hoping his work inspires future medical leaders to have the courage to innovate. The episode concludes with a tribute to his contributions to saving lives on and off the battlefield.   Take Home Messages Combat Medicine Requires Tactical Adaptation: Medical protocols designed for civilian settings, such as C-spine immobilization or the avoidance of tourniquets, are often counterproductive in high-threat environments. True innovation in combat casualty care comes from acknowledging that the tactical situation dictates the medical intervention, a realization that led to the birth of TCCC. Data Drives Survival in Trauma Systems: The military health system cannot rely on luck or anecdotal evidence to improve clinical outcomes. Establishing a robust trauma registry and a continuous quality improvement process, as seen with the Joint Trauma System, is essential to bending the survival curve and preventing the repetition of past mistakes. Advanced Training is Non-Negotiable for Flight Medics: Moving from an "evacuation only" mindset to a "critical care in the air" model significantly improves survival rates for the most severely injured. Investing in high-level paramedic and nursing certification for flight crews ensures that the aircraft serves as a mobile ICU rather than just a transport vehicle. Preparing for Large-Scale Combat Requires Triage Mastery: In future peer-on-peer conflicts where medical evacuation may be delayed for days, military providers must be trained to manage expecting casualties and perform complex triage. This requires a shift in focus toward prolonged field care and the psychological readiness to make difficult resource-allocation decisions. Civilian-Military Integration is Essential for Readiness: To maintain the surgical skills necessary for war, military teams must be permanently embedded in high-volume civilian trauma centers. A nationalized strategy like the Mission Zero Act ensures that the nation's medical assets are integrated and ready to handle a sudden surge of casualties in a "Team America" approach.   Episode Keywords Military Medicine, Tactical Combat Casualty Care, TCCC, Battle of Mogadishu, Black Hawk Down, Army Rangers, Special Forces Medic, 18 Delta, Joint Trauma System, Flight Medic, Critical Care Paramedic, Mission Zero Act, Large Scale Combat Operations, LSCO, Prolonged Field Care, Combat Surgeon, USUHS, Medical Readiness, Trauma Surgery, Battlefield Medicine, Veteran Stories, Army Medical Department, AMEDD, Medevac, Operational Medicine   Hashtags #MilitaryMedicine, #WarDocs, #TCCC, #CombatMedic, #TraumaCare, #SpecialOperations, #VeteranLeadership, #BattlefieldMedicine   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation. Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast        

Robin Zander hosted a Snafu webinar for the Sidebar community on non-sales selling—think self-promotion for career transitions, freelancers, entrepreneurs, and product people. The goal: learn to "sell yourself" without the ick factor.   Participants shared fears: follow-ups feel intimidating, sales feels slimy, and success seems like a numbers game. Robin reframed it: selling is really about enrollment—being a chief evangelist for your work, not begging for attention.   Drawing on stories from his childhood pumpkin patch, his time as a personal trainer (where desperation lost him clients), and opening Robin's Cafe in San Francisco (raising $40k, serving multiple stakeholders, training staff with Danny Meyer's principles), he showed the difference between selling from need vs. service. Long-term success comes from genuine connection, curiosity, optimism, and passion.   Attendees explored their "authentic attitude" and reflected on times self-promotion felt good versus slimy. Exercises included mapping all the people who benefit from your work—employees, customers, managers, mentees, community—and practicing generosity in selling (a "Miracle on 34th Street" mindset: help customers even if it means sending them elsewhere).   In Q&A, Robin tackled: Asking for promotions as modeling for others, especially women and minorities Persistence in follow-ups (yes, emailing Mark Benioff 53 times counts) Relationship-based enterprise selling Avoiding fear-based AI marketing by knowing who you serve and what problem you solve Recommended reading: Setting the Table (Danny Meyer), Unreasonable Hospitality (Will Guidara), The New Strategic Selling.   Robin also shared upcoming Snafu conference details (March 5, Oakland Museum of California) and reminded everyone: Snafu = situation normal; all fucked up. 00:00 Start 01:06 Audience Fears About Selling Robin Zander welcomes 93 participants to the webinar Notes the session is interactive with exercises planned Encourages participants to drop questions in chat or interrupt him Last 15–20 minutes reserved for questions Robin introduces himself briefly Focuses on storytelling as a tool for self-promotion Shares experience as a community builder Runs a conference called Responsive since 2016 (not Snafu) Tools, structures, and company cultures for resilient organizations Two-day event each September on the future of work Focus on building resilience in organizations Observations on rapid change Technology and work-life changes happening at a fast pace Questions about resilience in individuals Traits needed in careers, personal relationships, professional relationships Ability to stay resilient through change Robin frames his expertise Emphasizes his strength in asking questions and fostering honest conversations Labels himself a reluctant salesperson Not the world's leading expert on self-promotion or selling Key lessons from research and interviews Two buckets matter in business and life: Example: Sidebar community forming coalitions for learning and action Operational excellence: being competent and at least as good as others Promotion/enrollment/sales: standing up, saying what you want, building coalitions Started interviewing people about influence and persuasion Started a weekly newsletter called Snafu Written by hand, not AI Shares lessons from his life and others about self-promotion and resilience Focus on courage to take action: raising hand, offering something valuable Core characteristics of self-promotion and selling yourself Connecting with others: art of connection Courage to ask: inspired by Amanda Palmer's TED Talk and book The Art of Asking Opposes traditional "always be closing" sales mentality Advocates for simply asking for what you want Current work mostly involves storytelling for large companies Clients include Supersonic, Airbnb, Zappos, and others 12:25 Service as the Core Principle Robin introduces the concept of storytelling for self-promotion Stories used to: Get promotions Build coalitions Propel career or organizational growth Emphasizes turning personal, career, or company stories into "commercials" Focus of today's talk: self-promotion with impact Core principle: service Showing up from a place of helping others Through helping others, also helping oneself Distinguishes between sleazy salespeople and effective self-promoters Childhood anecdote: Robin's pumpkin patch Tended plants all summer, learned responsibility and care Harvested pumpkins and sold them using a small red tin box labeled "money" Ran "Robin's Pumpkin Patch" for five to seven years At age five, father had him plant pumpkin seeds Engaged neighborhood kids for fun, collaborative promotion Explained product (pumpkins) enthusiastically to potential buyers Used scarecrow costumes and creative gestures to attract attention Lessons learned from pumpkin patch: Authentic enthusiasm creates value Helping people do what they were already inclined to do Early experience of earning and serving simultaneously Self-promotion is most effective when it's service-driven, not manipulative Applying childhood lesson to career and business Asking for a raise Persuading companies to choose one service over another Promoting oneself or others (e.g., Evan, web developer) Key principle: approach self-promotion from delight and service, not need or fear Authentic enthusiasm as foundation for: Interactive exercise for participants Not influenced by sleep deprivation or stress Could be inspired by childhood or adult experiences Opposite of fear; personal and unique for each participant Question posed: what is your authentic attitude when self-promoting? Examples shared from participants: Curiosity Passion Inspiration Service to others Observation Possibility Insight Value Helping others Creativity Belief in serendipity Optimism Key takeaway from exercise and story Promoting from delight, enthusiasm, and service Promoting from need or fear Two versions of self-promotion: Effective self-promotion aligns with authenticity and enthusiasm, creating value for others while advancing oneself 18:36 Gym Job and Needy Selling Robin shares the next story and sets up the next exercise Gym culture is sales-heavy Initial motivation: love of fitness, desire to help people Quickly realizes environment incentivizes personal trainers to sell aggressively Timeframe: ~20 years later, at age 20, moved to San Francisco First post-college job: personal trainer in gyms Early experience at gyms Key lesson from early failure Selling from need feels gross Promoting oneself from fear or desperation leads to poor results Recognizes similarity to unwanted sales calls received personally First authentic success in self-promotion Worked at Petro and World's Gym in San Francisco, Pilates instructor Owner confronted Robin after two weeks: no clients, potential clients being lost to others Threatened termination by Friday if no clients acquired Robin froze under pressure, approached clients but with needy, desperate energy Outcome: fired by Friday, left gym Encounters man in pain on Valencia Street, offers help as personal trainer Approach comes from genuine care, desire to serve Leads to three-year working relationship, consistent sessions, good income Next client: world-famous photographer Michael Light at UCSF swimming pool Client comes from natural connection, not pushy salesmanship Dichotomy observed: Pushy, need-based self-promotion → freeze, poor results Service-oriented self-promotion → natural connections, sustained relationships Exercise for participants Prompt: identify two moments: One time self-promoting felt slimy → what were you doing? One time self-promoting felt good → what were you doing differently? Two-minute reflection / chat participation Participant reflections/examples Slimy examples: Interviewing for a job during layoffs, giving desperate energy Selling P&L at a hyperscaler Selling computers and printers in UK post-college Sales emails getting ghosted Feeling inauthentic or performative, taking advantage of someone Good examples: Offering services out of care and love rather than ROI Showing impact of work to junior child Knowing services add real value and solve a challenge Being clear on what the other person needs Key takeaway Self-promotion feels different depending on intent and knowledge Slimy → desperate, inauthentic, unclear value to recipient Authentic → service-driven, clear value, connection-focused Effective self-promotion combines knowing your value and serving others, not just pushing for personal gain 25:35 Miracle on 34th Street Lesson Feeling good in self-promotion comes from genuinely helping, solving problems, and sharing information Santa Claus hired at Macy's to hold kids and give candy canes, but real goal: persuade parents to buy from Macy's Santa instead sends parents to competitor to truly serve them Macy's manager initially furious Outcome: customers feel genuinely served, return praising Macy's, become loyal fans Robin references Miracle on 34th Street (original version) Key insight: providing real value, even if it benefits someone else, eventually returns value to you "Put enough bread across the water, eventually good things come back" Participant reflections Slimy: knowing audience expects judgment, catering to them for approval Good: giving the gift of knowledge, providing service freely Takeaway: authentic self-promotion is rooted in service, generosity, and sharing expertise, not manipulating for immediate gain 27:45 Starting Robin's Cafe Through Service Robin shares a major professional turning point: opening Robin's Cafe in 2016 No restaurant experience beyond college busing tables Opened in three weeks, eventually grew to 15 employees by 2018 Worked in multiple industries: Pumpkin patch, personal trainer, circus performer Opened a café/restaurant in Mission District, San Francisco Courage and conviction came from clear focus on service to others Employees: create a great workplace, go-giver culture Investors: $40k raised from friends/family, provided value and potential return Landlords (ODC, nonprofit dance center): wanted success of business to support community Customers: diverse—tech workers, kids in dance classes, local community Robin himself: financial sustainability, learning, personal growth Key audiences served by Robin's Cafe Approach to challenges Used Danny Meyer's Setting the Table as a service-focused framework for employees Philosophy: "giving in order to get paid" Examples: spouse, kids, dog, manager, peers, mentees, clients, community, customers, extended family, mentors Served multiple stakeholders during crises: break-ins, flooding, city permitting, neighborhood issues Exercise: identify all the people who benefit from your work or success Key idea: the more stakeholders served, the easier self-promotion becomes, because it comes from service, not need or pressure Show up thinking: does this serve the person I'm talking to? Principle: selling yourself from a place of service Consider multiple stakeholders simultaneously Audience question: elaborate on applying this service mindset specifically to asking for a promotion Tying service to self-promotion in career advancement Result: asking for a raise, applying for jobs, pitching clients—all easier and more authentic 38:11 Promotion As Service Asking for a promotion from a place of service Example: doing the role already, deserving recognition, asking for what you believe you've earned. Personal perspective: advocating for yourself is a form of service to yourself Recognize other stakeholders in the process: Modeling courage and advocacy for the next generation Authority enables ideas to be taken more seriously Stories gained from new responsibilities enhance value to clients or teams People you mentor, especially women or underrepresented groups The organization: your promotion can make it stronger Your family or children: showing them what it looks like to advocate Concrete examples Outcome: trajectory of career positively influenced, demonstrated courage, modeled behavior Asking first time for a manager role Later asking for VP title as a director Courage and small steps Courage = acting despite fear, not absence of fear Practice by taking incremental steps toward what scares you Avoid masking or hesitation; direct action builds confidence and results Persistence and follow-up Busy people require patience and multiple nudges Example: Mark Stubbings emailing Mark Benioff 53 times before a yes Persistence = respectful, consistent follow-ups Role modeling for women and minorities Demonstrates that asking is a normal, expected, and service-oriented act Many don't ask for promotions or raises due to upbringing or cultural norms Modeling advocacy teaches the next generation, including children, to speak up Service mindset in practice Approach self-promotion by asking: is this good for the other person? Keep intention aligned with service, not desperation Books for guidance: Setting the Table – Danny Meyer: service-driven sales and employee culture Unreasonable Hospitality – Will Guidara: lessons from the restaurant world on giving value and delight Key takeaways for promotion and asking Serve yourself, your mentees, your organization, and your broader audience Take small, courageous steps to ask for what you deserve Follow up respectfully and consistently; don't assume silence = no Self-promotion becomes easier and authentic when rooted in service, not fear or need Snafu Newsletter Weekly newsletter written by Robin Covers influence, persuasion, and modern workplace dynamics A resource for ongoing learning and practical insights 56:55 Where to Find Robin Robin's newsletter covers influence, persuasion, and modern work. Snafu Conference Responsive Conference Robin Zander on social medias  

