Podcasts about operations

To keep pace with change, adapting to new technologies is essential. Good Boy Records has not only adapted, but created their own tech — an AI-powered legal platform called Clearnote. This platform was developed by Good Boy's founders & their VP of Operations, Cameron Siasi, to meet the demand for a more streamlined legal process for industry attorneys, especially in an age where tens of thousands of songs generate legal paperwork on a weekly basis. In this interview, Cameron breaks down Clearnote's contract creation & storing capabilities, and how the platform serves as an example of ways AI can improve efficiency in our industry.

GFA 482. Sören Dittrich reveals how a lean German Amazon seller uses Python, data analytics, and AI to spot profit leaks and thrive in the 2025 margin squeeze.

In this episode of Gov Tech Today, hosts Russell Lowery and Jennifer Saha dive into a new trend in government contracting: transforming maintenance and operations (M&O) into modernization opportunities. They examine how traditional M&O contracts are increasingly including system improvement requirements, effectively shifting from simple maintenance to significant technological upgrades. This approach allows government agencies to modernize within existing budgets, avoiding the complexities and scrutiny of new IT projects. The discussion also explores the balance between maintaining existing systems and leveraging M&O contracts for continuous modernization. 00:00 Introduction to Gov Tech Today00:24 Exploring Maintenance and Operations (M&O) Opportunities01:06 Shifting from Maintenance to Modernization01:50 Evaluating Contracting Processes and Budget Impacts04:41 Maximizing Value from M&O Contracts07:42 Vendor and Government Collaboration12:57 Final Thoughts and Future Directions