Send a textHilton Grand Vacations COO Gordon Gurnik shares about modern timeshares, perks, and partnerships to unlock cabins, yurts, and city condos while leaning hard into outdoor experiences. We explore unit economics, brand tiers, and why localisation and distribution decide the winners.• Outdoor investment partnerships like Big Cedar with Bass Pro Shop• HGV's evolution from deeded weeks to flexible points • Member-only experiences from concerts to LPGA events • Outdoor expansion with cabins, yurts, RV pads, tiny homes • Build vs buy strategy and local design standards • Inventory mix, rental channels, and Hilton distribution • Operational maths of towers vs spread-out assets • Amenities that matter: pools, hot tubs, pickleball, wellness • Japan growth story and Asia gateway dynamics • Advice for independents: differentiate or partner for scaleIf somebody's got a unique thing and they're looking for a little power, distribution and a broader network, we're always happy to talk. Reach out to Gordon.gurnik@hgv.com.This podcast is powered by Sage Outdoor Advisory the industry leaders in feasibility studies and appraisals. We work hard to bring you the best insights from top experts in this space- FREE OF CHARGE, all we ask is that you consider leaving us a positive review so we can keep the momentum growing. To leave a review go to the podcast home page and scroll down past some of the first episodes - we appreciate you!

This episode launches the author's new book, Operational Blindness, and reads key sections that show what transformation looks like when hospitals stop treating symptoms and fix systems. It paints a vision where sterile processing connects to OR outcomes, surgeons stop hoarding instruments, and executives can trace costs to root causes. It also gives a precise definition of operational blindness — a systemic condition caused by measurement, reporting, and feedback failures — and offers diagnostic questions and a roadmap (Sterile By Design) for curing it so upstream teams become strategic value creators instead of hidden overhead.

AI and Marketing are redefining how brands compete and grow. This episode explores how agencies balance performance marketing with long-term brand investment. AI enabled Market Research is reshaping strategy development and improving decision frameworks.We examine attribution challenges in the zero-click landscape and why direct measurement has become more complex. While AI improves speed and personalization, it does not replace emotional storytelling. Human insight continues to differentiate strong brands from average ones.Operational clarity, measurable KPIs, and disciplined brand investment remain critical for sustainable growth. Technology accelerates execution, but strategic thinking still determines results.

Last time we spoke about General Zhukov's arrival to the Nomohan incident. The Kwantung Army's inexperienced 23rd Division, under General Komatsubara, suffered heavy losses in failed offensives, including Colonel Yamagata's assault and the annihilation of Lieutenant Colonel Azuma's detachment, resulting in around 500 Japanese casualties. Tensions within the Japanese command intensified as Kwantung defied Tokyo's restraint, issuing aggressive orders like 1488 and launching a June 27 air raid on Soviet bases, destroying dozens of aircraft and securing temporary air superiority. This provoked Moscow's fury and rebukes from Emperor Hirohito. On June 1, Georgy Zhukov, a rising Red Army tactician and tank expert, was summoned from Minsk. Arriving June 5, he assessed the 57th Corps as inadequate, relieved Commander Feklenko, and took charge of the redesignated 1st Army Group. Reinforcements included mechanized brigades, tanks, and aircraft. Japanese intelligence misread Soviet supply convoys as retreats, underestimating Zhukov's 12,500 troops against their 15,000. By July, both sides poised for a massive clash, fueled by miscalculations and gekokujo defiance.   #190 Zhukov Unleashes Tanks at Nomohan 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. At 4:00 a.m. on July 1, 15,000 heavily laden Japanese troops began marching to their final assembly and jump-off points. The sun rose at 4:00 a.m. and set at 9:00 p.m. that day, but the Japanese advance went undetected by Soviet/MPR commanders, partly because the June 27 air raid had temporarily cleared Soviet reconnaissance from the skies. On the night of July 1, Komatsubara launched the first phase. The 23rd Division, with the Yasuoka Detachment, converged on Fui Heights, east of the Halha River, about eleven miles north of its confluence with the Holsten. The term "heights" is misleading here; a Japanese infantry colonel described Fui as a "raised pancake" roughly one to one-and-a-half miles across, about thirty to forty feet higher than the surrounding terrain. For reasons not fully explained, the small Soviet force stationed on the heights was withdrawn during the day on July 1, and that night Fui Heights was occupied by Komatsubara's forces almost unopposed. This caused little stir at Zhukov's headquarters. Komatsubara bided his time on July 2.   On the night of July 2–3, the Japanese achieved a brilliant tactical success. A battalion of the 71st Infantry Regiment silently crossed the Halha River on a moonless night and landed unopposed on the west bank opposite Fui Heights. Recent rains had swollen the river to 100–150 yards wide and six feet deep, making crossing difficult for men, horses, or vehicles. Combat engineers swiftly laid a pontoon bridge, completing it by 6:30 a.m. on July 3. The main body of Komatsubara's 71st and 72nd Infantry Regiments (23rd Division) and the 26th Regiment (7th Division) began a slow, arduous crossing. The pontoon bridge, less than eight feet wide, was a bottleneck, allowing only one truck at a time. The attackers could not cross with armored vehicles, but they did bring across their regimental artillery, 18 x 37-mm antitank guns, 12 x 75-mm mountain guns, 8 x 75-mm field guns, and 4 x 120-mm howitzers, disassembled, packed on pack animals, and reassembled on the west bank. The crossing took the entire day, and the Japanese were fortunate to go without interception. The Halha crossing was commanded personally by General Komatsubara and was supported by a small Kwantung Army contingent, including General Yano (deputy chief of staff), Colonel Hattori, and Major Tsuji from the Operations Section. Despite the big air raid having alerted Zhukov, the initial Japanese moves from July 1–3 achieved complete tactical surprise, aided by Tsuji's bold plan. The first indication of the major offensive came when General Yasuoka's tanks attacked predawn on July 3. Yasuoka suspected Soviet troops south of him attempting to retreat across the Halha to the west bank, and he ordered his tanks to attack immediately, with infantry not yet in position. The night's low clouds, no moon, and low visibility—along with a passing thunderstorm lighting the sky—made the scene dramatic. Seventy Japanese tanks roared forward, supported by infantry and artillery, and the Soviet 149th Infantry Regiment found itself overwhelmed. Zhukov, hearing of Yasuoka's assault but unaware that Komatsubara had crossed the Halha, ordered his armor to move northeast to Bain Tsagan to confront the initiative. There, Soviet armor clashed with Japanese forces in a chaotic, largely uncoordinated engagement. The Soviet counterattacks, supported by heavy artillery, halted much of the Japanese momentum, and by late afternoon Japanese infantry had to dig in west of the Halha. The crossing had been accomplished without Soviet reconnaissance detecting it in time, but Zhukov's counterattacks, the limits of Japanese armored mobility across the pontoon, and the heat and exhaustion of the troops constrained the Japanese effort. By the afternoon of July 3, Zhukov's forces were pressing hard, and the Japanese momentum began to stall. Yasuoka's tanks, supported by a lack of infantry and the fatigue and losses suffered by the infantry, could not close the gap to link with Komatsubara's forces. The Type 89 tanks, designed for infantry support, were ill-suited to penetrating Soviet armor, especially when faced with BT-5/BT-7 tanks and strong anti-tank guns. The Type 95 light tanks were faster but lightly armored, and suffered heavily from Soviet fire and air attacks. Infantry on the western bank struggled to catch up with tanks, shot through by Soviet artillery and armor, while the 64th Regiment could not keep pace with the tanks due to the infantry's lack of motorized transport. By late afternoon, Yasuoka's advance stalled far short of the river junction and the Soviet bridge. The infantry dug in to withstand Soviet bombardment, and the Japanese tank regiments withdrew to their jump-off points by nightfall. The Japanese suffered heavy losses in tanks, though some were recovered and repaired; by July 9, KwAHQ decided to withdraw its two tank regiments from the theater. Armor would play no further role in the Nomonhan conflict. The Soviets, by contrast, sustained heavier tank losses but began to replenish with new models. The July offensive, for Kwantung Army, proved a failure. Part of the failure stemmed from a difficult blend of terrain and logistics. Unusually heavy rains in late June had transformed the dirt roads between Hailar and Nomonhan into a mud-filled quagmire. Japanese truck transport, already limited, was so hampered by these conditions that combat effectiveness suffered significantly. Colonel Yamagata's 64th Infantry Regiment, proceeding on foot, could not keep pace with or support General Yasuoka's tanks on July 3–4. Komatsubara's infantry on the west bank of the Halha ran short of ammunition, food, and water. As in the May 28 battle, the main cause of the Kwantung Army's July offensive failure was wholly inadequate military intelligence. Once again, the enemy's strength had been seriously underestimated. Moreover, a troubling realization was dawning at KwAHQ and in the field: the intelligence error was not merely quantitative but qualitative. The Soviets were not only more numerous but also far more potent than anticipated. The attacking Japanese forces initially held a slight numerical edge and enjoyed tactical surprise, but the Red Army fought tenaciously, and the weight of Soviet firepower proved decisive. Japan, hampered by a relative lack of raw materials and industrial capacity, could not match the great powers in the quantitative production of military materiel. Consequently, Japanese military leaders traditionally emphasized the spiritual superiority of Japan's armed forces in doctrine and training, often underestimating the importance of material factors, including firepower. This was especially true of the army that had carried the tactic of the massed bayonet charge into World War II. This "spiritual" combat doctrine arose from necessity; admitting material superiority would have implied defeat. Japan's earlier victories in the Sino-Japanese War, Russo-Japanese War, the Manchurian incident, and the China War, along with legendary medieval victories over the Mongol hordes, seemed to confirm the transcendent importance of fighting spirit. Only within such a doctrine could the Imperial Japanese Army muster inner strength and confidence to face formidable enemies. This was especially evident against Soviet Russia, whose vast geography, population, and resources loomed large. Yet what of its spirit? The Japanese military dismissed Bolshevism as a base, materialist philosophy utterly lacking spiritual power. Consequently, the Red Army was presumed to have low morale and weak fighting effectiveness. Stalin's purges only reinforced this belief. Kwantung Army's recent experiences at Nomonhan undermined this outlook. Among ordinary soldiers and officers alike, from the 23rd Division Staff to KwAHQ—grim questions formed: Had Soviet materiel and firepower proven superior to Japanese fighting spirit? If not, did the enemy possess a fighting spirit comparable to their own? To some in Kwantung Army, these questions were grotesque and almost unthinkable. To others, the implications were too painful to face. Perhaps May and July's combat results were an aberration caused by the 23rd Division's inexperience. Nevertheless, a belief took hold at KwAHQ that this situation required radical rectification. Zhukov's 1st Army Headquarters, evaluating recent events, was not immune to self-criticism and concern for the future. The enemy's success in transporting nearly 10,000 men across the Halha without detection—despite heightened Soviet alert after the June 27 air raid—revealed a level of carelessness and lack of foresight at Zhukov's level. Zhukov, however, did not fully capitalize on Komatsubara's precarious position on July 4–5. Conversely, Zhukov and his troops reacted calmly in the crisis's early hours. Although surprised and outnumbered, Zhukov immediately recognized that "our trump cards were the armored detachments, and we decided to use them immediately." He acted decisively, and the rapid deployment of armor proved pivotal. Some criticized the uncoordinated and clumsy Soviet assault on Komatsubara's infantry on July 3, but the Japanese were only a few hours' march from the river junction and the Soviet bridge. By hurling tanks at Komatsubara's advance with insufficient infantry support, Mikhail Yakovlev (11th Tank Brigade) and A. L. Lesovoi (7th Mechanized Brigade) incurred heavy losses. Nonetheless, they halted the Japanese southward advance, forcing Komatsubara onto the defensive, from which he never regained momentum. Zhukov did not flinch from heavy casualties to achieve his objectives. He later told General Dwight D. Eisenhower that if the enemy faced a minefield, their infantry attacked as if it did not exist, treating personnel mine losses as equal to those that would have occurred if the Germans defended the area with strong troops rather than minefields. Zhukov admitted losing 120 tanks and armored cars that day—a high price, but necessary to avert defeat. Years later, Zhukov defended his Nomonhan tactics, arguing he knew his armor would suffer heavy losses, but that was the only way to prevent the Japanese from seizing the bridge at the river confluence. Had Komatsubara's forces advanced unchecked for another two or three hours, they might have fought through to the Soviet bridge and linked with the Yasuoka detachment, endangering Zhukov's forces. Zhukov credited Yakovlev, Lesovoi, and their men with stabilizing the crisis through timely and self-sacrificing counterattacks. The armored car battalion of the 8th MPR Cavalry Division also distinguished itself in this action. Zhukov and his tankmen learned valuable lessons in those two days of brutal combat. A key takeaway was the successful use of large tank formations as an independent primary attack force, contrary to then-orthodox doctrine, which saw armor mainly as infantry support and favored integrating armor into every infantry regiment rather than maintaining large, autonomous armored units. The German blitzkrieg demonstrations in Poland and Western Europe soon followed, but, until then, few major armies had absorbed the tank-warfare theories championed by Basil Liddell-Hart and Charles de Gaulle. The Soviet high command's leading proponent of large-scale tank warfare had been Marshal Mikhail Tukhachevsky. His execution in 1937 erased those ideas, and the Red Army subsequently disbanded armored divisions and dispersed tanks among infantry, misapplying battlefield lessons from the Spanish Civil War. Yet Zhukov was learning a different lesson on a different battlefield. The open terrain of eastern Mongolia favored tanks, and Zhukov was a rapid learner. The Russians also learned mundane, but crucial, lessons: Japanese infantry bravely clambering onto their vehicles taught Soviet tank crews to lock hatch lids from the inside. The BT-5 and BT-7 tanks were easily set aflame by primitive hand-thrown firebombs, and rear deck ventilation grills and exhaust manifolds were vulnerable and required shielding. Broadly, the battle suggested to future Red Army commander Zhukov that tank and motorized troops, coordinated with air power and mobile artillery, could decisively conduct rapid operations. Zhukov was not the first to envision combining mobile firepower with air and artillery, but he had rare opportunities to apply this formula in crucial tests. The July offensive confirmed to the Soviets that the Nomonhan incident was far from a border skirmish; it signaled intent for further aggression. Moscow's leadership, informed by Richard Sorge's Tokyo network, perceived Japan's renewed effort to draw Germany into an anti-Soviet alliance as a dangerous possibility. Stalin and Vyacheslav Molotov began indicating to Joachim von Ribbentrop and Adolf Hitler that Berlin's stance on the Soviet–Japanese conflict would influence Soviet-German rapprochement considerations. Meanwhile, Moscow decided to reinforce Zhukov. Tens of thousands of troops and machines were ordered to Mongolia, with imports from European Russia. Foreign diplomats traveling the Trans-Siberian Railway reported eastbound trains jammed with personnel and matériel. The buildup faced a major bottleneck at Borzya, the easternmost railhead in the MPR, about 400 miles from the Halha. To prevent a logistics choke, a massive truck transport operation was needed. Thousands of trucks, half-tracks, gun-towing tractors, and other vehicles were organized into a continuous eight-hundred-mile, five-day shuttle run. The Trans-Baikal Military District, under General Shtern, supervised the effort. East of the Halha, many Japanese officers still refused to accept a failure verdict for the July offensive. General Komatsubara did not return to Hailar, instead establishing a temporary divisional HQ at Kanchuerhmiao, where his staff grappled with overcoming Soviet firepower. They concluded that night combat—long a staple of Japanese infantry tactics—could offset Soviet advantages. On July 7 at 9:30 p.m., a thirty-minute Japanese artillery barrage preceded a nighttime assault by elements of the 64th and 72nd Regiments. The Soviet 149th Infantry Regiment and supporting Mongolian cavalry were surprised and forced to fall back toward the Halha before counterattacking. Reinforcements arrived on both sides, and in brutal close-quarters combat the Japanese gained a partial local advantage, but were eventually pushed back; Major I. M. Remizov of the 149th Regiment was killed and later posthumously named a Hero of the Soviet Union. Since late May, Soviet engineers had built at least seven bridges across the Halha and Holsten Rivers to support operations. By July 7–8, Japanese demolition teams destroyed two Soviet bridges. Komatsubara believed that destroying bridges could disrupt Soviet operations east of the Halha and help secure the border. Night attacks continued from July 8 to July 12 against the Soviet perimeter, with Japanese assaults constricting Zhukov's bridgehead while Soviet artillery and counterattacks relentlessly pressed. Casualties mounted on both sides. The Japanese suffered heavy losses but gained some positions; Soviet artillery, supported by motorized infantry and armor, gradually pushed back the attackers. The biggest problem for Japan remained Soviet artillery superiority and the lack of a commensurate counter-battery capability. Japanese infantry had to withdraw to higher ground at night to avoid daytime exposure to artillery and tanks. On the nights of July 11–12, Yamagata's 64th Regiment and elements of Colonel Sakai Mikio's 72nd Regiment attempted a major assault on the Soviet bridgehead. Despite taking heavy casualties, the Japanese managed to push defenders back to the river on occasion, but Soviet counterattacks, supported by tiresome artillery and armor, prevented a decisive breakthrough. Brigade Commander Yakovlev of the 11th Armored, who led several counterattacks, was killed and later honored as a Hero of the Soviet Union; his gun stands today as a monument at the battlefield. The July 11–12 action marked the high-water mark of the Kwantung Army's attempt to expel Soviet/MPR forces east of the Halha. Komatsubara eventually suspended the costly night attacks; by that night, the 64th Regiment had suffered roughly 80–90 killed and about three times that number wounded. The decision proved controversial, with some arguing that he had not realized how close his forces had come to seizing the bridge. Others argued that broader strategic considerations justified the pause. Throughout the Nomonhan fighting, Soviet artillery superiority, both quantitative and qualitative, became painfully evident. The Soviet guns exacted heavy tolls and repeatedly forced Japanese infantry to withdraw from exposed positions. The Japanese artillery, in contrast, could not match the Red Army's scale. By July 25, Kwantung Army ended its artillery attack, a humiliating setback. Tokyo and Hsinking recognized the futility of achieving a decisive military victory at Nomonhan and shifted toward seeking a diplomatic settlement, even if concessions to the Soviet Union and the MPR were necessary. Kwantung Army, however, opposed negotiations, fearing it would echo the "Changkufeng debacle" and be read by enemies as weakness. Tsuji lamented that Kwantung Army's insistence on framing the second phase as a tie—despite heavy Soviet losses, revealed a reluctance to concede any territory. Differences in outlook and policy between AGS and Kwantung Army—and the central army's inability to impose its will on Manchukuo's field forces—became clear. The military establishment buzzed with stories of gekokujo (the superiority of the superior) within Kwantung Army and its relations with the General Staff. To enforce compliance, AGS ordered General Isogai to Tokyo for briefings, and KwAHQ's leadership occasionally distanced itself from AGS. On July 20, Isogai arrived at General Staff Headquarters and was presented with "Essentials for Settlement of the Nomonhan Incident," a formal document outlining a step-by-step plan for Kwantung Army to maintain its defensive position east of the Halha while diplomatic negotiations proceeded. If negotiations failed, Kwantung Army would withdraw to the boundary claimed by the Soviet Union by winter. Isogai, the most restrained member of the Kwantung Army circle, argued against accepting the Essentials, insisting on preserving Kwantung Army's honor and rejecting a unilateral east-bank withdrawal. A tense exchange followed, but General Nakajima ended the dispute by noting that international boundaries cannot be determined by the army alone. Isogai pledged to report the General Staff's views to his commander and take the Essentials back to KwAHQ for study. Technically, the General Staff's Essentials were not orders; in practice, however, they were treated as such. Kwantung Army tended to view them as suggestions and retained discretion in implementation. AGS hoped the Essentials would mollify Kwantung Army's wounded pride. The August 4 decision to create a 6 Army within Kwantung Army, led by General Ogisu Rippei, further complicated the command structure. Komatsubara's 23rd Division and nearby units were attached to the 6 Army, which also took responsibility for defending west-central Manchukuo, including the Nomonhan area. The 6 Army existed largely on paper, essentially a small headquarters to insulate KwAHQ from battlefield realities. AGS sought a more accountable layer of command between KwAHQ and the combat zone, but General Ueda and KwAHQ resented the move and offered little cooperation. In the final weeks before the last battles, General Ogisu and his small staff had limited influence on Nomonhan. Meanwhile, the European crisis over German demands on Poland intensified, moving into a configuration highly favorable to the Soviet Union. By the first week of August, it became evident in the Kremlin that both Anglo-French powers and the Germans were vying to secure an alliance with Moscow. Stalin knew now that he would likely have a free hand in the coming war in the West. At the same time, Richard Sorge, the Soviet master spy in Tokyo, correctly reported that Japan's top political and military leaders sought to prevent the escalation of the Nomonhan incident into an all-out war. These developments gave the cautious Soviet dictator the confidence to commit the Red Army to large-scale combat operations in eastern Mongolia. In early August, Stalin ordered preparations for a major offensive to clear the Nomonhan area of the "Japanese samurai who had violated the territory of the friendly Outer Mongolian people." The buildup of Zhukov's 1st Army Group accelerated still further. Its July strength was augmented by the 57th and 82nd Infantry Divisions, the 6th Tank Brigade, the 212th Airborne Brigade, numerous smaller infantry, armor, and artillery units, and two Mongolian cavalry divisions. Soviet air power in the area was also greatly strengthened. When this buildup was completed by mid-August, Zhukov commanded an infantry force equivalent to four divisions, supported by two cavalry divisions, 216 artillery pieces, 498 armored vehicles, and 581 aircraft. To bring in the supplies necessary for this force to launch an offensive, General Shtern's Trans-Baikal Military District Headquarters amassed a fleet of more than 4,200 vehicles, which trucked in about 55,000 tons of materiel from the distant railway depot at Borzya. The Japanese intelligence network in Outer Mongolia was weak, a problem that went unremedied throughout the Nomonhan incident. This deficiency, coupled with the curtailment of Kwantung Army's transborder air operations, helps explain why the Japanese remained ignorant of the scope of Zhukov's buildup. They were aware that some reinforcements were flowing eastward across the Trans-Siberian Railway toward the MPR but had no idea of the volume. Then, at the end of July, Kwantung Army Intelligence intercepted part of a Soviet telegraph transmission indicating that preparations were under way for some offensive operation in the middle of August. This caused a stir at KwAHQ. Generals Ueda and Yano suspected that the enemy planned to strike across the Halha River. Ueda's initial reaction was to reinforce the 23rd Division at Nomonhan with the rest of the highly regarded 7th Division. However, the 7th Division was Kwantung Army's sole strategic reserve, and the Operations Section was reluctant to commit it to extreme western Manchukuo, fearing mobilization of Soviet forces in the Maritime Province and a possible attack in the east near Changkufeng. The Kwantung Army commander again ignored his own better judgment and accepted the Operations Section's recommendation. The main strength of the 7th Division remained at its base near Tsitsihar, but another infantry regiment, the 28th, was dispatched to the Nomonhan area, as was an infantry battalion from the Mukden Garrison. Earlier, in mid-July, Kwantung Army had sent Komatsubara 1,160 individual replacements to make up for casualties from earlier fighting. All these reinforcements combined, however, did little more than replace losses: as of July 25, 1,400 killed (including 200 officers) and 3,000 wounded. Kwantung Army directed Komatsubara to dig in, construct fortifications, and adopt a defensive posture. Colonel Numazaki, who commanded the 23rd Division's Engineer Regiment, was unhappy with the defensive line he was ordered to fortify and urged a slight pullback to more easily defensible terrain. Komatsubara, however, refused to retreat from ground his men had bled to take. He and his line officers still nourished hope of a revenge offensive. As a result, the Japanese defensive positions proved to be as weak as Numazaki feared. As Zhukov's 1st Army Group prepared to strike, the effective Japanese strength at Nomonhan was less than 1.5 divisions. Major Tsuji and his colleagues in the Operations Section had little confidence in Kwantung Army's own Intelligence Section, which is part of the reason why Tsuji frequently conducted his own reconnaissance missions. Up to this time it was gospel in the Japanese army that the maximum range for large-scale infantry operations was 125–175 miles from a railway; anything beyond 200 miles from a railway was considered logistically impossible. Since Kwantung Army had only 800 trucks available in all of Manchukuo in 1939, the massive Soviet logistical effort involving more than 4,200 trucks was almost unimaginable to the Japanese. Consequently, the Operations Staff believed it had made the correct defensive deployments if a Soviet attack were to occur, which it doubted. If the enemy did strike at Nomonhan, it was believed that it could not marshal enough strength in that remote region to threaten the reinforced 23rd Division. Furthermore, the 7th Division, based at Tsitsihar on a major rail line, could be transported to any trouble spot on the eastern or western frontier in a few days. KwAHQ advised Komatsubara to maintain a defensive posture and prepare to meet a possible enemy attack around August 14 or 15. At this time, Kwantung Army also maintained a secret organization codenamed Unit 731, officially the Epidemic Prevention and Water Purification Department of the Kwantung Army. Unit 731 specialized in biological and chemical warfare, with main facilities and laboratories in Harbin, including a notorious prison-laboratory complex. During the early August lull at Nomonhan, a detachment from Unit 731 infected the Halha River with bacteria of an acute cholera-like strain. There are no reports in Soviet or Japanese accounts that this attempted biological warfare had any effect. In the war's final days, Unit 731 was disbanded, Harbin facilities demolished, and most personnel fled to Japan—but not before they gassed the surviving 150 human subjects and burned their corpses. The unit's commander, Lieutenant General Ishii Shiro, kept his men secret and threatened retaliation against informers. Ishii and his senior colleagues escaped prosecution at the Tokyo War Crimes Trials by trading the results of their experiments to U.S. authorities in exchange for immunity. The Japanese 6th Army exerted some half-hearted effort to construct defensive fortifications, but scarcity of building materials, wood had to be trucked in from far away—helped explain the lack of enthusiasm. More importantly, Japanese doctrine despised static defense and favored offense, so Kwantung Army waited to see how events would unfold. West of the Halha, Zhukov accelerated preparations. Due to tight perimeter security, few Japanese deserters, and a near-absence of civilian presence, Soviet intelligence found it hard to glean depth on Japanese defensive positions. Combat intelligence could only reveal the frontline disposition and closest mortar and artillery emplacements. Aerial reconnaissance showed photographs, but Japanese camouflage and mock-ups limited their usefulness. The new commander of the 149th Mechanized Infantry Regiment personally directed infiltration and intelligence gathering, penetrating Japanese lines on several nights and returning crucial data: Komatsubara's northern and southern flanks were held by Manchukuoan cavalry, and mobile reserves were lacking. With this information, Zhukov crafted a plan of attack. The main Japanese strength was concentrated a few miles east of the Halha, on both banks of the Holsten River. Their infantry lacked mobility and armor, and their flanks were weak. Zhukov decided to split the 1st Army Group into three strike forces: the central force would deliver a frontal assault to pin the main Japanese strength, while the northern and southern forces, carrying the bulk of the armor, would turn the Japanese flanks and drive the enemy into a pocket to be destroyed by the three-pronged effort. The plan depended on tactical surprise and overwhelming force at the points of attack. The offensive was to begin in the latter part of August, pending final approval from Moscow. To ensure tactical surprise, Zhukov and his staff devised an elaborate program of concealment and deception, disinformation. Units and materiel arriving at Tamsag Bulak toward the Halha were moved only at night with lights out. Noting that the Japanese were tapping telephone lines and intercepting radio messages, 1st Army Headquarters sent a series of false messages in an easily decipherable code about defensive preparations and autumn-winter campaigning. Thousands of leaflets titled "What the Infantryman Should Know about Defense" were distributed among troops. About two weeks before the attack, the Soviets brought in sound equipment to simulate tank and aircraft engines and heavy construction noises, staging long, loud performances nightly. At first, the Japanese mistook the sounds for large-scale enemy activity and fired toward the sounds. After a few nights, they realized it was only sound effects, and tried to ignore the "serenade." On the eve of the attack, the actual concentration and staging sounds went largely unnoticed by the Japanese. On August 7–8, Zhukov conducted minor attacks to expand the Halha bridgehead to a depth of two to three miles. These attacks, contained relatively easily by Komatsubara's troops, reinforced Kwantung Army's false sense of confidence. The Japanese military attaché in Moscow misread Soviet press coverage. In early August, the attaché advised that unlike the Changkufeng incident a year earlier, Soviet press was largely ignoring the conflict, implying low morale and a favorable prognosis for the Red Army. Kwantung Army leaders seized on this as confirmation to refrain from any display of restraint or doubt, misplaced confidence. There were, however, portents of danger. Three weeks before the Soviet attack, Colonel Isomura Takesuki, head of Kwantung Army's Intelligence Section, warned of the vulnerability of the 23rd Division's flanks. Tsuji and colleagues dismissed this, and General Kasahara Yukio of AGS also went unheeded. The "desk jockey" General Staff officers commanded little respect at KwAHQ. Around August 10, General Hata Yuzaburo, Komatsubara's successor as chief of the Special Services Agency at Harbin, warned that enemy strength in the Mongolian salient was very great and seriously underestimated at KwAHQ. Yet no decisive action followed before Zhukov's attack. Kwantung Army's inaction and unpreparedness prior to the Soviet offensive appear to reflect faulty intelligence compounded by hubris. But a more nuanced explanation suggests a fatalistic wishful thinking rooted in the Japanese military culture—the belief that their spiritual strength would prevail, leading them to assume enemy strength was not as great as reported, or that victory was inevitable regardless of resources. Meanwhile, in the rational West, the Nazi war machine faced the Polish frontier as Adolf Hitler pressed Stalin for a nonaggression pact. The German-Soviet Nonaggression Pact would neutralize the threat of a two-front war for Germany and clear the way for Hitler's invasion of Poland. If the pact was a green light, it signaled in both directions: it would also neutralize the German threat to Russia and clear the way for Zhukov's offensive at Nomonhan. On August 18–19, Hitler pressed Stalin to receive Ribbentrop in Moscow to seal the pact. Thus, reassured in the West, Stalin dared to act boldly against Japan. Zhukov supervised final preparations for his attack. Zhukov held back forward deployments until the last minute. By August 18, he had only four infantry regiments, a machine gun brigade, and Mongolian cavalry east of the Halha. Operational security was extremely tight: a week before the attack, Soviet radio traffic in the area virtually ceased. Only Zhukov and a few key officers worked on the plan, aided by a single typist. Line officers and service chiefs received information on a need-to-know basis. The date for the attack was shared with unit commanders one to four days in advance, depending on seniority. Noncommissioned officers and ordinary soldiers learned of the offensive one day in advance and received specific orders three hours before the attack.   Heavy rain grounded Japanese aerial reconnaissance from August 17 to midday on the 19th, but on August 19 Captain Oizumi Seisho in a Japanese scout plane observed the massing of Soviet forces near the west bank of the Halha. Enemy armor and troops were advancing toward the river in dispersed formations, with no new bridges but pontoon stocks spotted near the river. Oizumi sent a warning to a frontline unit and rushed back to report. The air group dispatched additional recon planes and discovered that the Japanese garrison on Fui Heights, near the northern end of Komatsubara's line, was being encircled by Soviet armor and mechanized infantry—observed by alarmed Japanese officers on and near the heights. These late discoveries on August 19 were not reported to KwAHQ and had no effect on the 6th Army and the 23rd Division's alertness on the eve of the storm. As is common in militaries, a fatal gap persisted between those gathering intelligence and those in a position to act on it. On the night of August 19–20, under cover of darkness, the bulk of the Soviet 1st Army Group crossed the Halha into the expanded Soviet enclave on the east bank.  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. By August, European diplomacy left Moscow confident in a foothold against Germany and Britain, while Sorge's intelligence indicated Japan aimed to avoid a full-blown war. Stalin ordered a major offensive to clear Nomonhan, fueling Zhukov's buildup in eastern Mongolia. Kwantung Army, hampered by limited logistics, weak intelligence, and defensive posture, faced mounting pressure. 