Last time we spoke about The Battle of Suixian–Zaoyang-Shatow. Following the brutal 1938 capture of Wuhan, Japanese forces aimed to solidify their hold by launching an offensive against Chinese troops in the 5th War Zone, a rugged natural fortress in northern Hubei and southern Henan. Under General Yasuji Okamura, the 11th Army deployed three divisions and cavalry in a pincer assault starting May 1, 1939, targeting Suixian and Zaoyang to crush Nationalist resistance and secure flanks. Chinese commander Li Zongren, leveraging terrain like the Dabie and Tongbai Mountains, orchestrated defenses with over 200,000 troops, including Tang Enbo's 31st Army Group. By May 23, they recaptured Suixian and Zaoyang, forcing a Japanese withdrawal with heavy losses, over 13,000 Japanese casualties versus 25,000 Chinese, restoring pre-battle lines. Shifting south, Japan targeted Shantou in Guangdong to sever supply lines from Hong Kong. In a massive June 21 amphibious assault, the 21st Army overwhelmed thin Chinese defenses, capturing the port and Chao'an despite guerrilla resistance led by Zhang Fakui. Though losses mounted, Japan tightened its blockade, straining China's war effort amid ongoing attrition.   #188 From Changkufeng to Nomonhan 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. Well hello again, and yes you all have probably guessed we are taking another detour. Do not worry I hope to shorten this one a bit more so than what became a sort of mini series on the battle of Changkufeng or Battle of Lake Khasan. What we are about to jump into is known in the west as the battle of khalkin Gol, by the Japanese the Nomohan incident. But first I need to sort of set the table up so to say. So back on August 10th, 1938 the Litvinov-Shigemitsu agreement established a joint border commission tasked with redemarcating the disputed boundary between the Soviet Union and Japanese-controlled Manchukuo. However, this commission never achieved a mutually agreeable definition of the border in the contested area. In reality, the outcome was decided well before the group's inaugural meeting. Mere hours after the cease-fire took effect on the afternoon of August 11, General Grigory Shtern convened with a regimental commander from Japan's 19th Division to coordinate the disengagement of forces. With the conflict deemed "honorably" concluded, Japan's Imperial General Headquarters mandated the swift withdrawal of all Japanese troops to the west bank of the Tumen River. By the night of August 13, as the final Japanese soldier crossed the river, it effectively became the de facto border. Soviet forces promptly reoccupied Changkufeng Hill and the adjacent heights—a move that would carry unexpected and profound repercussions. Authoritative Japanese military analyses suggest that if negotiations in Moscow had dragged on for just one more day, the 19th Division would likely have been dislodged from Changkufeng and its surrounding elevations. Undoubtedly, General Shtern's infantry breathed a sigh of relief as the bloodshed ceased. Yet, one can't help but question why Moscow opted for a cease-fire at a juncture when Soviet troops were on the cusp of total battlefield triumph. Perhaps Kremlin leaders deemed it wiser to settle for a substantial gain, roughly three-quarters of their objectives, rather than risk everything. After all, Japan had mobilized threatening forces in eastern Manchuria, and the Imperial Army had a history of impulsive, unpredictable aggression. Moreover, amid the escalating crisis over Czechoslovakia, Moscow may have been wary of provoking a broader Asian conflict. Another theory posits that Soviet high command was misinformed about the ground situation. Reports of capturing a small segment of Changkufeng's crest might have been misinterpreted as control over the entire ridge, or an imminent full takeover before midnight on August 10. The unexpected phone call from Foreign Minister Maxim Litvinov to the Japanese embassy that night—proposing a one-kilometer Japanese retreat in exchange for a cease-fire along existing lines—hints at communication breakdowns between Shtern's headquarters and the Kremlin. Ironically, such lapses may have preserved Japanese military honor, allowing the 19th Division's evacuation through diplomacy rather than defeat. Both sides endured severe losses. Initial Japanese press reports claimed 158 killed and 740 wounded. However, the 19th Division's medical logs reveal a grimmer toll: 526 dead and 914 injured, totaling 1,440 casualties. The true figure may have climbed higher, possibly to 1,500–2,000. Following the armistice, the Soviet news agency TASS reported 236 Red Army fatalities and 611 wounded. Given Shtern's uphill assaults across open terrain against entrenched positions, these numbers seem understated. Attackers in such scenarios typically suffered two to three times the defenders' losses, suggesting Soviet casualties ranged from 3,000 to 5,000. This aligns with a Soviet Military Council investigation on August 31, 1938, which documented 408 killed and 2,807 wounded. Japanese estimates placed Soviet losses even higher, at 4,500–7,000. Not all victims perished in combat. Marshal Vasily Blyukher, a decorated Soviet commander, former warlord of the Far East, and Central Committee candidate, was summoned to Moscow in August 1938. Relieved of duty in September and arrested with his family in October, he faced charges of inadequate preparation against Japanese aggression and harboring "enemies of the people" within his ranks. On November 9, 1938, Blyukher died during interrogation a euphemism for torture-induced death.Other innocents suffered as well. In the wake of the fighting, Soviet authorities deported hundreds of thousands of Korean rice farmers from the Ussuri region to Kazakhstan, aiming to eradicate Korean settlements that Japanese spies had allegedly exploited. The Changkufeng clash indirectly hampered Japan's Wuhan offensive, a massive push to subdue China. The influx of troops and supplies for this campaign was briefly disrupted by the border flare-up. Notably, Kwantung Army's 2nd Air Group, slated for Wuhan, was retained due to the Soviet threat. Chiang Kai-shek's drastic measure, breaching the Yellow River dikes to flood Japanese advance routes—further delayed the assault. By October 25, 1938, when Japanese forces captured Hankow, Chiang had relocated his capital to distant Chungking. Paradoxically, Wuhan's fall cut rail links from Canton inland, heightening Chiang's reliance on Soviet aid routed overland and by air from Central Asia. Japan secured a tactical win but missed the decisive blow; Chinese resistance persisted, pinning down a million Japanese troops in occupation duties. What was the true significance of Changkufeng? For General Koiso Suetaka and the 19th Division, it evoked a mix of bitterness and pride. Those eager for combat got their share, though not on their terms. To veterans mourning fallen comrades on those desolate slopes, it might have felt like senseless tragedy. Yet, they fought valiantly under dire conditions, holding firm until a retreat that blended humiliation with imperial praise, a bittersweet inheritance. For the Red Army, it marked a crucial trial of resolve amid Stalin's purges. While Shtern's forces didn't shine brilliantly, they acquitted themselves well in adversity. The U.S. military attaché in Moscow observed that any purge-related inefficiencies had been surmounted, praising the Red Army's valor, reliability, and equipment. His counterpart in China, Colonel Joseph Stilwell, put it bluntly: the Soviets "appeared to advantage," urging skeptics to rethink notions of a weakened Red Army. Yet, by World War II's eve, many British, French, German, and Japanese leaders still dismissed it as a "paper tiger." Soviet leaders appeared content, promoting Shtern to command the Transbaikal Military District and colonel general by 1940, while honoring "Heroes of Lake Khasan" with medals. In a fiery November 7, 1938, speech, Marshal Kliment Voroshilov warned that future incursions would prompt strikes deep into enemy territory. Tokyo's views diverged sharply. Many in the military and government saw it as a stain on Imperial Army prestige, especially Kwantung Army, humiliated on Manchukuo soil it swore to protect. Colonel Masanobu Tsuji Inada, however, framed it as a successful reconnaissance, confirming Soviet border defense without broader aggression, allowing the Wuhan push to proceed safely. Critics, including Major General Gun Hashimoto and historians, questioned this. They argued IGHQ lacked contingency plans for a massive Soviet response, especially with Wuhan preparations underway since June. One expert warned Japan had "played with fire," risking Manchuria and Korea if escalation occurred. Yet, Japanese commanders gleaned few lessons, downplaying Soviet materiel superiority and maintaining disdain for Red Army prowess. The 19th Division's stand against outnumbered odds reinforced this hubris, as did tolerance for local insubordination—attitudes that would prove costly. The Kremlin, conversely, learned Japan remained unpredictable despite its China quagmire. But for Emperor Hirohito's intervention, the conflict might have ballooned. Amid purges and the Czech crisis, Stalin likely viewed it as a reminder of eastern vulnerabilities, especially with Munich advancing German threats westward. Both sides toyed with peril. Moderation won in Tokyo, but Kwantung Army seethed. On August 11, Premier Fumimaro Konoye noted the need for caution. Kwantung, however, pushed for and secured control of the disputed salient from Chosen Army by October 8, 1938. Even winter's chill couldn't quench their vengeful fire, setting the stage for future confrontations. A quick look at the regional map reveals how Manchukuo and the Mongolian People's Republic each jut into the other's territory like protruding salients. These bulges could be seen as aggressive thrusts into enemy land, yet they also risked encirclement and absorption by the opposing empire. A northward push from western Manchuria through Mongolia could sever the MPR and Soviet Far East from the USSR's heartland. Conversely, a pincer movement from Mongolia and the Soviet Maritime Province might envelop and isolate Manchukuo. This dynamic highlights the frontier's strategic volatility in the 1930s. One particularly tense sector was the broad Mongolian salient extending about 150 miles eastward into west-central Manchukuo. There, in mid-1939, Soviet-Japanese tensions erupted into major combat. Known to the Japanese as the Nomonhan Incident and to the Soviets and Mongolians as the Battle of Khalkhin Gol, this clash dwarfed the earlier Changkufeng affair in scale, duration, and impact. Spanning four months and claiming 30,000 to 50,000 casualties, it amounted to a small undeclared war, the modern era's first limited conflict between great powers. The Mongolian salient features vast, semiarid plains of sandy grassland, gently rolling terrain dotted with sparse scrub pines and low shrubs. The climate is unforgivingly continental: May brings hot days and freezing nights, while July and August see daytime highs exceeding 38°C (100°F in American units), with cool evenings. Swarms of mosquitoes and massive horseflies necessitate netting in summer. Rainfall is scarce, but dense morning fogs are common in August. Come September, temperatures plummet, with heavy snows by October and midwinter lows dipping to –34°C. This blend of North African aridity and North Dakotan winters supports only sparse populations, mainly two related but distinct Mongol tribes. The Buriat (or Barga) Mongols migrated into the Nomonhan area from the northwest in the late 17th to early 18th centuries, likely fleeing Russian expansion after the 1689 Treaty of Nerchinsk. Organized by Manchu emperors between 1732 and 1735, they settled east of the river they called Khalkhin Gol (Mongolian for "river"), in lands that would later become Manchukuo. The Khalkha Mongols, named for the word meaning "barrier" or "shield," traditionally guarded the Mongol Empire's northern frontiers. Their territories lay west of the Buriats, in what would become the MPR. For centuries, these tribes herded livestock across sands, river crossings, and desert paths, largely oblivious to any formal borders. For hundreds of years, the line dividing the Mongolian salient from western Manchuria was a hazy administrative divide within the Qing Empire. In the 20th century, Russia's detachment of Outer Mongolia and Japan's seizure of Manchuria transformed this vague boundary into a frontline between rival powers. The Nomonhan Incident ignited over this contested border. Near the salient's northeastern edge, the river, called Khalkhin Gol by Mongols and Soviets, and Halha by Manchurians and Japanese, flows northwest into Lake Buir Nor. The core dispute: Was the river, as Japan asserted, the historic boundary between Manchukuo and the MPR? Soviet and MPR officials insisted the line ran parallel to and 10–12 miles east of the river, claiming the intervening strip. Japan cited no fewer than 18 maps, from Chinese and Japanese sources, to support the river as the border, a logical choice in such barren terrain, where it served as the sole natural divider. Yet, Soviets and Mongolians countered with evidence like a 1919 Chinese postal atlas and maps from Japanese and Manchukuoan agencies (1919–1934). Unbeknownst to combatants, in July 1939, China's military attaché in Moscow shared a 1934 General Staff map with his American counterpart, showing the border east of the river. Postwar Japanese studies of 18th-century Chinese records confirm that in 1734, the Qing emperor set a boundary between Buriat and Khalkha Mongols east of the river, passing through the hamlet of Nomonhan—as the Soviets claimed. However, Kwantung Army Headquarters dismissed this as non-binding, viewing it as an internal Qing affair without Russian involvement. Two former Kwantung Army officers offer a pragmatic explanation: From 1931 to 1935, when Soviet forces in the Far East were weak, Japanese and Manchukuoan authorities imposed the river as the de facto border, with MPR acquiescence. By the mid- to late 1930s, as Soviet strength grew, Japan refused to yield, while Mongolians and Soviets rejected the river line, sparking clashes. In 1935, Kwantung Army revised its maps to align with the river claim. From late that year, the Lake Buir Nor–Halha sector saw frequent skirmishes between Manchukuoan and MPR patrols. Until mid-1938, frontier defense in northwestern Manchukuo fell to the 8th Border Garrison Unit , based near Hailar. This 7,000-man force, spread thin, lacked mobility, training, and, in Kwantung Army's eyes, combat readiness. That summer, the newly formed 23rd Division, under Kwantung Army, took station at Hailar, absorbing the 8th BGU under its command, led by Lieutenant General Michitaro Komatsubara. At 52, Komatsubara was a premier Russian specialist in the Imperial Army, with stints as military attaché in the USSR and head of Kwantung's Special Services Agency in Harbin. Standing 5'7" with a sturdy build, glasses, and a small mustache, he was detail-oriented, keeping meticulous diaries, writing lengthy letters, and composing poetry, though he lacked combat experience. Before departing Tokyo in July 1938, Komatsubara received briefings from Colonel Masazumi Inada, AGS Operations Section chief. Amid planning for Changkufeng, Inada urged calm on the Manchukuo-MPR border given China's ongoing campaigns. Guidelines: Ignore minor incidents, prioritize intelligence on Soviet forces east of Lake Baikal, and study operations against the Soviet Far East's western sector. Familiar with the region from his Harbin days, Komatsubara adopted a low-key approach. Neither impulsive nor aggressive, he kept the green 23rd Division near Hailar, delegating patrols to the 8th BGU. An autumn incident underscores his restraint. On November 1, 1938, an 8th BGU patrol was ambushed by MPR forces. Per Japanese accounts, the three-man team, led by a lieutenant, strayed too close to the border and was attacked 50 meters inside Manchukuo. The lieutenant escaped, but his men died. Komatsubara sent an infantry company to secure the site but forbade retaliation. He pursued body recovery diplomatically, protested to MPR and Soviet officials, and disciplined his officers: garrison leaders got five days' confinement for poor troop training, the lieutenant thirty days. Despite this caution, pressures at AGS and KwAHQ were mounting, poised to thrust the 23rd Division into fierce battle. Modern militaries routinely develop contingency plans against potential adversaries, and the mere existence of such strategies doesn't inherently signal aggressive intentions. That said, shifts in Japan's operational planning vis-à-vis the Soviet Union may have inadvertently fueled the Nomonhan Incident. From 1934 to 1938, Japanese war scenarios emphasized a massive surprise assault in the Ussuri River region, paired with defensive holding actions in northwestern Manchuria. However, between mid-1938 and early 1939, a clandestine joint task force from the Army General Staff  and Kwantung Army's Operations Departments crafted a bold new blueprint. This revised strategy proposed containing Soviet forces in the east and north while unleashing a full-scale offensive from Hailar, advancing west-northwest toward Chita and ultimately Lake Baikal. The goal: sever the Transbaikal Soviet Far East from the USSR's core. Dubbed Plan Eight-B, it gained Kwantung Army's endorsement in March 1939. Key architects—Colonels Takushiro Hattori and Masao Terada, along with Major Takeharu Shimanuki—were reassigned from AGS to Kwantung Army Headquarters to oversee implementation. The plan anticipated a five-year buildup before execution, with Hattori assuming the role of chief operations staff officer.  A map review exposes a glaring vulnerability in Plan Eight-B: the Japanese advance would leave its southern flank exposed to Soviet counterstrikes from the Mongolian salient. By spring 1939, KwAHQ likely began perceiving this protrusion as a strategic liability. Notably, at the outbreak of Nomonhan hostilities, no detailed operational contingencies for the area had been formalized. Concurrently, Japan initiated plans for a vital railroad linking Harlun Arshan to Hailar. While its direct tie to Plan Eight-B remains unclear, the route skirted perilously close to the Halha River, potentially heightening KwAHQ's focus on the disputed Mongolian salient. In early 1939, the 23rd Division intensified reconnaissance patrols near the river. Around this time, General Grigory Shtern, freshly appointed commander of Soviet Far Eastern forces, issued a public warning that Japan was gearing up for an assault on the Mongolian People's Republic. As Plan Eight-B took shape and railroad proposals advanced, KwAHQ issued a strikingly confrontational set of guidelines for frontier troops. These directives are often cited as a catalyst for the Nomonhan clash, forging a chain linking the 1937 Amur River incident, the 1938 Changkufeng debacle, and the 1939 conflict.Resentment had festered at KwAHQ over perceived AGS meddling during the Amur affair, which curtailed their command autonomy. This frustration intensified at Changkufeng, where General Kamezo Suetaka's 19th Division endured heavy losses, only for the contested Manchukuoan territory to be effectively ceded. Kwantung Army lobbied successfully to wrest oversight of the Changkufeng salient from Chosen Army. In November 1938, Major Masanobu Tsuji of KwAHQ's Operations Section was sent to survey the site. The audacious officer was dismayed: Soviet forces dominated the land from the disputed ridge to the Tumen River. Tsuji undertook several winter reconnaissance missions. His final outing in March 1939 involved leading 40 men to Changkufeng's base. With rifles slung non-threateningly, they ascended to within 200 yards of Soviet lines, formed a line, and urinated in unison, eliciting amused reactions from the enemy. They then picnicked with obentos and sake, sang army tunes, and left gifts of canned meat, chocolates, and whiskey. This theatrical stunt concealed Tsuji's real aim: covert photography proving Soviet fortifications encroached on Manchukuoan soil. Tsuji was a singular figure. Born of modest means, he embodied a modern samurai ethos, channeling a sharp intellect into a frail, often ailing body through feats of extraordinary daring. A creative tactician, he thrived in intelligence ops, political scheming, aerial scouting, planning, and frontline command—excelling across a tumultuous career. Yet, flaws marred his brilliance: narrow bigotry, virulent racism, and capacity for cruelty. Ever the ambitious outsider, Tsuji wielded outsized influence via gekokujo—Japan's tradition of subordinates steering policy from below. In 1939, he was a major, but his pivotal role at Nomonhan stemmed from this dynamic. Back in Hsinking after his Changkufeng escapade, Tsuji drafted a response plan: negotiate border "rectification" with the Soviets; if talks failed, launch an attack to expel intruders. Kwantung Army adopted it. Deputy Chief of Staff Major General Otozaburo Yano flew to Tokyo with Tsuji's photos, seeking AGS approval. There, he was rebuffed—Changkufeng was deemed settled, and minor violations should be overlooked amid Tokyo's aversion to Soviet conflict. Yano's plea that leniency would invite aggression was countered by notes on Europe's tensions restraining Moscow. Yano's return sparked outrage at KwAHQ, seen as AGS thwarting their imperial duty to safeguard Manchukuo. Fury peaked in the Operations Section, setting the stage for Tsuji's drafting of stringent new frontier guidelines: "Principles for the Settlement of Soviet-Manchukuoan Border Disputes." The core tenet: "If Soviet troops transgress the Manchukuoan frontiers, Kwantung Army will nip their ambitions in the bud by completely destroying them." Specific directives for local commanders included: "If the enemy crosses the frontiers … annihilate him without delay, employing strength carefully built up beforehand. To accomplish our mission, it is permissible to enter Soviet territory, or to trap or lure Soviet troops into Manchukuoan territory and allow them to remain there for some time… . Where boundary lines are not clearly defined, area defense commanders will, upon their own initiative, establish boundaries and indicate them to the forward elements… . In the event of an armed clash, fight until victory is won, regardless of relative strengths or of the location of the boundaries. If the enemy violates the borders, friendly units must challenge him courageously and endeavor to triumph in their zone of action without concerning themselves about the consequences, which will be the responsibility of higher headquarters." Major Tsuji Masanobu later justified the new guidelines by pointing to the "contradictory orders" that had hamstrung frontier commanders under the old rules. They were tasked with upholding Manchukuo's territorial integrity yet forbidden from actions that might spark conflict. This, Tsuji argued, bred hesitation, as officers feared repercussions for decisive responses to incursions. The updated directives aimed to alleviate this "anxiety," empowering local leaders to act boldly without personal liability. In truth, Tsuji's "Principles for the Settlement of Soviet-Manchukuoan Border Disputes" were more incendiary than conciliatory. They introduced provocative measures: authorizing commanders to unilaterally define unclear boundaries, enforce them with immediate force "shoot first, ask questions later", permit pursuits into enemy territory, and even encourage luring adversaries across the line. Such tactics flouted both government policy and official army doctrine, prioritizing escalation over restraint. The proposals sparked intense debate within Kwantung Army's Operations Section. Section chief Colonel Takushiro Hattori and Colonel Masao Terada outranked Tsuji, as did Major Takeharu Shimanuki, all recent transfers from the Army General Staff. Tsuji, however, boasted longer tenure at Kwantung Army Headquarters since April 1936 and in Operations since November 1937, making him the de facto veteran. Hattori and Terada hesitated to challenge the assertive major, whose reputation for intellect, persuasion, and deep knowledge of Manchuria commanded respect. In a 1960 interview, Shimanuki recalled Tsuji's dominance in discussions, where his proactive ideas often swayed the group. Unified, the section forwarded Tsuji's plan to Kwantung Army Command. Commander Lieutenant General Kenkichi Ueda consulted Chief of Staff General Rensuke Isogai and Vice Chief General Otozaburo Yano, seasoned leaders who should have spotted the guidelines' volatility. Yet, lingering grudges from AGS "interference" in past incidents like the Amur River and Changkufeng clouded their judgment. Ueda, Isogai, and Tsuji shared history from the 1932 Shanghai Incident: Tsuji, then a captain, led a company in the 7th Regiment under Colonel Isogai, with Yano as staff officer and Ueda commanding the 9th Division. Tsuji was wounded there, forging bonds of camaraderie. This "clique," which grew to include Hattori, Terada, and Shimanuki, amplified Tsuji's influence. Despite Isogai's initial reservations as the group's moderate voice, the guidelines won approval. Ueda issued them as Kwantung Army Operations Order 1488 on April 25, 1939, during a division commanders' conference at KwAHQ. A routine copy reached AGS in Tokyo, but no formal reply came. Preoccupied with the China War and alliance talks with Germany, AGS may have overlooked border matters. Colonel Masazumi Inada, AGS Operations head, later noted basic acceptance of Order 1488, with an informal expectation—relayed to Hattori and Terada—of prior consultation on violations. KwAHQ dismissed this as another Tokyo intrusion on their autonomy. Some Japanese analysts contend a stern AGS rejection might have prevented Nomonhan's catastrophe, though quelling Kwantung's defiance could have required mass staff reassignments, a disruptive step AGS avoided. Tsuji countered that permitting forceful action at Changkufeng would have deterred Nomonhan altogether, underscoring the interconnectedness of these clashes while implicitly critiquing the 1939 battle's location. Undeniably, Order 1488's issuance on April 25 paved the way for conflict three weeks later. Japanese records confirm that Khalkha Mongols and MPR patrols routinely crossed the Halha River—viewed by them as internal territory, 10 miles from the true border. Such crossings passed uneventfully in March and April 1939. Post-Order 1488, however, 23rd Division commander General Michitaro Komatsubara responded aggressively, setting the stage for escalation. The Nomonhan Incident ignited with a border clash on May 11–12, 1939, that rapidly spiraled into a major conflict. Over a dozen "authoritative" accounts exist, varying in viewpoint, focus, and specifics. After cross-referencing these sources, a coherent timeline emerges. On the night of May 10–11, a 20-man Mongolian People's Republic border patrol crossed eastward over the Halha River (known as Khalkhin Gol to Mongols and Soviets). About 10 miles east, atop a 150-foot sandy hill, lay the tiny hamlet of Nomonhan, a cluster of crude huts housing a few Mongol families. Just south flowed the Holsten River, merging westward into the broader Halha. By morning on May 11, Manchukuoan forces spotted the MPR patrol north of the Holsten and west of Nomonhan. In the MPR/Soviet perspective, Nomonhan Hill marked the Mongolia-Manchuria border. To Manchukuoans and Japanese, it sat 10 miles inside Manchukuo, well east of the Halha. A 40-man Manchukuoan cavalry unit repelled the Mongolians back across the river, inflicting initial casualties on both sides—the Manchukuoans drawing first blood. The MPR patrol leader exaggerated the attackers as 200 strong. The next day, May 12, a 60-man MPR force under Major P. Chogdan evicted the Manchukuoans from the disputed zone, reestablishing positions between the Halha and Nomonhan. The Manchukuoans, in turn, reported facing 700 enemies. Sporadic skirmishes and maneuvering persisted through the week. On May 13, two days post-clash, the local Manchukuoan commander alerted General Michitaro Komatsubara's 23rd Division headquarters in Hailar. Simultaneously, Major Chogdan reported to Soviet military command in Ulaanbaatar, Mongolia's capital. What began as a Mongolian-Manchukuoan spat was poised to draw in Soviet and Japanese patrons. Attributing the May 10–11 violation hinges on border interpretations: both sides claimed the Halha-Nomonhan strip. Yet, most accounts concur that Manchukuoan forces initiated the fighting. Post-May 13 notifications to Moscow and Tokyo clarify the record thereafter. Midday on May 13, Komatsubara was leading a staff conference on the newly issued Kwantung Army Operations Order 1488—Major Tsuji Masanobu's aggressive border guidelines. Ironically, the first Nomonhan combat report arrived mid-discussion. Officers present recall Komatsubara deciding instantly to "destroy the invading Outer Mongolian forces" per Order 1488. That afternoon, he informed Kwantung Army Headquarters of the incident and his intent to eradicate the intruders, requesting air support and trucks. General Kenkichi Ueda, Kwantung commander, approved Komatsubara's "positive attitude," dispatching six scout planes, 40 fighters, 10 light bombers, two anti-aircraft batteries, and two motorized transport companies. Ueda added a caveat: exercise "extreme caution" to prevent escalation—a paradoxical blend of destruction and restraint, reflective of KwAHQ's fervent mood. Ueda relayed the details to Tokyo's Army General Staff, which responded that Kwantung should handle it "appropriately." Despite Kwantung's impulsive reputation, Tokyo deferred, perhaps trusting the northern strategic imbalance, eight Japanese divisions versus 30 Soviet ones from Lake Baikal to Vladivostok, would enforce prudence. This faith proved misguided. On May 14, Major Tsuji flew from KwAHQ for aerial reconnaissance over Nomonhan, spotting 20 horses but no troops. Upon landing, a fresh bullet hole in his plane confirmed lingering MPR presence east of the Halha. Tsuji briefed 23rd Division staff and reported to Ueda that the incident seemed minor. Aligning with Order 1488's spirit, Komatsubara deployed a force under Lieutenant Colonel Yaozo Azuma: an armored car company, two infantry companies, and a cavalry troop. Arriving at Nomonhan on May 15, Azuma learned most MPR forces had retreated westward across the Halha the prior night, with only token elements remaining, and those withdrawing. Undeterred, he pursued. The advance met scant resistance, as foes had crossed the river. However, Japanese light bombers struck a small MPR concentration on the west bank, Outpost Number 7, killing two and wounding 15 per MPR reports; Japanese claimed 30–40 kills. All agree: the raid targeted undisputed MPR territory. Hearing of May 15's events, Komatsubara deemed the Mongolians sufficiently rebuked and recalled Azuma to Hailar on May 16. KwAHQ concurred, closing the matter. Soviet leaders, however, saw it differently. Mid-May prompted Soviet support for the MPR under their 1936 Mutual Defense Pact. The Red Army's 57th Corps, stationed in Mongolia, faced initial disarray: Commander Nikolai Feklenko was hunting, Chief of Staff A. M. Kushchev in Ulan Ude with his ill wife. Moscow learned of clashes via international press from Japanese sources, sparking Chief of Staff Boris Shaposhnikov's furious inquiry. Feklenko and Kushchev rushed back to Ulaanbaatar, dispatching a mixed force—a battalion from the 149th Infantry Regiment (36th Division), plus light armor and artillery from the 11th Tank Brigade—to Tamsag Bulak, 80 miles west of the Halha. Led by Major A. E. Bykov, it bolstered the MPR's 6th Cavalry Division. Bykov and Cavalry Commander Colonel Shoaaiibuu inspected the site on May 15, post-Azum's departure. The cavalry arrived two days later, backed by Bykov (ordered to remain west of the river and avoid combat if possible). Some MPR troops recrossed, occupying the disputed zone. Clashes with Manchukuoan cavalry resumed and intensified. Notified of renewed hostilities, Komatsubara viewed it as defiance, a personal affront. Emboldened by Order 1488, he aimed not just to repel but to encircle and annihilate. The incident was on the verge of major expansion. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The ghosts of the Changufeng incident have come back to haunt both the USSR and Japan. Those like Tsuji Masanobu instigated yet another border clash that would erupt into a full blown battle that would set a precedent for both nations until the very end of WW2. 