Insurance leaders Brandon Schuh and Nick Hartmann unpack the real impact of AI on insurance operations after Insurify's ChatGPT app triggered a 3.9% drop in the S&P 500 Insurance Index. They separate hype from reality, examining how AI actually enhances productivity versus serving as a scapegoat for strategic workforce reductions. The conversation explores Munich Re's Ergo unit cutting 1,000 positions partly through AI integration, while contrasting this with AIG's ambitious 500,000-submission target using their AIG Assist platform by 2030.Major consolidation continues reshaping the industry landscape with Zurich's £8 billion ($11 billion) acquisition of specialty insurer Beazley following rejected initial bids, and Sompo Holdings' regulatory-approved $3.5 billion purchase of Aspen Insurance. Brandon and Nick also analyze the explosive Brown & Brown versus Howden lawsuit after approximately 200 employees departed during holiday season 2025, revealing tensions around non-compete enforcement and talent mobility in brokerage.Beyond M&A drama, Schuh and Hartman discuss underwriting culture at Lloyd's marketplace where reputation risk follows individual decisions, the legal profession's AI adaptation challenges for entry-level associates, and why operational visibility, not more tools, solves agency productivity problems. They emphasize that AI's greatest value lies in eliminating tedious data analysis so professionals can focus on client relationships and strategic advisory work.Key Takeaways- Insurify's ChatGPT integration caused temporary market panic but represents comparison shopping evolution, not industry disruption- AI productivity gains enable faster policy reviews while freeing teams for high-value client advisory work- Munich Re's Ergo unit (not entire company) plans 1,000 position reductions over five years with AI assistance- Zurich secured Beazley acquisition after multiple rejected bids reached £8 billion valuation- Sompo Holdings (not Sampo) received regulatory approval for $3.5 billion Aspen Insurance acquisition- Howden faces multiple lawsuits after approximately 200 Brown & Brown employees departed simultaneously in December 2025- Lloyd's underwriters carry personal reputation risk with each binding decision in the marketplace- Operational visibility tools like FreeFlow.ai solve agency bottlenecks without replacing producersChapters00:00 Episode introduction and sponsor FreeFlow.ai01:35 Return from hiatus and personal updates06:15 Bourbon tasting and Bob Dylan discussion07:14 Insurify ChatGPT app market impact analysis08:42 AI fears versus realistic productivity gains10:33 Legal profession AI adaptation challenges12:48 Policy review efficiency transformation potential13:07 Munich Re Ergo workforce reduction reality check18:15 Industry consolidation: Zurich/Beazley and Sompo/Aspen deals19:39 Brown & Brown versus Howden employee poaching lawsuit21:38 Underwriting culture and reputation risk at Lloyd's marketplace27:22 Ping An and global insurance employment statistics28:44 AIG Assist platform exceeding submission targets30:50 Two truths and a lie game segment33:42 Closing remarks and next episode previewFact Checks Correction: Sompo Holdings (Japanese insurer), not "Sampo," acquired Aspen Insurance for $3.5 billion with regulatory approval expected H1 2026 Clarification: Munich Re's Ergo primary insurance unit (not entire Munich Re) plans 1,000 position reductions in Germany over five years with AI integration Connect with RiskCellar:Website: https://www.riskcellar.com/Brandon Schuh:Facebook: https://www.facebook.com/profile.php?id=61552710523314LinkedIn: https://www.linkedin.com/in/brandon-stephen-schuh/Instagram: https://www.instagram.com/schuhpapa/Nick Hartmann:LinkedIn: https://www.linkedin.com/in/nickjhartmann/

Carlos Pereira, Cisco Fellow & CX Chief Architect, discusses real AI adoption challenges/opportunities, and why Cisco is the trusted AI partner for businesses.

In this episode of the VRMA Arrival Podcast, Pierre Camille Hamana, CEO and founder of Hospitable, joins us to unpack key findings from Hospitable's newly released 2026 STR Industry Report and what they signal for hosts and professional property managers.Hamana explains why 2025 was a revealing year for the industry, marked by “stacked pressures” that included rising operating costs, softening demand, staffing challenges, and economic uncertainty. Rather than facing isolated problems, many operators experienced multiple constraints at once, forcing a renewed focus on discipline, efficiency, and day-to-day execution.Despite those headwinds, confidence remains intact. Nearly 60% of surveyed hosts and property managers plan to expand their portfolios in 2026, reflecting long-term belief in short-term rentals as a durable asset class. The challenge, Hamana says, isn't demand for the product itself, but whether operators have the systems in place to deliver consistent performance and reliable financial returns.A major theme of the conversation is the evolving role of technology. Property management software is no longer just about channel distribution; it's becoming an operating system for housing—centralizing pricing, guest communication, team coordination, device control, and owner reporting. Automation, AI, dynamic pricing, and smart devices are now core infrastructure, not optional add-ons.Hamana also shares practical advice for mid-size property managers planning for the year ahead, emphasizing operational efficiency over growth at all costs. Without strong systems, he warns, expansion only amplifies existing weaknesses. The operators best positioned for 2026 will be those who reduce variable costs, automate aggressively, maintain service quality at scale, and make their value to owners visible through clear reporting and performance metrics.