Can you scale customer support without burning out agents or frustrating customers?Ping Wu shares how Cresta combines AI and human intelligence into a single system that scales sustainably for companies like United Airlines and Porsche.In this episode, Ping also breaks down the three constraints that shape automation in the real world: conversation complexity, infrastructure debt, and customer demographics.Guest: Ping Wu, CEO of CrestaConnect with Ping WuX: https://x.com/ping_wuLinkedIn: https://www.linkedin.com/in/pingwu/Connect with JoubinX: https://x.com/JoubinmirLinkedIn: https://www.linkedin.com/in/joubin-mirzadegan-66186854/Email: grit@kleinerperkins.comFollow on LinkedIn:https://www.linkedin.com/company/kpgritFollow on X:https://x.com/KPGrit​Learn more about Kleiner Perkins: https://www.kleinerperkins.com/ 

As someone who spends a lot of time covering AI announcements, product launches, and conference stages, it is easy to forget that most AI today is still built for desks, screens, and digital workflows. Yet the reality is that the vast majority of the global workforce operates in the physical world, on roads, construction sites, depots, and job sites where mistakes are measured in injuries, collisions, and lives lost. That gap between where AI innovation happens and where real risk exists is exactly why I wanted to sit down with Amish Babu, CTO at Motive. In this episode, I speak with Amish about what it truly means to build AI for the physical economy. We unpack why designing AI for vehicles, fleets, and safety-critical environments is fundamentally different from building AI for emails, documents, or dashboards. Amish explains why latency, trust, and reliability are non-negotiable when AI is embedded directly into vehicles, and why edge AI, multimodal sensing, and on-device compute are essential when milliseconds matter. This is a conversation about AI that has to work perfectly in messy, unpredictable, real-world conditions. We also explore how Motive approaches AI as a full system, combining hardware, software, and models into a single platform built specifically for life on the road. Amish shares how AI can help prevent collisions, support drivers in the moment, and create measurable safety and operational outcomes for fleets operating across transportation, construction, energy, and public sector environments. Along the way, we challenge common misconceptions around AI in vehicles, including the idea that it is about surveillance rather than protection, or that all AI systems are created equal when lives are on the line. If you are interested in how AI moves beyond productivity tools and into high-stakes environments where safety, accountability, and trust matter most, this episode offers a grounded and practical perspective from someone building these systems every day. I would love to hear your thoughts on this one. How do you see the role of AI evolving as it moves deeper into the physical world? Useful Links Connect with Amish Babu Learn More About Motive How Motive's AI works: Real-time edge intelligence, humans-in-the-loop, and continuous improvement.