Try designing a checkout flow that handles everything from dog food to pallets of cattle feed to live chickens. Now make it work flawlessly when your customer is standing on the far side of their 60-acre property with a weak cell signal. That's the daily reality at Tractor Supply, and it's exactly why their non-technical leader running digital might be their biggest advantage.Join hosts Chuck Moxley and Nick Paladino as we sit down with Matthew Rubin,  President of Digital and E-Commerce at Tractor Supply, whose career spans retail operations, merchant roles, and store management before landing in digital. Matthew explains why they're mobile-native, designing web experiences specifically for customers walking around properties who need to quickly reorder feed without pulling out a laptop. We explore how COVID created an unexpected surge in self-sufficiency seekers, why Tractor Supply puts "Buy It Again" as a primary header when competitors bury it, and how delivering diversity creates logistics nightmares that become competitive advantages. Matthew reveals why their drivers don't just drop pallets at the end of driveways but ask where on the property customers want deliveries and take notes for the next driver. We discuss how omnichannel customers visit stores more often (not less) because BOPIS drives additional foot traffic, why their 20,000 square foot fusion stores put team members right at the front welcoming customers, and how their Scout AI platform answers "how do I" questions based on local climate and customer needs. Key Actionable Takeaways:Design for your customer's actual context, not ideal conditions - Mobile-native means optimizing for weak cell signals on rural properties where customers manage animals and land, not just making responsive layouts that work on phonesElevate repeat purchase functionality to primary navigation - Put "Buy It Again" as a header instead of burying it in order history; saving seconds matters when customers are juggling chores and multiple animal feed typesTrain delivery teams to personalize last-mile experiences - Have drivers ask where on properties customers want bulky items dropped and document preferences so future drivers know, creating neighborhood-level service at scaleWant more tips and strategies about creating frictionless digital experiences? Subscribe to our newsletter! https://www.thefrictionlessexperience.com/frictionless/ Download the Black Friday/Cyber Monday eBook: http://bluetriangle.com/ebook  Matthew Rubin's LinkedIn: https://www.linkedin.com/in/matthewlrubin/Nick Paladino's LinkedIn: https://linkedin.com/in/npaladino Chuck Moxley's LinkedIn: https://www.linkedin.com/in/chuckmoxley/Chapters:(00:00) Introduction(03:10) Non-technical leader advantage(04:30) Operational fundamentals(05:30) Customer-first evolution(06:00) Omnichannel penetration(07:15) Mobile-native design(08:30) Job site parallels(10:00) Web view consistency(11:00) Buy it again placement(12:15) Animal care urgency(13:15) BOPIS experience(14:30) Driving store traffic(15:45) Fusion store format(17:10) Last mile delivery(19:15) Product diversity challenges(20:30) Pallet delivery complexity(22:05) Driver personalization(23:00) Competitive advantage(24:30) Wide assortment strategy(25:20) Credit card fraud story(26:30) COVID self-sufficiency(27:50) Guacamole Tuesday tradition(28:45) Explosive growth angle(29:15) Duck eggs for baking(30:00) Teaching kids responsibility(30:40) Green Acres customers(31:15) Hiring customer lifestyle(31:30) Scout AI platform(32:40) Be your own customer(33:10) Pet category expansion(34:10) Biggest misconception(35:50) Conclusion

Homeland Security changes its announcement concerning TSA PreCheck at airports. AP correspondent Donna Warder reports.

A fully healthy Illinois begins their west coast swing with a 101-65 rout at USC. Mike Carpenter reacts to the display of offensive firepower, keyed on by Andrej Stojakovic's 22 points in his return from injury. Seven players scored in double-figures in a balanced effort. Up next: at UCLA on Saturday night.

In this episode of The Distribution, Brandon Sedloff sits down with Steven DeFrancis, Founder and CEO of Cortland, to unpack how multifamily evolved from a commodity product into a true consumer service business. Steven shares the story behind Cortland's transformation from a small merchant builder into a vertically integrated investment manager with more than 75,000 units and $20 billion in gross asset value. The conversation explores why operational depth, brand trust, and technology infrastructure now sit at the center of performance in living real estate. Steven walks through the post-GFC research that reshaped Cortland's strategy, the demographic shifts that extended renter lifecycles, and the deliberate decision to build operational infrastructure long before raising institutional LP capital. He also details how brand equity translates directly into pricing power, retention, and investor returns, and why scale is increasingly essential in a consolidating market. They discuss: The pivot from merchant development to a vertically integrated operating platform Why multifamily shifted from a commodity to a consumer service business How brand trust creates measurable top-line rent premiums and longer resident tenure The role of data, AI, and centralized workflows in reducing fraud, speeding leasing, and improving performance Why 2026 and beyond may present compelling acquisition opportunities amid capital market stress and supply overhang Links: Cortland - https://cortland.com/ Steven on LinkedIn - https://www.linkedin.com/in/steven-defrancis-022a564/ Brandon on LinkedIn - ⁠https://www.linkedin.com/in/bsedloff/⁠ Juniper Square - ⁠https://www.junipersquare.com/⁠ Topics: (00:00:00) - Intro (00:03:21) - Steven's background and career (00:13:48) - Building Cortland and lessons from the GFC (00:20:06) - Building a vertically integrated operating platform (00:24:13) - Raising institutional LP funds (00:28:02) - Cortland's scale, markets, and fund vehicles (00:34:22) - Operational alpha (00:42:20) - 2026 market outlook (00:50:40) - Tech and AI in multifamily (00:55:28) - Advice for operators (01:00:11) - Closing thoughts

Host: Cindy Allen Published: February 20, 2026 Length: ~18 minutes Presented by: Global Training Center Summary “Tariff Friday” may go down as one of the most pivotal days in recent trade history. In this episode of Simply Trade: Cindy's Version, Cindy Allen breaks down the U.S. Supreme Court's 6–3 decision ruling that IEEPA does not authorize the President to impose tariffs. The Court found that the authority to levy taxes and tariffs belongs to Congress, and that the term “regulate” under IEEPA does not include the power to raise revenue. Inspired by Taylor Swift's Opalite, Cindy walks through what the ruling actually says, what it does not say, and what importers and customs brokers should do right now while awaiting further instruction from the Court of International Trade (CIT) and CBP. The decision may have brought sunlight—but operational clarity will take time. This Week in Trade (Before the Ruling) • Awaiting details on Taiwan 15% MFN (or higher) structure • Pending clarification on India IEEPA reciprocal adjustment (25% to 18%) • Indonesia agreement announced with 19% tariff and textile tariff-rate quota • No movement on elimination of First Sale • No further action on ending IEEPA on Canada • U.S. manufacturing indicators down; stock market up The Supreme Court Decision The Supreme Court issued a 6–3 opinion finding that IEEPA does not grant authority to impose tariffs. Key findings: • IEEPA contains nine enumerated action verbs — none include taxing or raising revenue • Congress alone holds the constitutional authority to levy tariffs • Specific delegated authorities (Sections 301, 232, 122, 338) include limitations and procedural controls • Because Congress created these specific tariff authorities, a broad IEEPA tariff authority cannot be implied • During peacetime, the President does not have independent tariff authority The Court remanded the case back to the lower court — likely the U.S. Court of International Trade (CIT) — which must now issue implementation instructions. What We Still Don't Know • When the CIT will issue instructions • When (or if) CBP will suspend IEEPA tariff collection • Whether refunds will be automatic or require action • Whether de minimis is affected • Whether related trade agreements tied to IEEPA remain intact • Whether the administration pivots to Section 122 or 338 authorities What Importers Should Do Right Now Cindy's recommendation is clear: Continue paying duties until formal CBP guidance is issued. Why? • Duties were in effect at time of entry • Monthly statement entries could otherwise be considered unpaid • CBP systems still contain IEEPA tariff numbers and edit checks • Programming updates will take time Stopping payment prematurely could create compliance risk. Refunds, when issued, will likely require formal action — potentially protests, post-summary corrections, or other ACE updates. Given the volume of entries involved, automatic refunds appear unlikely. Key Takeaways • IEEPA tariffs have been ruled unlawful for revenue purposes • Congress retains sole tariff authority • Operational changes will depend on CIT and CBP implementation • Continue paying duties until official guidance is issued • Refund mechanics remain unclear • Trade professionals must remain disciplined and patient Resources & Mentions • Global Training Center • TradeForce Multiplier • U.S. Supreme Court Opinion (24-1287) Credits Host: • Cindy Allen – LinkedIn • TradeForce Multiplier Producer: • Lalo Solorzano – LinkedIn Subscribe & Follow New episodes every Friday. Presented by Global Training Center — providing education, consulting, workshops, and compliance resources for trade professionals. • Simply Trade Podcast on LinkedIn • Global Training Center on LinkedIn • YouTube • Spotify • Apple Podcasts • Trade Geeks Community

Interview with Maura Kolb, President of Dryden Gold Corp.Our previous interview: https://www.cruxinvestor.com/posts/dryden-gold-tsxvdry-fully-funded-2026-drilling-for-high-grade-gold-hits-with-partner-validation-8545Recording date: 11th February 2026Dryden Gold Corp. has emerged as a compelling exploration opportunity in northwestern Ontario's Dryden greenstone belt, where the company controls 70,000 hectares of highly prospective ground exhibiting geological characteristics analogous to Canada's premier gold camps. With $11 million in treasury funding a 32,000-meter drilling program across multiple targets, the company is positioned to deliver sustained news flow throughout 2026-2027 whilst pursuing its stated objective of demonstrating multi-million-ounce potential across a district-scale land position.The investment thesis centers on three key pillars: systematic expansion of the high-grade Gold Rock deposit, aggressive testing of regional discovery targets with distinct geological models, and strategic positioning within an emerging gold district backed by institutional investors. President Maura Kolb brings eight years of direct Red Lake experience, informing structural interpretation at Gold Rock where fold architecture and intersecting faults create high-grade traps identical to the geological model hosting Red Lake's 28 million ounces. Recent drilling validates this targeting approach, with intercepts including 301 g/t gold over 3.9m, 77.9 g/t over 0.5m, and 55 g/t over 3.5m demonstrating robust mineralization across multiple parallel shear zones extending over 20 kilometers of strike length.Beyond Gold Rock, Dryden is advancing two regional targets exhibiting different deposit models that provide diversified discovery potential. Hyndman represents an intrusion-related target where a 4-kilometer-long granodiorite intrusion intersected by regional shearing offers potentially simpler geometry and bulk-tonnage potential compared to Gold Rock's structurally complex veins. The six-hole inaugural drilling program was completed in early 2026, with results expected end-March representing the most immediate catalyst for investors. Sherridon at the southern property boundary exhibits intrusion-related bulk-tonnage characteristics, with initial drilling returning 135 meters at 0.2 g/t gold and geochemistry confirming an intrusive fluid source—rare clarity in Archean-aged systems that provides targeting criteria for vectoring toward higher-grade zones.The presence of three distinct geological models reduces exploration risk whilst offering optionality in development scenarios: high-grade underground potential at Gold Rock, possible open-pit bulk tonnage at Hyndman, and intrusion-related scale at Sherridon. This diversification increases probability of exploration success whilst building toward the multi-million-ounce scale necessary for district recognition and institutional interest.Strategic validation strengthens the investment case, with Centerra Gold holding positions in Dryden and Alamos Gold maintaining a 10% equity stake. These institutional anchors provide technical validation, reduce going-concern risks, and potentially facilitate future development partnerships. The warrant exercises by Delbrook Capital and EuroPac Gold Fund that funded the current program occurred at C$0.30, with the stock subsequently advancing toward C$0.40—suggesting investor confidence in near-term catalysts and exploration potential.Operational advantages distinguish Dryden from peers. Year-round road access eliminates seasonal constraints and helicopter costs, enabling continuous drilling and rapid iteration on geological models. The property sits adjacent to NeXGold's 3-million-ounce resource, validating regional prospectivity and demonstrating economic gold potential. Ontario's jurisdictional stability, transparent permitting, and established infrastructure reduce development risks relative to remote or politically challenged jurisdictions.For investors seeking exposure to district-scale gold discovery in a premier jurisdiction with near-term catalysts, experienced management, and institutional backing, Dryden Gold offers a compelling risk-reward profile at approximately C$100 million market capitalization. The company's capital-efficient approach—demonstrating deposit footprints before committing to resource definition—prioritizes discovery value creation whilst maintaining 18-24 months of funded exploration runway. As drilling progresses across multiple high-priority targets throughout 2026, investors can anticipate sustained news flow and multiple opportunities for value inflection.View Dryden Gold's company profile: Sign up for Crux Investor: https://cruxinvestor.com