Tim Martinez, Value Creation, Strategic, and Exit & Succession Planning Advisor—also known as “The Inside Man”—is on a mission to empower entrepreneurs and make the world a better place with his philosophy of “No entrepreneur left behind.”  In this episode, Tim shares how he evolved from starting small businesses as a teenager to advising founders on high-stakes growth and exit decisions. We explore Tim's 3 Exits Framework, which breaks exit planning into three critical phases: Mental Exit (separating identity from the business), Role Exit (building leadership and succession so the business can run without the owner), and Technical Exit (valuation, deal structure, and the formal sale process). Tim also explains why AI is accelerating business disruption, why minimalism is a competitive advantage, and what keeps so many businesses stuck at the $3M revenue ceiling. — 3 Ways to Exit Your Business with Tim Martinez Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group. And I have as my guest today Tim Martinez, who is a Value Creation, Strategic, and Exit & Succession Planning Advisor, also known as “The Inside Man.” Tim also has a successful Substack with lots of followers, which has a similar title, Inside Man. He's also built his own ChatGPT API, so he's running with the times. Tim, welcome to the show.  Thanks, Steve. Great to be here.  Finally, we have someone who is ahead of the curve on AI and the technological evolution that's part of this new industry revolution. So let’s start with my favorite question. What is your personal ‘Why’ and how are you manifesting it in your practice and in your business?  Yeah. My personal ‘Why’ is to make the world a better place and to empower entrepreneurs. “No entrepreneur left behind” has kind of been my motto. Since I was a kid—I started businesses very young, like 15 or 16—people would ask me, “How are you doing this?” And I would help however I could. And it was just always felt really good to help my fellow entrepreneurs, whether I was helping them in a small way or a big way. And there's nothing better than seeing some of the advice you're able to give someone actually get implemented.Share on X Then you see them go, “Wow, oh my gosh, this is great.” And again, sometimes it’s small, sometimes it’s big. But I believe entrepreneurs rule the world, and I do my part every day—whether it's writing my Substack, jumping on podcasts, or writing books. I'm always here just to share what I've learned, because I think that’s what makes the world go round.  Well, you have a boundless energy, because you are writing books, you are writing your blog, you are doing these podcasts. Then you also have to gather the information, right? You have to work with clients—otherwise there's no raw material. That is very impressive. So what took you to this point? How did you evolve? I mean, you started at 15, but surely you were not coaching or consulting people at 15.  Yeah, so I probably spent about 10 years just starting small businesses. I had the lemonade stand, then a coffee business and a silk-screen business. I had a DJ business, a retail store, a marketing and advertising agency, a small one, but I was able to sell it. And I got lucky and sold a couple of these small businesses. I built websites, built apps—I mean, anything you can do to make a buck. I was just kind of hustling and figuring it out on my own. And at a certain point in time, maybe like 10 years later, someone asked me to help them write their business plan. It was the first time I thought, “Huh, someone wants to pay me to help them write a business plan. That sounds interesting.” Okay. And I had written all of my own business plans for 10 years. I used to go to SCORE—the Senior Corps of Retired Executives, a division of the SBA—and they would consult for free. They still do, by the way. And I always said my long-term goal was to be an old advisor at SCORE, because they helped me so much when I was a kid.Share on X So I charged money for my first business plan. That person was able to raise money from their uncle. Then they said, “Well, hey, we got this money. What do we do now?” So I said, “Well, I think I can charge you. I think this is called consulting. Maybe I'll just charge you to help execute your business plan.” It was a small business, and I went to Barnes & Noble and bought a book that was like this big—How to Start a Consulting Business. I just sat there and highlighted the whole thing. It had CD-ROM forms in the back. I knew nothing about consulting. And probably for the next handful of years, I just focused on writing business plans and helping people. That's kind of what got me into consulting and working with bigger businesses. It really started with business plans and small businesses.Share on X  Yeah. I mean, business plans are great because you are envisioning the future of the business, crunching the numbers—what's going to happen with your top line, bottom line, costs, overhead, margins—and essentially it helps you visualize the skeleton of the business. Then you can put the meat on the bone, kind of thing.  Yeah. And I had worked on hundreds of business plans, and  pitch decks, financial models, and market research. That documentation aspect of a business, I had spent a good, let's say, 10 years working very heavily with clients as an analyst in consulting firms. And that’s really what got me into the game and got me into bigger and bigger businesses, because I got very good at doing that with no formal training—and we didn't really have what the internet is today. I remember going to the downtown library in Los Angeles, finding articles, and taking scanned copies of them. That’s how we did our market research. And business plans used to be like a dictionary. The SBA would require business plans to meet all these requirements, so we ended up with huge business plans. Now people want a one-pager, maybe a 10-slide deck, and call it a day. Where I got my chops was from understanding every imaginable nuance of every business in all verticals. I worked around the world with businesses, and I guess I was in the right place at the right time for it.Share on X  Yeah, that’s very humble. So one of the things that you do is you help people prepare for exit, and you came up with this framework called The 3 Exits Framework. I thought it was fascinating to think about exits from different perspectives and to have different mental models for them. How did you come up with this, and can you explain to the audience what it looks like, how it works, and how it helps entrepreneurs? Yeah. And it’s important to note that I started my career starting businesses, helping people get the start. And as I got older, the businesses I worked with were also getting older. And as I got a little more gray hair and a few more wrinkles, people would take me more seriously at the later stages of the business, when they maybe wouldn’t take me so seriously when I was in my early twenties. So my business had evolved from starting to growing and then eventually to exiting, and that’s where most of my clients are now. What I’ve discovered is most people enter the exit planning conversation at the very end, asking, “What is my business worth? Who wants to buy it?” Needing a business valuation is the most common first question: “Whoa, what's it worth?” But after working with a handful of companies through this whole exit process, you start to realize that there’s far more than just the numbers. The 3 Exits Framework says there are three exits that need to occur before you're out and on your yacht, sailing into the sunset.Share on X The first exit is the mental exit, which we can talk about at length. It's your role—your identity in the business. Who am I if I'm not the CEO? What am I going to do with my time if I'm not running this business? Who am I if people can't come to me with their every burning question? It’s this piece, it’s so important. And a lot of people don’t want to give up control. They don’t even know they’re control freaks, which I'll call them for lack of a better term. But they don’t even know that they are that. You have to help them through that.  The second exit is really your role exit, because eventually someone needs to run this business in your absence. The whole tenant of selling a business is that you're not going to be in it. You might have earnouts or some transitional involvement, but eventually, you will not run this business. So you have to replicate yourself. Most people say, “I've tried, but it hasn't worked.” Well, you know what? Now’s the time for this to work. It's time to build SOPs, standards of excellence, and get someone who could be better than you ever were in that seat. So that role exit is a big part, and that would be true succession. The other part of that is it’s not just the CEO or the owner. A lot of times it’s them and they’re number one, or they’re number two, or number three, because in many cases those people also have equity and ownership in the companies in some cases. So we need to get succession in line for multiple roles.  And then the third exit is your technical exit. It’s the one piece everyone feels like they start with that is your valuation, getting your documentation together, running a formal auction process, making sure that you’re looking at multiple buyers, whether strategic or financial. And just running a very thorough, formal process that’s going to get you the highest valuation possible. And structuring a deal that there’s going to be a little bit of give and take. Most deals die because of misaligned expectations. And they’re usually misaligned expectations on that final exit. So when you put those three things together and someone says, I want to sell my business, or we're thinking about exiting in the next couple years, I just start first with the identity part.Share on X Yeah. And people underestimate the significance of that. It can sound touchy-feely and like an afterthought in most cases. And people think that just by earning a sack of money, their life will be solved and all problems will disappear. But actually, problems exist at all levels. Elon Musk probably has more problems than most listeners here.  Sure.  So, it's not going to solve your problems, and identity is huge. I talk to people—I was also an M&A advisor for over 10 years, sold many businesses, visited former clients, and went out on their boats on the lake. Often, that was the one time they actually used the boat, because they didn't really need it. They thought they did, but they didn't. Next time, the engine wouldn't start, or the boat was full of water. Or they'd go out on the golf course, meet new people, and ask, “Who are they?” It turned out they were just retired rich people—not interesting entrepreneurs or CEO. That's a huge change. And with the Great Wealth Transfer and the aging Baby Boomer population, there's a statistic that says 50% of business owners are forced into an exit—meaning there’s some life event that occurs that says you now need to sell your business and get out. And you and I both know that if you’re forced to an exit, you’re going to be taking a major discount. But those forces can happen when you have a heart attack, or someone in your family has a health issue, or your grandkids and everybody moves multiple states and you want to go with them. All these things happen. So our recommendation is just start having the conversation now.  Yeah. And so I think it's a little bit like saving for retirement. A lot of people keep putting it off, and eventually there's no time left to do it, and then they’re in trouble. So how do you even raise awareness with people about this? How do you work with them to prepare this? Can you actually raise awareness and make them feel this is a real issue? How do you raise awareness?  Well, I have my blog, and that’s probably where I do most of my conversations. I wrote about the 3 Exits Framework. Any chance I get to speak, I always use it to raise awareness around the subject. In my consulting practice, I work with a handful of consulting firms and investment banks. Anytime I get pulled into a conversation about exit planning, I usually just pause for a second and just talk about their life goals.Share on X Like, what do you really want this exit to do for you? Because there are so many things you can do and a million ways to do it. So, what do you really want this exit to mean for you? Also, remember, Uncle Sam is going to take his cut—so not everyone gets the biggest check possible. Usually, what we hear is people say, “I'm just so exhausted. I don't have anything left in me for this thing, and anything I can get for it, I'd be happy to take, as long as it means I don't have to put out every single fire.” And this usually happens because they didn't build good systems to remove themselves from the business.  Otherwise, they would've been the chairman, and just meeting with their CEO, who's running the business. That’s usually not the case with these owner-operator businesses. And that doesn't mean they're small, by the way. I mean, they could be running a $50 million business and still the choke point where everything has to run through them and they’re just exhausted and burnt out.  Do you think that this AI revolution is going to change things? Is it going to make more people exit-ready because it's easier to create systems?  Perhaps. Yeah, I think it's helping the service provider world be more efficient. In my world as a management consultant, I'm 10 times more efficient. I’m sure you’re 10 times more efficient with tools like the one we’re using here, and it just helps us speed things up. I've noticed people use it as a thought partner, as a psychiatrist, even as a best friend. I've seen people go into deep dialogue like, “Should I sell my business? Give me five factors.” The ones who are aware of this are using it fully. The people who aren't are a little behind the times. And then from an operational standpoint, yeah, I mean with the bots and all the many things you could put in your business to make you more efficient, but that doesn’t apply to everybody. I would say there’s going to be a 10 to 20% group of people that are already on it, making it work for them, and then there are the laggards who will probably never touch it.  Or is it that—okay, maybe we can be more efficient with AI, but we'll have the appetite to do more, and there will be more complexity? Some things we'll simplify, but we'll create other complexities that replace the previous ones. What do you think about it?  Yes. So businesses typically have cycles. There's usually a five- to seven-year cycle where a business hits its peak, and then it starts to trend down. And they usually have some level of innovation that has to reoccur for it to hit another up cycle, and then there will be a down cycle and so on and so forth. So it's always like an up slope after an up slope. When you've been in business for 30 or 40 years, you've gone through multiple rounds of these cycles—three or four rounds of those cycles. What I’m hearing right now is business owners that are, let’s say, at retirement age, they’re saying, “I don't know if I have what it takes to go through this AI cycle. Maybe I had what it took to make it through the eighties, nineties, and two thousands, but now we're in 2026. I’m not sure I’m equipped, or my team who’s also very senior, they don’t feel like they have what it takes to get through that next cycle without hiring young talent. But even then, they don’t really understand what they’re talking about. So there’s this gap. And again, I’m hearing it more and more of people saying, I think now’s the time to get out and let some other company that has gas in the tank, vision, and capacity to come in and do that thing.  Yeah, that's interesting. Do you think a multiple-AI–enabled company versus a post-AI company is going to be markedly different?  Maybe. Because it all comes down to revenue—it comes down to the revenue story. I'll give you a perfect example. You have a very profitable company, but they're using an old CRM. A new company comes in and says, “Hey, you're already profitable. If we buy you and put in a new CRM, maybe we could be even more profitable.” That’s cool. So we don’t really need you to put in all the tech. We’ll come in and do all that, and then we’ll get the upside on that. Just as long as you’re profitable, as long as you’re profitable, yet you don’t have major client concentration, your business has all the components. A new company with new vision could come in. That would largely be a strategic buyer. The PE buyer, the financial buyer, most likely is going to want to inject capital into your business so you can go and reinvest, and build new tech, or become a platform, whatever you’re going to be. But that would be a different arrangement. So it's basically a numbers issue. It doesn't matter your technological evolution. And maybe it’s even worse if you've already implemented AI and that only allows you to make five million dollars—there's less upside for the buyer.  Yeah. The bigger concern is: Is your industry at risk because of AI? Is your particular business at risk? And that's why I think people need to adopt it—so they can say, “No, we're not at risk. We've adopted it, we're applying it in whatever fashion we're doing it, and we're going to see the results.” We've already seen a major downswing in a handful of industries because of AI. I mean, advertising agencies are getting hit really hard. People used to be able to charge for writing press releases, to write blogs, to write social, to do video editing on social media. A lot of that's gone, so the bottom tier of those agencies is just gone—there's no need for them anymore.  Do you see people proactively working on making themselves AI-resilient? Everyone knows that they need to do it. Nobody is unaware that today, it’s like websites. There was a time when everyone knew they needed a website. They just didn’t really know how they were going to build it or who was going to build it. They knew it was going to be expensive. It’s kind of where we’re at right now. Everybody knows they need AI. They’re just not exactly sure how they need AI, what it can actually, literally do for them.I think for some people, that big dream that it was going to do everything quickly got taken off the tableShare on X and they say, okay, we could do this much, but even this much is make me very effective.  But it’s just not going to do everything. Like, I still need an accountant. I still need an account manager. I still need someone to do these things, but maybe I don’t need as many people as I once did. So we’re seeing kind of some leveling off there. But I would say largely most people don’t know what AI can do for them, and they’re not really prepared to make those investments. We have a client right now that just made a half million dollar investment into an RFP tool that’s going to help them move faster than their competitors, submit more on RFPs, build everything out in a very complicated way, but they’re making a half million dollar investment. How many companies out there are saying, let’s go, give me the invoice. I’m ready to roll. There’s still a lot of pause there.  What you're describing feels more like a defensive play—okay, we know AI is coming, so we have to implement some AI tools. But I’m thinking more about the big picture. Is my industry going to be disrupted by AI? And how do I pivot my business before I lose momentum, so I become like Netflix—going from a video rental company to a streaming company? Yep.  Do you see companies rethinking their business model?  I think from what I’ve seen, people are rethinking everything—top to bottom. Because you have to start with labor. That’s usually where people start. “AI can do all these things—do I need less talent on the deck?” And if I do, then what can AI do so I don’t have such heavy overhead? Because overhead is also liability, and it has this employment risk behind it. So if you can go from a thousand staff to 800 or 750, great, let’s do it—why wouldn't you do it? Most people are saying, “Let's figure that part out first.” The next thing is the industry disruption, which is what’s our competitors doing to service clients better, manufacture faster, or do things cheaper, so then we’re not left in the dust. So from a production standpoint, we need to figure this out quickly. What I'd say—what I do—is, as an analyst, as a consultant and advisor coming in, that's why I built my AI. I built my AI to fire myself. I basically said, “What I used to do as a management consultant is now irrelevant, because AI is better than me.” So let me just build the digital me and not worry about that side of my business anymore. So I just don’t worry about that anymore. I don’t even really take on assignments that I used to, because AI can do it better and faster. Now, if you want to hire me and allow me to use my AI tool to handle the technical work, I'm more than happy to do that. But I'll tell you firsthand—save your money.  So you're giving it away, or are you selling it?  Yeah, it's free. It's free. It's on ChatGPT. What people can’t do is sit down and have an honest, sincere conversation and ask them the hard questions and challenge them. That's where AI still lacks the human component. I can take a client and say, “Hey, let's hang out. Let's get lunch. Let's go play golf. Let's bring in your kids. Let's talk to your kids. Let's talk about the family dynamic.” Let’s just have a sincere conversation. Let me hold space and create a forum where I can hear people. And that human component is the only thing that I’m worried, like I’m working on now. I'm out of the technical side, because that part of my job is gone.  So fascinating. So does it mean you have to be more of a social animal?  I think so. If you're not going to be a social animal and you're just going to sit at your desk, you should probably be building software using tools like Replit, n8n, or any of these different software tools and just go all in.Share on X But the way we used to do it—you probably see this on LinkedIn, with all the bots on LinkedIn, it’s not what it used to be. It used to be a place where you had a handful of connections and actually met people. Now it’s just so overrun with the bots. It’s like I don’t even want to accept connections anymore. I'd much rather have a conversation like this. To me, this is the future.  Yeah. But maybe we connected originally through LinkedIn. I don’t know where, how we connected, but we may have have connected through a bot—actually.  It’s possible.  Yeah.  It’s possible. But I'll tell you, I connect with maybe one or two percent of people now. Previously, because I didn't get so many inbound inquiries, I would connect with more, because I felt like there was a sincere person on the other end. Now, I really don't know. I've become very skeptical.  Yeah, I'm with you. Let's switch gears, because our time is running out. And there are a couple of things that in our pre-interview you talked about, and one was minimalism. Yeah.  What is minimalism? How do you do it? And what’s a low-hanging way to start to become a minimalist?  It's kind of like that first-principles idea of what really matters. It’s essentialism. It’s kind of getting down to the one thing, that was my recent blog, if there was only one thing you could do this year, but it would make all the difference, what would it be? And anything that gets in the way of that one thing is just noise. For me, minimalism is really about reduction, and kind of getting rid, and being aware and cognizant of things that really shouldn't be on your desk, on your to-do list.Share on X And using AI tools and assistance to get rid of everything that’s low-level activity. If you think of a pyramid, at the very top is where the most value that you can add would be. But yet we spend all of our time, if this is a time pyramid, most of our time is spent at the bottom, the wide part that pretty much anyone can do. So we kind of got to invert the pyramid. To get there, you have to reduce and extract. To protect your time, you have to treat it as very precious and focus only on the most important thing at all times. It is a very hard thing for all professionals to do, and it’s always been a hard thing, but I just take it upon myself and say, okay, well, as a minimalist, I mean, if you were to come to my house and see how sparse my furniture is on purpose. How sparse my closet is on purpose. I’m trying to get rid of options. It's like Steve Jobs and the black turtleneck—if I have one less thing, because I can only make so many choices and decisions in a given day, let me spend my time on the things that are the most important and most impactful.Share on X And that’s not always, because it’s going to put millions of dollars in my bank account. Sometimes it’s just helps me sleep better at night. So I don’t need 50 clients. If I’m going to have 50 headaches. What if I just have five clients? And every one of those was one that I felt very good about, and that would allowed me to charge more. It allowed me to go deeper with them. It's that concept—then you're free to see where your scalable opportunities are. It's the story I told you about a monk who was carving away at this beautiful elephant. Someone walks up and asks, “How did you learn to do this, carving away this elephant in the stone? And he says, Oh, I just chip away everything that's not the elephant. So for me, I have to have a very clear picture of what the elephant is. I have to see the picture in my brain first—like what my life is, what I’m trying to build, how good of a dad I’m trying to be, how good of a husband I’m trying to be, how good of a business partner or a service provider, an advisor. This is my life’s work as a masterpiece, so let me just get rid of anything that doesn’t belong as part of that picture. So that, to me, is kind of how I would explain it. And my approach toward it is I just get rid of everything. It’s not about accumulation. I don't really need more information, because AI already has all the information. Anything I'm going to absorb, I have to be very intentional about—why am I reading it? I see all the books on your shelf. I could show you my bookshelf—tons of books, right? I feel like I've read them all. Am I going to learn anything new? I could also just go back to the books I've already read. I try to highlight them and stuff, but it's like, what more do I need at this point?  Yeah. So I’m wondering about this idea of a lifestyle business versus a growth business. Because what I see is that people who are building a lifestyle business, it’s easier for them to be a minimalist. Because you just do this most valuable thing. You don’t have to build the business. You don’t have to worry about necessarily all the other people, systems, and processes, or making sure of quality control. You just do your high-value work, and at the end of the day, you can put things down and relax. Whereas a growth business, it's different.  I would say with the clients that I have—some have thousands of employees, some have hundreds—I still encourage them to reduce and subtract. Even though they're in high-growth, highly scalable businesses, sometimes the conversation is: How many direct reports do you have, and why do you have that many direct reports? How are you delegating? How are you giving authority? How are you limiting all the inputs? Because a lot of it is noise in your given day. So how do I make your day a little more silent so you can have a little more peace to make better decisions while you run this highly scalable business? Just because you're scaling doesn't mean it needs to be pure chaos. That's what people think—they think, “Oh, if I scale, that means chaos.” I'm anti-chaos.  Okay. But let me ask you this: Two of the most successful entrepreneurs of our time are Elon Musk and Jensen Huang. Elon Musk runs six companies, so he's got a lot of direct reports and goes deep in each of them. And then Jensen Huang has, I don't know, 20, 30, or 40 direct reports—he basically has a million direct reports as well. And that actually allows them to be closer to decisions and make sure things don't go off the rails and their vision gets manifested. So that's what I'm kind of wondering—whether minimalism means you're going to, maybe the flip side is you have to accept less growth, or maybe not.  So I’ve met with a lot of entrepreneurs in my life. Not one of them has been Elon Musk. So I would say we’re looking at the median of entrepreneurs, the average entrepreneur. Those are the people I deal with. I’m not dealing with Elon Musk. I would love to, but I don’t have those types. I have the family-owned business who took it over from their dad and they’ve been running it for 50 years, and he has 250 employees, and he’s got pure chaos, and I’m getting the call to go in and try to sort him out. These are not always the highly sophisticated Steve Jobs types of the world. If you really take a look under the hood with Elon—I read his book and listened to the audiobook with my kids, so I'm very familiar with his story, because I've heard it twice now—what they don't really mention is all the heroes underneath Elon. He wouldn't be who he is without all the many heroes, all the systems, and the Six Sigma and other processes and procedures. That's not to say he doesn't take a deep analytical look at everything, but who are those heroes and what are the processes? I'm far more interested in hearing about his VP of Operations than about Elon. Because what has his VP of Operations worked out? What systems have they implemented that allow him to scale and build a Tesla? Or his COO, like, what do they have going on? Elon's a face. Elon's a madman. He creates all this momentum and chaos, and then he has teams of people behind him who make sense and order out of that chaos. That's why you have what you have with Tesla. If he were just Elon Chaos, without that, I don't believe he would be where he is. But he had people that wanted to get in line. He had a lot of people that wanted to get in line. They believed in his vision. He had huge visions, and it's very inspiring to get behind those visions. Then they say, “Okay, give me the ball. We'll create the infrastructure that allows this thing to take off.” So I'm far more interested in the infrastructure that allows for that scale.  I agree. I'm just thinking whether there is this kind of dichotomy. Because I see that many entrepreneurs—when I was an investment banker—until they sold their business, they were not able to have that simple lifestyle they perhaps desired, because they were building, they were reinvesting. And it wasn't just reinvesting their cash—they were reinvesting their time. So every time they simplified, that was the opportunity cost of not using that time to improve their business. So they plowed it back in, plowed it back in.  Well, it's kind of like the E-Myth is a bit skewed. It's almost like the E-Myth is a myth. E-Myth is a dream—a dream that you can work on your business, step out completely, and everything about it runs itself. It doesn't really work that way. If you're going to be a successful entrepreneur, you're going to have late nights, long weekends, and you're going to feel like every major problem is your own because you're taking all the legal risks. I'm not telling people not to scale. I'm not telling them not to have chaos. What I'm trying to help them do is get clear on what they consider to be important.  And not get killed in the process, and not get divorced.  Statistically, that can happen—the more successful someone gets.  Yeah, it does. Because our time becomes much more valuable, and at some point, it's really hard to say no to the million-dollar hour—to spend that hour watching Netflix with your spouse, right? Exactly. Just feels harder to do.  Exactly.  Yeah.  That was good.  Alright, well, I enjoyed this tremendously. So one more question, one more question that I have to ask you. You talk about this $3 million rule—what do you mean by that? That’s a really interesting concept.  Yeah. So most small businesses get stuck around $3 million, statistically. The question is, why? Why do they get stuck there? A large majority gets stuck and it’s because they create a lifestyle for themself around $3 million. They’re taking enough off the table that they would never be able to find a job that would be able to replace that type of income. So they've made their small business their sole business, their job, and they say, “This is good enough for me,” because let's say half a million dollars, more or less, is going into their bank. They're filling up their 401(k), sending their kids to private school, giving themselves big bonuses. If they're profitable, they don't really see the need to take more risks or double down to go past that wall. I've seen many businesses kind of stay there. They’ll go fluctuate up and down through the years, but more or less they’ll hit that wall. They could stay there for 20 years and never make any progress. It’s not until they put on new thinking and say, we’re going to grow through acquisitions, we’re going to target a different market, new products, we’re going to innovate in some way. But that takes extra gas in the tank. Sometimes, a lot of entrepreneurs, once they hit that first level of success, say, “This is good enough for me,” because it usually takes them about five to seven years to get to that first major breathing point.  They're not hungry enough anymore.  Exactly.  Does someone has to be a little crazy to still want to eat more, even though they're already full?  Yeah. Some people are just wired that way. Some people just more and more, and that's no slight against them. They're never satisfied. They always want more—another dollar, another nickel. If they saw a nickel on the floor, they would stop and pick it up. They want every piece of everything. And those people usually are the ones that go and go and go and go. They’re usually the ones that just keep going because it’s an insatiable appetite. I'm not talking about people who get—well, I don't want to call it lucky—but sometimes things do fall out of the sky. Sometimes a big client falls out of the sky, or an opportunity opens up, and people are smart enough to buy their competitor when the competitor approaches them. Or sometimes they make these little moves, and that gives them a leap. I’m not talking about those people. Those are outliers to me. I’m talking about your average entrepreneur that built a $3 million business on his own with no major clients falling, just hard work, blood, sweat in tears. The average Joe typically gets stuck around that $3 million.  Yeah, that’s interesting. Fascinating. Alright, well, if you don't want to be stuck around $3 million, or if you want to get to the next level, then reach out to Tim and check out what he’s doing. So where can our listeners find you? Where can our listeners find you if they want to learn with you, learn about you, read your Substack, read your books? Where should they go?  Just go to Google or AI and type in Tim “The Inside Man” Martinez. The Inside Man is an acronym for Tim. You'll find my LinkedIn—happy to connect with you, just tell me you heard me on Steve's podcast. You can also check out my blog: it's Tim “The Inside Man” on Substack, or go to www.theinsideman.biz, my website. I'd love to connect with anyone. Well, do check out Tim's Substack—it's awesome. You're going to get more of what you heard on this podcast. And if you enjoy listening, make sure you follow us. Subscribe on YouTube, LinkedIn, Apple Podcasts, or wherever else you get your podcasts, because every week I'm inviting—and luckily more and more people want to come on the show—to have a conversation. So thank you, Tim, for coming, and thank you for listening. Important Links: Tim's LinkedIn Tim's website