See exclusives at https://SarahWestall.Substack.comMK Ultra expert and survivor Cathy O'Brien returns to expose what the government is still keeping off-limits in the Epstein document release — and why the “disclosure” narrative is designed to stop short of the real system.MK-Ultra was real. Documented. Operational. And Cathy lays out why the remaining Epstein files likely map directly onto trauma-based control mechanisms used to compromise powerful people and protect predators who operate behind institutional shields.This conversation goes straight into the machinery: control through coercion, blackmail, and engineered psychological domination — and why only the implicated keep pretending this isn't real.Despite the darkness, Cathy brings solutions and hope: how to wake up, reclaim sovereignty, heal, and align with what is true.Get Cathy's new book, Align with the Divine, at https://trance-formation.comLinks and Offers Mentioned in the show:Buy quality at Quince.com/BusinessGame - get free shipping and 365-day returns! Now available in Canada too!Buy Anti AgingBuy Exercise Mimicking & Muscle Building Peptide SLU-PP-332 at https://www.limitlesslifenootropics.com/product/slu-pp-332-250mcg-60-capsules/?ref=vbWRE3J
- Use code Sarah to save 20%MUST Sign up as a VIP to see certain peptides like Retatrutide at https://limitlesslifenootropics.com/vip-club-registration/?uid=116&oid=1&affid=10134Purchase the most effective weight peptide available, Next Generation GLP-1 Retatrutide - use code Sarah to save 15%: https://www.limitlesslifenootropics.com/product/retatrutide-ha/?ref=vbWRE3JSee the Ultimate Peptide Guide for Weight Loss and Muscle Preservation at https://sarahwestall.substack.com/p/the-ultimate-peptide-guide-for-weightMUSIC CREDITS: Down to the Wire – Nonstop Producer Series: Broad Media Internet LicenseCopyright Disclaimer Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted by copyright statute that might otherwise be infringing. Non-profit, educational or personal use tips the balance in favor of fair use.Disclaimer: "As a journalist, I report what significant newsmakers are claiming. I do not have the resources or time to fully investigate all claims. Stories and people interviewed are selected based on relevance, listener requests, and by suggestions of those I highly respect. It is the responsibility of each viewer to evaluate the facts presented and then research each story furtherSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What if the moment you tell yourself “I'm fine” is the exact moment you should be paying closer attention?Rooted in the core values of hard work, family, and emotional restraint, Emma Collyer grew up with the unspoken rule to “just get on with things.” This principle followed her well into adulthood. Raised in the UK and now residing in Canada, she learned early how to be dependable, observant, and low maintenance. The kind of person organizations love. The kind of leader who listens deeply, carries a lot, and rarely asks for help. This early belief of not causing a fuss left Emma wrestling with the tension between being a good listener and risk fading into the background vs speaking up and voicing her ideas.Her tendency to overcommit reached its breaking point during a pivotal leadership assignment. Wanting to prove herself, Emma found herself saying yes to every task. Investigations. Operational work. Emotional labor that wasn't on any job description.Then one afternoon, she broke down in the middle of a busy city center, unable to maintain the “I'm fine” façade any longer. The emotional moment prompted honest conversations with supportive colleagues and forced her to reconsider the self-imposed pressures behind her relentless hustle.Reflecting on this turning point, Emma candidly admits that old habits sometimes resurface, but now she's equipped with greater self-awareness and boundaries that keep her from sliding back into overwhelm.A large part of Emma's work today centers on helping people master difficult conversations in the workplace – the ones most people avoid – the ones about capacity, trust, feedback, and what's really happening beneath the façade of professionalism. She emphasizes the importance of using frameworks that shift the focus from accusation to collaboration, encouraging leaders to approach issues as shared challenges rather than personal failings. She understands why people disappear in meetings. Why feedback feels threatening. Why managers stop hearing the truth the higher they climb.This episode is about recognizing the quiet patterns that lead smart, well-intentioned people to override themselves and learning how to interrupt them sooner. Let's shift conversations from transactional to human, from faking it to honesty.Hype Song:Emma's hype song is “Unstoppable - R3HAB Remix” by Sia, R3HABhttps://open.spotify.com/track/0F3v8p8ZnEGtZDxNcJ5Klq?si=6cHF8iauRkWszhx3gI_mQ&context=spotify%3Aplaylist%3A2fmxVDpboTzLaLAfj5ZaQWResources: Emma's website: aspireexecutivecoaching.comLinkedIn: https://www.linkedin.com/in/emma-collyer-aspire/Instagram: https://instagram.com/aspireexecutivecoaching/Invitation from Lori:This episode is sponsored by Zen Rabbit. Smart leaders know trust is the backbone of a thriving workplace, and in today's hybrid whirlwind, it doesn't grow from quarterly updates or the...

Franchisee empowerment begins with confidence, and confidence is built through clarity, structure, and support. For many entrepreneurs entering franchising, the promise of ownership can quickly feel overwhelming without the right systems in place. That reality is what Alisa Sparks set out to change when she founded Linden Creek. Alisa's path to franchise leadership did not begin with franchising at all. Her background included managing complex, high-stakes budgets in the military before launching a home staging business out of her garage. What started as a creative venture quickly revealed a larger opportunity. As demand grew, so did the need for repeatable systems, operational discipline, and tools that allowed quality and consistency to scale without sacrificing creativity. Franchisee empowerment became the foundation of Linden Creek's evolution. Rather than focusing solely on expansion, Alisa built the brand around enabling franchise partners to operate with confidence from day one. That meant designing processes that removed guesswork, simplified logistics, and gave franchisees the structure needed to focus on serving clients and building relationships. Linden Creek's franchise model reflects this intentional approach. Franchisees are supported by done-for-you systems, hands-on training, and proprietary inventory software that streamlines installs, logistics, and marketing. Technology is not positioned as an add-on but as a core component of operational confidence. By reducing friction in daily operations, franchise partners are able to make better decisions, manage their time effectively, and grow with consistency. Franchisee empowerment also shows up in how Linden Creek approaches mentorship and support. Alisa understands that systems alone are not enough. People need guidance, accountability, and a clear understanding of how to apply tools in real-world scenarios. By combining structure with ongoing support, Linden Creek creates an environment where franchisees feel equipped rather than overwhelmed. Ford Saeks brings a complementary perspective shaped by decades of helping businesses grow through alignment. From his experience, operational confidence is a prerequisite for sustainable success. When systems, leadership, and technology work together, businesses gain momentum without creating unnecessary strain. That alignment allows owners to focus on strategy instead of constantly reacting to operational challenges. The home staging and interior design industry presents its own complexities. It blends creativity with logistics, aesthetics with execution. Franchisee empowerment in this space requires more than a playbook. It requires systems that respect creative professionals while giving them the structure needed to operate efficiently. Linden Creek's model demonstrates how thoughtful operational design can support both artistry and business performance. Franchisee empowerment also plays a critical role in retention and long-term brand strength. When franchise partners feel supported and confident, they are more likely to stay engaged, follow systems, and contribute positively to the culture. That consistency strengthens the brand at every touchpoint, from client experience to internal collaboration. Alisa's leadership reflects a deep understanding of what it takes to build trust within a franchise system. By prioritizing transparency, support, and practical tools, she has created a framework where franchisees are not left to figure things out on their own. Instead, they are given a clear path forward, reinforced by technology and mentorship. Franchisee empowerment is not about removing responsibility from owners. It is about equipping them to take ownership with confidence. Linden Creek's growth illustrates what is possible when operational clarity replaces complexity and support replaces uncertainty. Through her work, Alisa Sparks continues to demonstrate that strong franchises are built by empowering people, not just expanding footprints. When franchisees are confident in their operations, the entire system benefits, creating a brand that is resilient, consistent, and positioned for long-term success. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central on your favorite social platforms and catch The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Alisa Sparks Alisa Sparks is the Founder and CEO of Linden Creek, a national home staging and interior design franchise built on operational clarity, technology, and franchisee support. After launching Linden Creek from her garage, Alisa transformed the business into a franchise model designed to empower creative entrepreneurs with the systems, mentorship, and tools needed to operate confidently. Her leadership focuses on simplifying complexity and creating environments where franchise partners can thrive. Learn more at Linden-Creek.com. About Ford Saeks Ford Saeks is a Business Growth Accelerator with more than 20 years of experience helping organizations drive scalable, profitable growth. He has generated over one billion dollars in sales worldwide for companies ranging from start-ups to Fortune 500 brands by helping leaders align strategy, systems, and execution. As President and CEO of Prime Concepts Group, Inc., Ford works with business owners and executives to attract loyal customers, strengthen brand positioning, and ignite innovation. He has founded more than ten companies, authored five books, earned three U.S. patents, and received numerous industry awards for marketing and business excellence. Ford is widely recognized for his expertise in modern growth strategies, including AI-driven marketing, customer engagement, and operational efficiency. He hosts Fordify LIVE and The Business Growth Show Podcast, where he shares insights and conversations designed to help leaders think differently, act strategically, and grow with intention. Learn more at ProfitRichResults.com and watch his show at Fordify.tv.