In this hour of Money Moves, Stormy Buonantony and Jonathan Von Tobel breakdown some of the storylines for Super Bowl 60. Also on the show, VSiN By The Books co-host Jensen Lewis joins the show with some of his best SB plays, and Circa Sports Director of Operations, Jeff Benson, drops by to update how things are going at the sportsbook. And, Stormy and JVT recap their best bets for the big game.Get instant access to expert picks, public betting splits data, and pro betting tools when you join VSiN pro. Grab your first month for only $9.99 or take over $60 off an annual subscription when you use promo code: SUPER. Click Here to get started. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this special handoff episode of Transformative Principal, host Jethro Jones announces he's passing the podcast to Mike Caldwell, founder of LinkedLeaders, as Jethro transitions to his new role as Director of Operations at Life Lab, a character education company creating video curriculum for middle and high schools—a move that aligns perfectly with his doctorate in character education, which he's defending the day after this episode airs. The episode explores why this partnership makes sense, as both Transformative Principal and LinkedLeaders focus on supporting school leaders through connection, mentorship, and learning from others' experiences, with Mike's platform connecting principals with mentors who have actually done the work they're struggling with through features like "Leadership Suites" that give districts their own dedicated spaces while accessing a broader community. Jethro shares insights about using AI tools like Open Claw to streamline operations and eliminate repetitive tasks in his new role, while both hosts emphasize a core theme: school leaders desperately need safe spaces to connect with peers who understand their challenges, since they often can't discuss struggles with staff below them or administrators above them. After 13 years and over 10 years of episodes, Jethro confidently hands off the podcast to Mike, who will continue providing valuable conversations for educational leaders worldwide. LinkedLeaders: You need support. Get just-in-time mentoring at LinkedLeaders.comWe're thrilled to be sponsored by IXL. IXL's comprehensive teaching and learning platform for math, language arts, science, and social studies is accelerating achievement in 95 of the top 100 U.S. school districts. Loved by teachers and backed by independent research from Johns Hopkins University, IXL can help you do the following and more:Simplify and streamline technologySave teachers' timeReliably meet Tier 1 standardsImprove student performance on state assessments

President Donald Trump says a “softer touch” may be needed to carry out his immigration enforcement agenda.   “I learned that maybe we can use a little bit of a softer touch, but you still have to be tough. These are criminals – we're dealing with really hard criminals,” Trump told NBC News following the deaths of Alex Pretti and Renee Good in Minneapolis in January.   Two separate polls confirm the president's conclusion is in line with the American public's view of U.S. immigration policy.   A recent NPR/PBS News/Marist poll found that 65% of Americans feel that Immigration and Customs Enforcement agents have gone too far in enforcing immigration laws. But recent polling from the group Cygnal shows that 54% of Americans support ICE enforcing U.S. immigration laws to remove illegal aliens from the country. The same poll found that 61% of U.S. voters support deporting illegal aliens.   “I think what those two polls are actually doing is talking about policy, and they're talking about the execution of policy,” Meaghan Mobbs, director of the Center for American Safety and Security at the Independent Women's Forum, says.   “Americans support the policy, which is deportation, but like President Trump said, perhaps there's a way to go about it that's not exactly how it unfolded in Minneapolis,” Mobbs explains on this week's edition of “Problematic Women.”   “I think that's the threading of the needle where [Trump] said, we're going to keep doing it, but maybe with a ‘softer touch,' which I do think means increasing communication with local and state authorities, [and] I think means messaging it more effectively.”   Mobbs joins “Problematic Women” to discuss Trump's decision to deploy border czar Tom Homan to Minnesota and Homan's actions since he arrived in the Twin Cities. Plus, we discuss the extent to which U.S. support for ICE comes down to a PR and messaging battle.   Enjoy the show! Follow us on Instagram for EXCLUSIVE bonus content and the chance to be featured in our episodes: https://www.instagram.com/problematicwomen/   Connect with our hosts on socials!   Elise McCue X: https://x.com/intent/user?screen_name=EliseMcCue Instagram: https://www.instagram.com/elisemccueofficial/   Virginia Allen: X: https://x.com/intent/user?screen_name=Virginia_Allen5 Instagram: https://www.instagram.com/virginiaallenofficial/   Check out Top News in 10, hosted by The Daily Signal's Tony Kinnett: https://www.youtube.com/playlist?list=PLjMHBev3NsoUpc2Pzfk0n89cXWBqQltHY Learn more about your ad choices. Visit megaphone.fm/adchoices

In this hour of VSiN PrimeTime, hosts Matt Youmans and Will Hill are joined by Mike Palm, VP of Operations at Circa, to break down Super Bowl betting and UConn vs St. Johns. Also, joining the show is Randy McKay, pro bettor, to talk more about the Super Bowl.Get instant access to expert picks, public betting splits data, and pro betting tools when you join VSiN pro. Grab your first month for only $9.99 or take over $60 off an annual subscription when you use promo code: SUPER. Click Here to get started. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The stars of silence. Seth plays his interview with Representative Nick Kupper (R-LD25) recorded at the grand opening ceremony of Focus on the Family’s Cave Creek, Arizona Marriage Center. We're joined by Johnny Estes, Vice President of Operations of CMI Gold & Silver. Katherine Haley, Founder of Oak Rose Group and former President of the Arizona State Board of Education calls in to the show to discuss her background and her candidacy for Arizona Treasurer. Get involved in her campaign today at https://katherinehaleyforaz.com/.See omnystudio.com/listener for privacy information.

Chase Warrington, Head of Operations at Doist, joined us on The Modern People Leader to break down how async-first work enables faster decision-making, stronger culture, and scalable operations. We talked about building trust without offices, the systems and rituals behind Doist's execution velocity, and why async workflows are foundational to effective AI adoption.----  Downloadable PDF with top takeaways: https://modernpeopleleader.kit.com/episode280Sponsor Links:

In this episode of Around the Desk, Sean Emory, Founder and Chief Investment Officer at Avory & Co., steps back from the AI noise to focus on what actually matters right now.Using recent earnings from Google, Microsoft, Amazon, and Meta, this conversation breaks down what the massive AI CapEx buildout really signals, how different business models monetize AI very differently, and why many of the fears around software disruption may be overstated.This episode explores AI through a capital allocation lens, separating defensive spending from offensive opportunity, and what Big Tech behavior tells us about the true health of the underlying economy.Topics covered include:• The scale of Big Tech AI CapEx and why it matters more than feature launches • Defensive vs offensive AI spending and how to think about moats • Why AI CapEx is also an economic confidence signal • Different monetization paths at Amazon, Microsoft, Meta, and Google • Why Meta may be the cleanest AI beneficiary • The narrative vs data gap around Google Search and AI disruption • Why the “AI breaks software” panic may be overdone • Enterprise security, governance, and why AI rollout feels fast and slow at the same time • Platforms vs single-purpose tools and where risk actually sits • What recent software earnings say about demand, renewals, and long-term contracts • How AI likely becomes embedded inside platforms rather than replacing themThis conversation is for informational purposes only and should not be considered investment advice. Avory & Co. may hold positions in some of the companies discussed. Please do your own research before making any investment decisions._____DisclaimerAvory is not an investor in either company mentioned. .Avory & Co. is a Registered Investment Adviser. This platform is solely for informational purposes. Advisory services are only offered to clients or prospective clients where Avory & Co. and its representatives are properly licensed or exempt from licensure. Past performance is no guarantee of future returns. Investing involves risk and possible loss of principal capital. No advice may be rendered by Avory & Co. unless a client service agreement is in place.Listeners and viewers are encouraged to seek advice from a qualified tax, legal, or investment adviser to determine whether any information presented may be suitable for their specific situation. Past performance is not indicative of future performance.“Likes” are not intended to be endorsements of our firm, our advisors, or our services. While we monitor comments and “likes,” we do not endorse or necessarily share the opinions expressed by site users. Any form of testimony from current or past clients about their experience with our firm is strictly forbidden under current securities laws. Please limit posts to industry-related educational information and comments.Third-party rankings and recognitions are no guarantee of future investment success and do not ensure that a client or prospective client will experience a higher level of performance or results. These ratings should not be construed as an endorsement of the advisor by any client nor are they representative of any one client's evaluation.Please reach out to Houston Hess, our Head of Compliance and Operations, for any further details.