Disney's Grand Floridian Resort & Spa is the flagship hotel of Walt Disney World, and one of the premiere resorts among Disney owned hotels. Nearing its 40th year of operation in 2028, and having been through a number of major remodeling changes, how does this signature property compare? I've invited former Disney resort leader, Vance Morris, to spend some time with me on site where we look at the many offerings of this unique hotel, so proximate to Magic Kingdom. We take the time to consider the performance and challenges of its Cast, its grand Victorian setting, the processes which support a Disney-owned resort operation, as well as its many services and amenities. Is it worth the price? Let's discuss as we provide you an operational review of Disney's Grand Floridian Resort & Spa. ____________________________________________________ Disney Insights YouTube Page--Check it out and subscribe. DisneyInsights.com--So many resources at our home site. Be sure to subscribe to receive notice of upcoming podcasts. Disney Insights Facebook Page--Come join and interact in conversation with others. My newest book, A Century of Powerful Disney Insights, Volume I 1923-1973, The Walt & Roy Disney Years is available!  Also, check out my two of my other books, The Wonderful World of Customer Service at Disney and Disney, Leadership and You.  Also, for those examining other business benchmarks beyond Disney, check out Lead with Your Customer: Transform Culture and Brand Into World-Class Excellence. _______________________________________________________ Check out Zanolla Travel to book your next vacation! David & Leah Zanolla ZanollaTravel.com Owner/Agents (309) 863-5469 _________________________________________________________ Performance Journeys This podcast and post is provided by J. Jeff Kober and Performance Journeys, which celebrates more than 20 years as a training and development group bringing best in business ideas through books, keynotes, workshops, seminars and online tools to help you take your organization to the next level. Want a Keynote Speaker? More than just nice stories, I offer proven insight and solutions having worked in the trench. Need Consulting? I've worked for decades across the public, private and non-profit arena.  Need Support? We offer so many classroom, online, and other resources to help you improve your customer service delivery, leadership excellence, and employee engagement. Contact us today, and let us help you on your Performance Journey!

Amidst a sudden return to winter with 5 to 8 feet of new snow after a 5 week dry spell, on this two-part episode, in the first half the boys cover the start of the 2026 Winter Olympics, seeing a Lake Tahoe Knight Monsters hockey game and field some listener calls on the COR LORD hotline. With big avalanches a near certainty, Pow Bot advises people to be smart during this stormy period, give the snowpack time to heal and abide the F.A.C.E.T.S. snow safety acronym. The second half is a discussion with Christopher Brown and Rick Reed of Sky Tavern, talking about the history of the largest and longest-running community non-profit ski program in America, why the operation recently implemented a no uphill access policy and some exciting news coming for the 2026 mountain bike season. 2:50 – PB drives to Santa Barbara for a surf/mountain bike trip, TW goes to Santa Cruz.5:50 – Hasn't snowed in a month but a huge storm is incoming.7:30 – Skiing on dirt across the American West – one of the worst winters ever on record.9:30 – Recording at Sky Tavern – discussing uphill policy – no uphill ski access currently.11:30 – Going to see the Lake Tahoe Knight Monsters in South Lake Tahoe.13:50 – Going roller skating in Santa Cruz.15:00 – The 2026 Winter Olympics are underway in Milano Cortina.16:12 – Ryan Wedding – Parallel Giant Slalom Olympian who turns Mexican drug cartel kingpin.19:40 – Breezy Johnson got checkers in the downhill and Lindsey Vonn went wreckers.20:40 – Czech Republic is now known as Czechia.21:15 – Nordic skier wins bronze in Nordic skiing then confesses to cheating on his girlfriend.22:00 – Weinergate – Olympic long jumpers injecting their dongs with fluid for more surface area.24:30 – Downhill Phil is angry about the ICE CREAM MAN!26:40 – Boyerman calls in with a report about wolves, localism, volunteering and the Olympics.29:00 – Localism and giving back to the community – a true requirement of a local.29:50 – Confirmed report of a gray wolf spotted in Truckee.32:20 – Gordo talks about localism and people who brag about how local they are.35:50 – Gordo calls in again – buy Indy Pass or buy the Mt Rose Double Down pass.39:25 – On a Musical Note – PB recommends songwriter Josh Ritter and Royal City Band.41:15 – PSA – 17 people have died in avalanches in Europe this season. Slow down and be careful during this next incoming storm cycle.45:05 – Human factors with avalanches, abide the acronym FACETS – Familiarity, Acceptance, Commitment, Expert Halo, Tracks, Social Proof.50:00 – Chatting with Christopher “Toph” Brown and Rick Reed about Sky Tavern.50:45 – Toph grew up skiing Brian Head ski resort in Utah.53:50 – New man-made snowmaking systems implemented in the last year.55:45 – Sky Tavern Learn to Ski and Ride Program – longest running youth ski program in the country.58:55 – Working to get more people involved, reduce costs for members and offer more programs.59:30 – Is there a season pass that adults can purchase to ski at Sky Tavern?1:06:35 – Why there is currently no uphill ski access allowed at Sky Tavern.1:16:45 – Operational season at Sky Tavern is mid-December to mid-March.1:18:25 – Is there avalanche terrain at Sky Tavern?1:23:50 – What's coming up for the summer mountain bike program at Sky Tavern.

The FBI isn't just looking for footage from the night Nancy Guthrie disappeared. Investigators have zeroed in on two specific windows weeks before the 84-year-old was taken from her Catalina Foothills home — January 11th between 9 p.m. and midnight, and January 31st between 9:30 and 11 a.m. Neighbors confirmed investigators requested footage from those exact windows in person, and a Ring Neighbors app alert referenced a suspicious vehicle on Via Entrada around 10 a.m. on January 31st. That level of specificity points to investigators who already have digital evidence — cell tower hits, app data, something from the Nest system — and need visual confirmation to match it.In this first installment of a three-part interview series, a retired FBI behavioral expert who ran the bureau's Counterintelligence Behavioral Analysis Program examines what those date-specific requests reveal about the investigation's direction and what the suspect's operational mistakes tell us about who we're dealing with.The doorbell camera footage shows a man who knew which house to target and when the occupant would be alone. But he showed up wearing a ten-dollar Walmart holster designed for a revolver while apparently carrying a semi-automatic. He tried to conceal the camera with a plant from the yard. He left facial hair visible beneath his ski mask. Multiple security experts have used the word amateur — but this suspect clearly had intelligence about Nancy's schedule that goes beyond casual observation.A separate Ring Neighbors app video from January 23rd — eight days before the abduction — shows a dark-haired man with facial hair approaching a home six and a half miles from Nancy's residence at 5 a.m. Law enforcement sources confirmed to TMZ they are reviewing it as a potential lead.Nancy had a deeply predictable routine that extended well beyond her home. She had a standing Sunday livestream group, ties to St. Andrew's Presbyterian Church, and employed a landscaping crew, pool maintenance crew, housekeeper, and regularly used Uber. All were interviewed and submitted DNA cheek swabs. Every one of those touchpoints represents a person or a pattern someone could have observed to map exactly when Nancy would be home and when she wouldn't.Fifteen days in, investigators still have not identified a suspect vehicle — despite Nancy's limited mobility requiring one. This conversation examines what the evidence trail actually reveals, where the intelligence likely came from, and how quickly exposed identifying features could unravel this suspect's anonymity once investigators have a pool to compare against.#NancyGuthrie #SavannahGuthrie #FBIInvestigation #NancyGuthrieMissing #TucsonKidnapping #CatalinaFoothills #HiddenKillers #TrueCrime #DoorbbellCamera #RobinDreekeJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

The DOJ's so-called “list” is being framed as transparency, but it reads like controlled optics rather than a serious accounting of Jeffrey Epstein's network. A genuine disclosure would distinguish between casual mentions and operational roles, provide context, explain methodology, and prioritize the people who facilitated recruitment, logistics, finances, and legal shielding. Instead, the document appears to emphasize ambiguity and volume over clarity, which fuels politicization and confusion. When key operational figures are absent and no structured explanation is offered, it raises legitimate questions about whether the release was designed to inform the public or to exhaust and divide it. Transparency without context isn't transparency—it's misdirection.At its core, the issue is institutional credibility. A trafficking enterprise of this scale required coordination, staffing, money flows, and protection, and any meaningful disclosure should illuminate that infrastructure rather than obscure it. If leadership presents a curated list without methodology, document categories, or clear definitions, the public is left to speculate while officials claim compliance. That dynamic erodes trust and shifts attention away from survivors and toward political infighting. The demand is straightforward: show the work, clarify omissions, and provide structured, auditable disclosure. Anything less invites suspicion that the priority is reputational protection, not accountability.to contact me:bobbycapucci@protonmail.com

Agentic AI is being deployed as production infrastructure in enterprise settings, but prevailing frameworks remain unreliable for mission-critical operations. Dave Sobel and Ron Aroussi from Muxie underscored that while AI agents are functional—especially in non-deterministic contexts like customer support—expectations of deterministic, workflow-based reliability are not met. The move from demonstration agents to production-scale tools brings heightened attention to issues of reliability, observability, and especially risk of vendor lock-in for Managed Service Providers (MSPs) and their clients.Operational deployment of AI agents currently gravitates toward roles with minimal operational risk, such as customer-facing chatbots or internal chief-of-staff assistants. Aroussi explained that while such agents can automate initial support tiers and internal daily briefings, their unpredictability and potential for error limit their use in processes demanding strict oversight and accountability. He identified two core use cases—external (customer support) and internal (personalized information management)—explicitly noting that agents are best positioned to augment rather than fully automate complex workflows at this stage.A critical risk for MSPs lies in attempting to retrofit existing software frameworks to support agents, which introduces integration complexity and increases the likelihood of operational failures. Purpose-built infrastructure for agentic AI offers better alignment between AI capabilities and production requirements, with Aroussi citing drastically reduced hallucination rates and improved oversight when using native tools. Open source is identified as a foundational element for AI development, but it incurs its own risks, particularly around third-party code quality and the long-term sustainability of community-driven projects.The practical implication for MSPs and IT service providers is clear: a cautious, incremental adoption approach focused on low-risk use cases, coupled with rigorous controls on agent permissions and robust audit trails, is essential. Decision-makers should avoid assuming agents operate with the reliability or accountability of traditional software, prioritize operational transparency, and ensure that responsibilities for agent actions are clearly defined and enforced at the implementation level. Vendor lock-in and software provenance remain significant governance concerns as agentic AI moves from experiment to infrastructure.