Get the stories from today's show in THE STACK: https://justinbarclay.comJoin Justin in the MAHA revolution - http://HealthWithJustin.comProTech Heating and Cooling - http://ProTechGR.com New gear is here! Check out the latest in the Justin Store: https://justinbarclay.com/storeKirk Elliott PHD - FREE consultation on wealth conservation - http://GoldWithJustin.comTry Cue Streaming for just $2 / day and help support the good guys https://justinbarclay.com/cueUp to 80% OFF! Use promo code JUSTIN http://MyPillow.com/JustinPatriots are making the Switch! What if we could start voting with our dollars too? http://SwitchWithJustin.com

Dive into Part 2 of Episode 277 of the Mike Drop Podcast, hosted by former Navy SEAL Mike Ritland. This gripping conversation features guest Mike Vining, a pioneering Delta Force operator, Vietnam veteran, and EOD (Explosive Ordnance Disposal) expert with over 30 years of military service. Listeners will uncover firsthand accounts of high-stakes operations, from Vietnam War missions and the Khobar Towers bombing investigation to the origins of Delta Force, its rigorous selection process, and the dramatic details of Operation Eagle Claw—the failed 1980 Iran hostage rescue. Packed with historical insights, personal anecdotes, and corrections to common myths, this episode offers an unfiltered look at special operations, counterterrorism, and the evolution of elite U.S. military units. Learn more about your ad choices. Visit podcastchoices.com/adchoices

You can find early and ad-free episodes, production scripts, commentary tracks, blooper reels, livestreams with the creators, and much more, at The Penumbra Podcast: SPECIAL EDITION.Can't Tear My Eyes From You, Chapter 15: Base, Part 2.Missed connections and some unexpected bonding.Cast:Marge Dunn as Raine RandolphAmanda Egbu as Georgia WhittakerTooky Kavanagh as The AlgorithmQuinn McKenzie as Capote WhittakerStefano Perti as Dennis LangMarc Pierre as the TVU AnnouncerStewart Evan Smith as Taylor Kelley(Trigger warnings can be found at the bottom of this episode description and at the end of the transcript.)-------You can find all of our transcripts here. Transcripts will come out along with the public release of the episode and include all required SFX attributions.On staff at the Penumbra:Ginny D'Angelo -- Head of OperationsMelissa DeJesus -- Script editing teamHarley Takagi Kaner -- Co-creator, Head of Episode Development, Director, Sound designerGrahame Turner -- Script editing teamKevin Vibert -- Co-creator, Head of Operations, Lead writerRyan Vibert -- Composer and performer of original musicJeff Wright -- Graphic designer--------TRIGGER WARNINGS:-Depictions of pornography, including images that may be interpretable as coercive/sexual assault-Sudden loud noises-Large bodies of water-Violence and threats of violence-Use of weapons (knives)-Some descriptions that may trigger germaphobic reactions (mold, etc.)-Deception and gaslighting-Scenes resembling cult indoctrination-Large and dangerous animals-Abuse of power and authorityYou can find early and ad-free episodes, production scripts, commentary tracks, blooper reels, livestreams with the creators, and much more, at The Penumbra Podcast: SPECIAL EDITION. Please consider supporting our ability to continue making this show! We're independent and rely on your funding to buy the time and talent to write, direct, compose, product, act, and so much more for this show. You can find us at:thepenumbrapodcast.supercast.comor patreon.com/thepenumbrapodcast Hosted on Acast. See acast.com/privacy for more information.

Dan and Ian respond to a listener's email about strategies for going from a 9-5 to full-blown entrepreneurship, and why mindset is far more important long-term than ideas if you want to start a business. LINKS Bento will beat your current email bill — up to 70% off or $300 in credits Million Dollar Weekend by Noah Kagan Dynamite Jobs Meet lifestyle founders inside Dynamite Circle Hang out exclusively with 7+ figure founders in DC BLACK CHAPTERS (00:00:00) Intro and Listener Email (00:05:58) Path 1: “Hold Your Nose and Jump” (00:11:43) Path 2: The Coast Side Hustle (00:14:16) Path 3: Intrapreneurship/Apprenticeship (00:18:14) Path 4: Job Hopping (00:30:05) Product-Market Fit, Passion, and More (00:38:58) Overrated and Underrated Entrepreneurship Tips CONNECT: Dan@tropicalmba.com Ian@tropicalmba.com Past guests on TMBA include Cal Newport, David Heinemeier Hannson, Seth Godin, Ricardo Semler, Noah Kagan, Rob Walling, Jay Clouse, Einar Vollset, Sam Dogan, Gino Wickam, James Clear, Jodie Cook, Mark Webster, Steph Smith, Taylor Pearson, Justin Tan, Matt Gartland, Ayman Al-Abdullah, Lucy Bella. PLAYLIST: Bad Hiring Advice That Can Actually Work: 9 Tactics for Lifestyle Founders What We Learned From Running a 7-Figure Remote Business in 2025 The 9-5 is Dead, This is the Socially Acceptable Lottery Ticket

HOUR 1: Students walk out in protest of ICE operations in Minneapolis. Should they get an unexcused absence? full 2382 Thu, 05 Feb 2026 20:00:00 +0000 5qqMJ6X8DqyQcPf953M0a2QfceIMJXJ1 news The Dana & Parks Podcast news HOUR 1: Students walk out in protest of ICE operations in Minneapolis. Should they get an unexcused absence? You wanted it... Now here it is! Listen to each hour of the Dana & Parks Show whenever and wherever you want! © 2025 Audacy, Inc. News False

New Year's resolutions promise hope, but for many people, they quietly deliver shame, stress, and self-blame instead. If resolutions leave you feeling worse about yourself every January, this episode explains why — and what actually works. Host Gabe Howard is joined by returning favorite Jodi Wellman to unpack why traditional goal-setting often backfires, especially when it comes to mental health. They explore the psychology behind the “fresh start effect,” how all-or-nothing thinking sets us up to fail, and why massive lifestyle overhauls rarely stick. More importantly, they offer practical, compassionate alternatives; Like shifting from rigid goals to identity-based habits, process-focused wins, and restarting without guilt when things go off track. Listener Takeaways The mental health cost of setting outcome-based goals Why smaller, process-focused goals actually create lasting change How to restart a goal without guilt or self-punishment Whether you've already ditched your New Year's resolutions or never believed in them to begin with, this episode explores a healthier, more realistic way to create change—without harming your mental well-being. “What is really common, which is set a goal. Don't get there. Feel bad about it. So net net it's not a good experience. For many of us, that's problematic because we feel badly about ourselves [. . .] And maybe that's your version of self-compassion is to let that goal gracefully go.” ~Jodi Wellman, MAPP Our guest, Jodi Wellman, MAPP is a speaker, author, and facilitator on living lives worth living. She founded Four Thousand Mondays to help people make the most of the time they are lucky to be above ground.  With 25 years of corporate leadership experience (most recently as Senior Vice President of Operations at a leading health and lifestyle organization), Jodi has led private CEO advisory boards and coaches teams to work well and live even better. Jodi has a Master's of Applied Positive Psychology from the University of Pennsylvania, where she is also an Assistant Instructor and facilitator in the Penn Resilience Program. She is an ICF Professional Certified Coach. Her book, "You Only Die Once: How to Make It to the End with No Regrets," made Adam Grant's Summer Reading List and was a “Top 3 Psychology Book of 2024” by the Next Big Idea Club (curated by Malcolm Gladwell, Susan Cain, Adam Grant, and Dan Pink). Jodi has been featured in The New York Times, Oprah Daily, Fast Company, CNBC, Forbes, Psychology Today, The Los Angeles Times, and more. Jodi's TEDx talk is called How Death Can Bring You Back to Life; with over 1.3 million views, it is the 14th most-watched TEDx talk released in 2022, out of 15,900! Our host, Gabe Howard, is an award-winning writer and speaker who lives with bipolar disorder. He is the author of the popular book, "Mental Illness is an Asshole and other Observations," available from Amazon; signed copies are also available directly from the author. Gabe is also the host of the "Inside Bipolar" podcast with Dr. Nicole Washington. Gabe makes his home in the suburbs of Columbus, Ohio. He lives with his supportive wife, Kendall, and a Miniature Schnauzer dog that he never wanted, but now can't imagine life without. To book Gabe for your next event or learn more about him, please visit gabehoward.com. Please share the show -- it's how we grow! Thank you! Learn more about your ad choices. Visit megaphone.fm/adchoices

In this hour of VSiN By The Books, hosts Dave Ross and Jensen Lewis recap yesterday's sports news in "Headlines and Highlights" before looking at the updated Super Bowl touchdown odds. Also on the show, Mike Palm, the Vice President of Operations at Circa, joins the show.Get instant access to expert picks, public betting splits data, and pro betting tools when you join VSiN Pro. Grab your first month for only $9.99 or take over $60 off an annual subscription when you use promo code: SUPER. Click here to get started. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of the HVAC Know It All Business Edition Podcast, co-hosts Gary McCreadie and Furman Haynes of WorkHero discuss the essential but often overlooked side of running an HVAC business's financials with  April Sackfield, Director of Operations at NumberConstruct and Fiscal Management Group, who brings a wealth of knowledge on business finance and systems tailored for service-based companies. The focus is on empowering technicians and small business owners with the tools and understanding they need to successfully transition from the field into entrepreneurship. April supports HVAC business owners in optimizing their operations for profitability and growth. Her practical advice is drawn from real-world experiences and deep industry insight.   Expect to Learn - How aspiring HVAC business owners can prepare financially before launching their company. - The pros and cons of "rage quitting" versus planned business exits. - The importance of field service management (FSM) software and how it supports accurate job costing. - Common mistakes with accounting software like QuickBooks and how to avoid them. - Strategies for setting up flat rate pricing systems that reflect actual job complexity and labor costs. Episode Breakdown with Timestamps  [00:00:00] – Introduction [00:00:55] – Preparing to Start an HVAC Business [00:02:58] – "Rage Quitting" vs. Strategic Business Exit [00:06:51] – Tools and Software for Job Costing [00:10:01] – Flat Rate Pricing vs. Time and Materials [00:15:14] – Managing Job Data and Technician Tracking [00:18:30] – Common FSM and Accounting Software Pitfalls [00:21:04] – Personnel & Bookkeeping Best Practices [00:23:38] – The Role of Automation & AI in Accounting   Follow Gary McCreadie: LinkedIn: https://www.linkedin.com/in/gary-mccreadie-38217a77/  Website: https://www.hvacknowitall.com  Facebook: https://www.facebook.com/people/HVAC-Know-It-All-2/61569643061429/     Follow  April Sackfield on:  LinkedIn: https://www.linkedin.com/in/aprilsackfield/ Instagram: https://www.instagram.com/april.sackfield/?hl=en Follow NumberConstruct on: Facebook: https://www.facebook.com/people/NumberConstruct/61560939563809/# Website: https://numbercon.com/ LinkedIn: https://www.linkedin.com/company/numbercon  Instagram: https://www.instagram.com/number.con/?hl=en Follow Fiscal Management Group on: Website: https://www.fiscalaccounting.ca/ LinkedIn: https://www.linkedin.com/company/fiscalmanagementgroup/ Instagram: https://www.instagram.com/fiscalmanagement/   Follow Furman Haynes on:  LinkedIn: https://www.linkedin.com/in/furmanhaynes/  WorkHero: https://www.linkedin.com/company/workherohvac/  Instagram: https://www.instagram.com/hvacknowitall1/   

In this episode of Masters of Moments, Jake Wurzak sits down with Kurt Alexander to unpack how Omni Hotels has built a differentiated hospitality platform by staying deeply rooted in ownership, operations, and long-term thinking. Kurt shares his unconventional path from accounting and investment banking into hotel operations, including the formative experience of working every frontline role at Omni early in his career. The conversation explores why hospitality is fundamentally about people, how ownership mindset shapes better decision making, and what it takes to build hotels that feel both authentic to their destination and durable over decades. They discuss: Kurt's transition from finance into hospitality and the lessons learned from working in frontline hotel roles Why Omni's owner-operator model drives better operational, design, and capital allocation decisions How in-house design, construction, and food and beverage teams create differentiated guest experiences The role of programming, amenities, and experiences in winning group, leisure, and business travel What Omni has learned from joint venture partnerships, challenging deals, and long-term capital stewardship Links: Kurt on LinkedIn - https://www.linkedin.com/in/wkurtalexander/ Omni Hotels & Resorts - https://www.omnihotels.com/ Connect & Invest with Jake: Follow Jake on X: ⁠https://x.com/JWurzak⁠ 1 on 1 coaching with Jake: ⁠https://www.jakewurzak.com/coaching⁠ Learn How to Invest with DoveHill: ⁠https://bit.ly/3yg8Pwo⁠ Topics: (00:00:00) - Intro (00:02:48) - From finance to frontline (00:05:37) - The calling of hospitality (00:09:49) - Omni's unique ownership model (00:17:07) - Design and construction innovations (00:27:18) - Programming for group and leisure travelers (00:34:08) - Competing in the hospitality industry (00:37:25) - Omni's brand identity and signature experiences (00:39:12) - Independent positioning of Omni Hotels (00:39:48) - Leveraging loyalty and unique experiences (00:41:04) - In-house culinary expertise and challenges (00:43:45) - Balancing culinary innovation and simplicity (00:45:46) - Adapting to market demands in f&b (00:52:06) - Creating a culture of ownership and excellence (00:55:52) - Incentivizing leadership and sales teams (00:58:33) - Omni's business model and financial strategy (01:02:15) - Lessons from jv partnerships (01:05:01) - Navigating challenges and learning from mistakes (01:07:31) - The importance of long-term thinking in hotel investments (01:09:37) - Favorite hotels and closing remarks

In this conversation, Josh Appelman shares his insights on the importance of operations in real estate, the challenges and opportunities in the market, and the journey of being an operator. He emphasizes the need for continuous learning, building relationships, and leveraging technology to succeed in the industry. Appelman discusses his personal journey from operations to real estate, highlighting the significance of understanding the business side of property management and the importance of making informed investment decisions.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Guest: David Shedd. Shedd discusses the conviction of a Google engineer for stealing AI secrets, illustrating corporate naivety regarding China's state-mandated espionage and intelligence gathering operations. With Thaddeus McCotter co-host.1963

Today's show is all about navigating the school system when your child has disabilities—and how to do that with clarity, confidence, and a whole lot more support. My guest is Stacey Shubitz, author of the new book Make the School System Work for Your Child with Disabilities: Empowering Kids for the Future. In this episode, Stacey shares her journey as both an educator and a parent, and we dig into what parents really need to understand about special education, effective communication with schools, and the IEP process. She offers practical, empowering strategies for advocating for your child, managing the complexity of the system without losing yourself, and finding moments of joy and meaning along the way, even if (or when) the path feels overwhelming. About Stacey Shubitz  Stacey Shubitz is a certified literacy specialist and former fourth- and fifth-grade teacher in the New York City Public Schools and a public charter school in Rhode Island. Since 2009, she has been a literacy consultant, supporting teachers with writing instruction. Stacey has also taught graduate literacy education courses at Lesley University and Penn State–Harrisburg. She is the Chief of Operations and Lead Writer for Two Writing Teachers, a leading resource for writing instruction since 2007. She also co-hosts the Two Writing Teachers Podcast. Stacey earned an M.A. in Literacy Education from Teachers College, Columbia University, and an M.S.Ed. in Childhood Education from Hunter College. She has published several books about writing instruction, including Welcome to Writing Workshop and Craft Moves. Stacey's most recent book, Make the School System Work for Your Child with Disabilities: Empowering Kids for the Future, was published by Guilford Press in January 2026. In this book, she shares her experiences as both a parent and an educator, equipping families with real-life stories, inclusive resources, and the knowledge to advocate for their children confidently. Stacey lives in Pennsylvania with her husband and children. Things you'll learn from this episode  How Stacey's dual perspective as an educator and parent strengthens her advocacy for families in special education Why educating yourself about your rights, school processes, and the IEP system is essential for effective advocacy How partnerships with teachers — built through clear, ongoing communication and regular check-ins — support your child's success Why building a support network helps parents navigate the overwhelm of special education How practicing consistent self-care and finding joy in small moments protects parents from burnout Why celebrating every bit of progress, no matter how small, helps families stay grounded and encouraged Resources mentioned Stacey Shubitz' website Make the School System Work for Your Child with Disabilities: Empowering Kids for the Future by Stacey Shubitz Parenting Training & Information Centers Two Writing Teachers Blog Two Writing Teachers Podcast Stacey Shubitz's Substack Stacey Shubitz on Instagram Stacey Shubitz on LinkedIn The Kids Who Aren't Okay: The Urgent Case for Reimagining Support, Belonging, and Hope in Schools by Dr. Ross Greene Strength-Based Assessments with Dr. Jade Rivera (Tilt Parenting podcast) The Strength-Based Assessment Lab at Bridges Graduate School of Cognitive Development Learn more about your ad choices. Visit podcastchoices.com/adchoices

Attend the 2026 Summit Conference: https://get.biggerpockets.com/passivepocketssummit2026/ This Episode Hotels for passive investors: what actually matters and how it's different from multifamily. Chris Lopez digs in with Jay Desai and Suraj Reddy on the underwriting stack (ADR, occupancy, RevPAR and RevPAR penetration), why brand fit and comp sets (STAR reports) drive the thesis, and how operations (daily pricing, sales/RFPs, third-party management aligned on expenses) move the needle. They walk through break-even occupancy math (often far lower than MF), margins, bonus depreciation via FF&E/capex, fixed-rate/community-bank capital stacks, and their “no capital calls” policy. Includes a Columbus case study and the macro outlook across business/leisure/extended-stay demand—and what Airbnbs really compete for. Key Takeaways Hotels 101: ADR × occupancy = RevPAR; low RevPAR penetration in a strong comp set = value-add target Break-even is different: hotels can pencil at ~35–60% occupancy vs. ~70–75% in multifamily Operations > brand alone: daily revenue management, sales/RFPs, and expense discipline drive NOI STAR reports: how pros build comp sets and gauge RevPAR share before/after capex Depreciation edge: large year-one bonus depreciation from FF&E and renovations (consult your CPA) Disclaimer The content of this podcast is for informational purposes only. All host and participant opinions are their own. Investment in any asset, real estate included, involves risk. Nothing here is investment, tax, legal, or financial advice; consult qualified professionals. Past performance is not indicative of future results. This podcast may include paid advertisements or promotional materials for sponsors, funds, or offerings and should not be interpreted as a recommendation or endorsement by PassivePockets, LLC or affiliates. Conduct your own due diligence and consider your financial situation before engaging with any advertised products or services. PassivePockets, LLC disclaims all liability for any actions taken based on the information presented.

If your budget feels like a set of handcuffs instead of a helpful tool, this episode is for you. I break down why so many nonprofits get stuck prioritizing the bottom line instead of smart financial decisions—and how to reframe your budget as a living financial plan that helps you invest, adapt, and create more impact as new opportunities emerge. Episode Highlights 00:27 The Importance of Aligning Strategy and Operations 01:13 Common Budgeting Pitfalls 02:18 Reframing Your Budget as a Financial Plan 03:23 Prioritizing Spending for Maximum Impact 07:39 Adapting to New Opportunities Resource The Board Clarity Club A monthly membership for boards that provides training and live expert support to help your board have total clarity on how to be the best board possible. Learn More >> About Your Host Have you seen Casino Royale? That moment when Vespa slides in elegantly, opposite James, all charming smile, razor-sharp wit and mighty brainpower, and says, "I'm the money"? Well, your host, Sarah Olivieri has been likened to Vespa by one of her clients – not just because she's charming, beautiful and brainy– but because that bold statement "I'm the money" was, as it turned out, right ON the money. Sarah helps nonprofits transform their organizations from failing to thriving. And she's very, very good at it. She's brought nonprofits back from the brink of insolvency. She's averted major cash-flow crises, solved funding droughts, board conflicts and everything in between… and so she has literally become "the money" for many of the organizations she works with. As the former director of 3 nonprofits and founder of 5 for-profit businesses, she understands, deeply, the challenges and complexities facing organizations and she's created a framework, called The Impact Method®️, which can help you simplify operations, build aligned teams and make a bigger impact without getting overwhelmed or burning out – and Every. Single. One. Of her clients that have implemented her methodologies have achieved the most incredible results. Sarah is also a #1 international bestselling author, holds a BA from the University of Chicago with a focus on globalization and its effect on marginalized cultures, and a master's degree in Humanistic and Multicultural Education from SUNY New Paltz. Access additional training at www.pivotground.com/funding-secrets or apply for the THRiVE Program for personalized support at www.pivotground.com/application Be sure to subscribe to Inspired Nonprofit Leadership so that you don't miss a single episode, and while you're at it, won't you take a moment to write a short review and rate our show? It would be greatly appreciated! Let us know the topics or questions you would like to hear about in a future episode. You can do that and follow us on LinkedIn.

Learn how Forms Logic, a cloud-based fintech platform built exclusively for financial services firms, is revolutionizing client onboarding, account opening, and advisor transitions. In this episode of the Model FA podcast, CEO David DeCelle interviews Joel Friedman, the Chief Operating Officer of Forms Logic, who shares his 25 years of experience in wealth tech. Discover how the Navigator product eliminates paper-oriented, manual processes and single-handedly ensures single data entry and the use of the most updated, correct forms, dramatically reducing Not In Good Order (NIGO) rates from up to 50% down to the low single digits. Joel also details how the Migrator product streamlines advisor transitions, turning a typically 60- to 90-day process into a three-to-four-week preparation period, which is critical because "time kills deals" and means assets are deployed faster to generate income. Forms Logic is focused on streamlining front and back office operations for broker-dealers, RIAs, and wealth managers to free up capacity for organic growth. In this episode: • Meet the Expert: Joel Friedman, a long-time expert (25 years!) in the technology used by financial companies, especially known for his 20+ years at Docupace. • The Solution: A tool called "Forms Logic Navigator" that solves the huge problem of too much paperwork in wealth management. • The Problem: Opening new client accounts is slow and full of mistakes because people have to manually fill out and check forms, often typing the same information (like a name) over and over. • The "Magic" of Single Entry: Forms Logic's Navigator lets you enter a client's information just once, and it automatically fills out all the necessary forms. • Fewer Mistakes: The system drastically cuts down on forms that are "Not In Good Order" (NIGO)—meaning they're incomplete or incorrect—from a very high 30-50% down to almost none. • Easy Advisor Moves (Migrator): Forms Logic's Migrator makes it much faster and simpler for financial advisors to switch firms and bring all their clients with them, cutting a 60-90 day process down to just a few weeks. • Why Quickness Pays Off: Moving assets faster means they start earning money sooner, which boosts income and keeps clients happier. • Complete Workflow Automation: The platform handles everything from the forms the advisor fills out (front office) to the processing and checking done by the company (back office), creating a seamless, streamlined process. • The Main Advantage: By automating and simplifying operations, the firm and its advisors have more time and energy to focus on finding new clients and growing the business. #FinancialServicesTechnology #WealthManagementSolutions #AdviserTechnology #FormsAutomation #FintechInnovation #BusinessEfficiency #ClientOnboardingSolutions #AdvisorTransitions #FintechForAdvisors #FormsLogic #WealthTech #NIGOSolutions Connect with Joel Friedman / Forms Logic: Website: formslogic.com --- About the Model FA Podcast The Model FA podcast is a show for fiduciary financial advisors. In each episode, our host David DeCelle sits down with industry experts, strategic thinkers, and advisors to explore what it takes  to build a successful practice — and have an abundant life in the process. We believe in continuous learning, tactical advice, and strategies that work — no "gotchas" or BS. Join us to hear stories from successful financial advisors, get actionable ideas from experts, and re-discover your drive to build the practice of your dreams.  Did you like this conversation? Then leave us a rating and a review in whatever podcast player you use. We would love your feedback, and your ratings help us reach more advisors with ideas for growing their practices, attracting great clients, and achieving a better quality of life. While you are there, feel free to share your ideas about future podcast guests or topics you'd love to see covered.  Our Team President of Model FA, David DeCelle If you like this podcast, you will love our community! Join the Model FA Community on Facebook to connect with like-minded advisors and share the day-to-day challenges and wins of running a growing financial services firm.

A partial government shutdown is under way after Congress missed its funding deadline, with lawmakers advancing a plan to reopen most agencies while negotiations over Homeland Security and immigration enforcement continue.A federal judge ruled the Trump administration can keep its immigration enforcement surge in Minneapolis going, even as plans to draw down agents haven't materialized and residents see ongoing arrests and protests.And President Trump says the performing arts center built as a memorial to President John F. Kennedy will close for two years for a massive renovation.Want more analysis of the most important news of the day, plus a little fun? Subscribe to the Up First newsletter.Today's episode of Up First was edited by Anna Yukhananov, Russell Lewis, Mohamad ElBardicy and Adrianna Gallardo.It was produced by Ziad Buchh, Ava Pukatch and Christopher Thomas.We get engineering support from Neisha Heinis. Our technical director is Carleigh Strange.(0:00) Introduction(01:54) House Shutdown Vote(05:34) Minneapolis Immigration Operations(09:16) Trump Kennedy Center ClosureLearn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

Joe Pappalardo profiles Captain Will Scott, a stoic tactician who utilized undercover operations and deliberate force, contextualizing the Rangers as agents of political change during 1886-87 enforcing barbed wire boundaries against open-range traditions amidst economic shifts and severe weather.DALLAS 1920

Operating conditions in advanced manufacturing are changing fast as organizations push to modernize operations while navigating quality requirements, long lead times, and increasingly complex supply chains. As leaders look to apply AI across the physical world, many discover that technology alone is not enough. Success depends on strong operating fundamentals, clean master data, and a culture that aligns teams around execution, accountability, and continuous improvement.In this episode of Supply Chain Now, Scott Luton is joined by special guest host Wiley Jones to kick off a new 2026 series, Enterprise Unleashed, powered by the DOSS team. Together, they sit down with Garuth Acharya, investor at 8090 Industries and former operator with experience across GE, SpaceX, and Blue Origin, to explore what it really takes to build AI ready operations in advanced manufacturing. The conversation examines why AI initiatives often fail in industrial environments when data hygiene is weak, and why clean, correct, actionable data and disciplined master data practices are foundational to any successful transformation.The discussion also emphasizes practical ways AI can unlock value, from accelerating work instructions to improving shortage detection, surfacing procurement anomalies, and strengthening quality feedback loops. The panel returns to the human side of transformation: mission alignment, cross functional collaboration, clear ownership, and spending time on the shop floor before deciding what to build, buy, or partner for.Jump into the conversation:(00:00) Intro(00:47) Introducing the new series for 2026(01:32) Focus on AI-ready operations and advanced manufacturing(02:44) Special guest: Garuth Acharya(03:31) Guru's background and career journey(04:31) Rattlesnake wrestling and early career adventures(06:52) Experiences at SpaceX and Blue Origin(10:27) The importance of culture in high-stakes environments(14:59) AI in manufacturing and supply chain(20:10) Challenges and solutions in AI implementation(25:17) The importance of clean master data(26:22) Engineering and production challenges(27:26) Operational insights and red flags(29:47) Building a culture of clarity and ownership(33:35) Prioritizing modernizing operations(41:42) Advice for AI-ready operationsAdditional Links & Resources:Connect with Wiley Jones: https://www.linkedin.com/in/wileycwjones/Learn more about DOSS: https://www.doss.com/Connect with Garuth Acharya: https://www.linkedin.com/in/garuthacharya/Learn more about 8090 Industries: https://www.8090industries.com/Connect with Scott Luton:

In this episode, Sharon Williams, MBA, Chief Executive Officer of the University of Michigan Health Plan, discusses how health plans can navigate rising utilization, workforce shortages, and cost pressures while improving relationships with providers. She shares perspectives on simplifying payer operations, the role of AI, and policy changes needed to improve affordability and access.

Reading and analysis of Kyle Anzalone's recent article published at The Libertarian Institute.  

In this engaging conversation, Jack Hoss, a fractional deal operator and real estate expert, shares insights from his extensive experience in the corporate world and real estate investing. He discusses the importance of operational efficiency in real estate transactions, emphasizing that many businesses struggle not due to a lack of leads but because of poor follow-up and operational bottlenecks. Jack highlights the role of technology, particularly AI, in streamlining operations and uncovering new opportunities, urging listeners to leverage tools like ChatGPT to identify strategies they may be missing.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Listen to the article with analysis from the author:  Israel has banned Doctors Without Borders (MSF) from conducting humanitarian missions in Gaza. MSF has helped to keep the battered healthcare system at a minimal functioning level.  On Sunday, Tel Aviv announced that MSF would no longer be allowed to operate in Gaza. Israeli agencies claimed the humanitarian aid organization failed to provide Tel Aviv with sufficient documentation on its staff in the Strip.  MSF said it attempted to negotiate with Israel to share information about its staff, with safeguards to protect them, but those talks were unsuccessful. “Following many months of unsuccessful engagement with Israeli authorities, and in the absence of securing assurances to ensure the safety of our staff or the independent management of our operations,” the group's statement explained. “MSF has concluded that it will not share a list of its Palestinian and international staff with Israeli authorities in the current circumstances.” MSF supports about a fifth of all hospital beds in Gaza and a third of births. When Israel announced the ban last year, the UN's human rights chief, Volker Türk, condemned the ban as “outrageous” and explained it was part of an Israeli policy to prevent aid from entering Gaza.   During Israel's onslaught in Gaza, nearly all of the Strip's hospitals were damaged or destroyed. Tel Aviv has also barred medical supplies from entering Gaza and injured Palestinians from leaving. The shortage of medical supplies has led to preventable deaths. 

Sam's story started here; https://open.spotify.com/episode/4XEGvtTsxDEL9kEuMupPxX?si=3CGivnI3TlOykonXeCKmig https://open.spotify.com/episode/2i3n1oX8Mzky04WjXYYu1s?si=nuqXMGMPRX-L-oOvYBPQrg Editing, Narration & Production by The Disciple https://twitter.com/The__Disciple https://www.youtube.com/@TheOnlyDisciple Subscribe on Spotify!  https://open.spotify.com/show/5OgfQg3svBwSUiU0zGqhet Please Review us on Apple Podcasts!  https://podcasts.apple.com/us/podcast/redwood-bureau/id1597996941 Subscribe to the YouTube Channel https://www.youtube.com/@RedwoodBureau Find more shows like Redwood Bureau at http://eeriecast.com/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this hour of VSiN PrimeTime, hosts Matt Youmans and Will Hill are joined live in studio by Mike Palm, VP of Operations for the D, Golden Gate and Circa. Also on the show, a preview of Michigan at Michigan State in college hoops, a preview of Super Bowl props and tonight's NBA slate.Get instant access to expert picks, public betting splits data, and pro betting tools when you join VSiN pro. Grab your first month for only $9.99 or take over $60 off an annual subscription when you use promo code: SUPER. Click Here to get started. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this weekend's episode, three segments from this past week's Washington Journal. First: A conversation with Jillian Snider – a former law enforcement officer and senior fellow at the R Street Institute. We talk about ICE operations in Minneapolis – and best practices for law enforcement in the wake of another fatal shooting there. Then: Amid the fallout in Minnesota, President Trump tried to pivot back to the economy and efforts on affordability. We dig into the numbers with Natalie Baker of the Center for American Progress and Brittany Madni from the Economic Policy Innovation Center. Finally: President Trump may have backed off his threat to takeover Greenland – but relations are still frayed between the U-S and Europe. That conversation with Andrew Roth of The Guardian -- and Stefanie Bolzen of the German News channel VELT. Learn more about your ad choices. Visit megaphone.fm/adchoices

#317 for 30shd January, 2026 or 3312! (33-Oh-fucking twelve Lark)http://loosescrewsed.comJoin us on discord! And check out the merch store! PROMO CODEShttps://discord.gg/3Vfap47ReaSupport us on Patreon: https://www.patreon.com/LooseScrewsEDSquad Stuff:War in Alexandrinus won. Thank you to everyone who pitched in!PP Stuff: lifted with unspoken consent from KrugerFive on the LS discordUpdate from KrugerFive on the LS Discord - Powerplay Cycle 65:Relics are back and the powers have taken advantage! Currently at 400t but expected to hit 600t this weekIt has been 14 weeks since the last relics boom, and 12 weeks to the one before thatYong-Rui with the best week. Not as many systems as Aisling (+33 vs +38), but picked up an additional stronghold for the edgeAisling picked up the most systems this week (+38), but suffered a stronghold loss. In fact 2 strongholds were undermined, but Aisling added another elsewhere to make up for oneKaine continues to pull away and hold the FDev rankings 6th place from Archerhttps://www.k5elite.com/Dev News (12/11): “Noble” paint jobs on sale for many of the older ships - looks like royalty designs from card decks or jousting bannersGalnet News: Galnet News | Elite Dangerous Community Site “Ventura Transformation” Video Goes Viral“My energy levels have been through the roof, and after putting in so much effort I feel like I can achieve anything! I want to hike across the rainforests of Planet Lave in support of ongoing conservation efforts there.”Genetic Study of Radicoida Unica Released“October Consortium researchers highlight observations that the plant may form symbiotic relationships with biological creatures with prolonged exposure. It seems aware of activity around it…”“it contains a compound which improves physical performance and reduces thinking time in laboratory mice…”Discussion :What do we think “reduces thinking time in laboratory mice” really means?Could “rainforests” and other Earthlike features be featured in an Operations scenario (bypassing the need to unlock earthlike worlds en masse to provide a taste of this experience)?Community Corner :Ask people to throw out ideas in the Chig-Chat Discord channel for Loose Screws LIVE SRV races

Protests and skirmishes between Minnesota residents and federal agents are still ongoing after the second shooting of a US citizen in Minneapolis this month. Thirty-seven year old ICU nurse Alex Pretti was killed by Border Patrol agents while filming immigration operations in the city. Following a weekend of inflammatory comments by DHS secretary Kristy Noem and other members of the Trump administration, the president has looked to turn the temperature down. He deployed ‘Border Czar' Tom Homan to take command of operations in Minneapolis. The experienced immigration official acknowledged that “certain improvements could and should be made” to immigration enforcement in the area. But Homan insisted that more cooperation from state and local officials would be necessary before a reduction in federal presence.  It remains to be seen whether the tonal shift or any changes in operations will be effective in the Twin Cities region. The situation has raised concerns among Congress that legislative action may be necessary. Senate Democrats worked toward a deal with the White House to avoid a government shutdown over DHS funding. While some initial framework has been drawn up, the two sides will continue negotiating new guardrails for ICE and Border Patrol. Will Congress step up for a rare check of the Oval Office?Plus, we'll answer listener questions about where executive power and America's position as a world leader stand after a tumultuous start to 2026.

Dan and Ian share 9 pieces of hiring advice that are typically considered “bad,” but can actually work pretty well for smaller bootstrapped teams - and especially lifestyle businesses. LINKS Bento will beat your current email bill — up to 70% off or $300 in credits “Who” by Geoff Smart and Randy Street Remote First Recruiting: Land your next hire in 21 days or less Meet lifestyle founders inside Dynamite Circle Hang out exclusively with 7+ figure founders in DC BLACK CHAPTERS (00:03:42) Tip 1: Just Hire a Recruiter (00:07:11) Tip 2: Work With Friends and Family (00:10:34) Tip 3: Use AI For Onboarding (00:12:02) Tip 4: Go Easy on the W2s (00:14:52) Tip 5: You Don't Need a Mission-Based Culture (00:20:16) Tip 6: If You Hire the Wrong Person, Let Them Go (00:22:54) Tip 7: It Doesn't Have to Be More Than the Math (00:25:45) Tip 8: Not Hiring Can Work Out Great (00:30:30) Tip 9: Polarize Your Managing Style CONNECT: Dan@tropicalmba.com Ian@tropicalmba.com Past guests on TMBA include Cal Newport, David Heinemeier Hannson, Seth Godin, Ricardo Semler, Noah Kagan, Rob Walling, Jay Clouse, Einar Vollset, Sam Dogan, Gino Wickam, James Clear, Jodie Cook, Mark Webster, Steph Smith, Taylor Pearson, Justin Tan, Matt Gartland, Ayman Al-Abdullah, Lucy Bella. PLAYLIST: What We Learned From Running a 7-Figure Remote Business in 2025 The 9-5 is Dead, This is the Socially Acceptable Lottery Ticket “The World Is Ending.” These 5 Businesses Are Still Making Millions

President Trump has sent a clear message to Iran: Agree to a deal that results in "no nuclear weapons," or America will take military action. In response, Iran says its armed forces ready "with their fingers on the trigger." Vice Admiral Kevin Donegan is a veteran military planner who served as a Director of Operations for US Central Command, which includes the Middle East. He joins the show to breakdown the options on Trump's table.  Also on today's show: Karim Sadjadpour, Senior Fellow, Carnegie Endowment for International Peace; David Borenstein, Co-director, Mr Nobody Against Putin; Stephen Vladeck, Professor of Law, Georgetown University    Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of Mortgage Marketing Radio, we talk with top-producing mortgage originator and elite coach Amir Syed to reveal the exact blueprint mortgage loan officers need to follow in 2026 to thrive—not just survive. Whether you're a mortgage loan originator, broker, or LO looking to increase production in a competitive market, Amir breaks down the 3 critical pillars every LO must master right now: Marketing and Personal Branding – How to become “Five-Mile Famous” and generate referrals without begging agents. Sales and Persuasion – Why “the phone isn't a cactus” and how top LOs are diversifying beyond Realtors. Operations and Scaling – The exact hiring process to find your “superstar LOA” and break through your current ceiling.

In this hour of VSiN By The Books, hosts Dave Ross and Jensen Lewis recap yesterday's sports news in "Headlines and Highlights" before previewing both the Farmers Open Insurance and the UFC 325 card. Also on the show, Mike Palm, the Vice President of Operations at Circa, joins the show.Get instant access to expert picks, public betting splits data, and pro betting tools when you join VSiN Pro. Grab your first month for only $9.99 or take over $60 off an annual subscription when you use promo code: SUPER. Click here to get started. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Wild Rye designs stylish, sustainable outdoor gear for women, growing 30% to 50% annually through strong partnerships and community-driven fundraising.For more on Wild Rye and show notes click here  Subscribe and watch Shopify Masters on YouTube!Sign up for your FREE Shopify Trial here.

After the shooting of Alex Pretti, the Trump administration is making a leadership change in Minneapolis. Will anything change?A new Trump administration official has taken over the immigration crackdown in Minneapolis.Tom Homan, the  White House's so-called border czar, takes over after the departure of Border Patrol's Gregory Bovino, who has been the public face of the operation, including encounters that left two American citizens dead.NPR's Scott Detrow talks to The Atlantic investigative journalist Caitlin Dickerson about Homan's background and what it will mean for Minneapolis.For sponsor-free episodes of Consider This, sign up for Consider This+ via Apple Podcasts or at plus.npr.org. Email us at considerthis@npr.org.This episode was produced by Karen Zamora and Vincent Acovino. It was edited by Courtney Dorning and Sarah Handel. Our executive producer is Sami Yenigun.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

Gene Marks emphasizes AI adoption in small business is becoming a necessary skill, urging owners to embrace artificial intelligence tools for competitiveness as the technology transforms operations across every industry.1949

General Blaine Holt argues that a military strategy regarding Iran should prioritize "combat enabling operations" designed to help local citizens overthrow the regime rather than pursuing a traditional occupation with boots on the ground. He advocates for a limited air and sea campaign that empowers the Iranian people to reclaim their country, followed by international support for security and economic reintegration once the dictatorship is removed.1952

Craig Unger reports the Department of Justice has access to Epstein bank records at Morgan, potentially revealing financial connections and transactions that could expose additional figures linked to the disgraced financier's operations.1949 MYRNA DELL AND JOE DIMAGGIO