Podcasts about operations

Seth Bradley interviews Brittany Barchalk, Vice President of Operations at TribeVest, live from the Best Ever Conference 10 in Salt Lake City. They discuss how the fund-to-funds model has evolved from a niche concept requiring heavy education to a more widely understood and increasingly adopted capital-raising strategy. Brittany shares how market shifts and heightened compliance awareness have driven demand for infrastructure, professionalism, and scalable systems. The conversation also highlights the launch of Trident, TribeVest's new end-to-end platform designed to streamline SPV formation, investor onboarding, compliance, and distributions, making it easier for capital aggregators and lead sponsors to build sustainable businesses. Brittany BarchalkCurrent role: Vice President of Operations, TribeVestBased in: Columbus, OhioSay hi to them at: https://www.tribevest.com/ | https://www.linkedin.com/in/brittanybarchalk/ Book your free demo today at bill.com/bestever and get a $100 Amazon gift card. Visit ⁠www.tribevestisc.com⁠ for more info. Try QUO for free PLUS get 20% off your first 6 months when you go to quo.com/BESTEVER  Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at⁠ ⁠⁠⁠www.bestevercommunity.com⁠⁠ Podcast production done by⁠ ⁠Outlier Audio⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Most personal injury firms don't collapse because of bad marketing. They collapse under their own weight. As your team grows, every new initiative gets harder to launch. Communication slows down. Silos form. Bureaucracy creeps in. So how do you scale to nearly 300 employees without becoming impossible to steer? David Chamberlin, VP of Marketing and Operations at The Law Offices of James Scott Farrin, shares how he keeps a massive firm moving like a startup—by turning reviews into a growth engine, engineering intake like a sales floor, and applying Lean principles to eliminate waste before it spreads. You'll learn: Why David treats reviews as a critical growth lever—not an afterthought. What a 20-person intake team with dedicated attorneys does to convert higher-value cases. How the intake team aggressively pursues unresponsive leads across phone, text, and email. How Lean reviews every department annually to eliminate waste and silos. If you like what you hear, hit Subscribe. We do this every week. Buy tickets for PIMCON 2026: pimcon.org Subscribe to our newsletter: newsletter.rankings.io  Get Social! Personal Injury Mastermind (PIM) powered by Rankings.io is on Instagram | YouTube | TikTok

Group Captain Ajay Ahlawat (Retd) A seasoned fighter pilot and strategic military thinker, Group Captain Ajay Ahlawat (Retd) brings over 25 years of distinguished service in the military (Indian Air Force) and civil aviation. Commissioned into the Indian Air Force (IAF) in Dec 1996, after graduating from the National Defence Academy (NDA), he has operated high-performance fighter jets, besides handling various command and staff appointments.He has extensive experience in aerospace operations, force application in support of national security, and planning of complex operations. He is a qualified civil aviation pilot as well and holds type ratings on the Boeing 737, Airbus A320, and Gulfstream G-200. His military tenure was defined by key leadership roles such as Commanding Officer of the IAF Hawk training squadron and Operations staff at HQ Western Air Command. He was nominated for various international courses by the IAF, including- Qualified Flying Instructor with the Royal Air Force (UK), Advanced Air Power specialization with RAAF (Australia) and Air Staff course at the Air University (Maxwell AFB, USA). With a Master's degree in Operational Art and Science, he has contributed to doctrinal development, joint warfare planning, and strategic policy formulation within the IAF.His academic and operational exposure in the USA, UK, and Australia reflects a deep engagement with traditional and emerging military thought with a global military perspective and thought leadership. Beyond the cockpit, he served as a subject matter expert in air warfare and strategy, helping shape the IAF warfighting doctrine. Since transitioning from active service, he continues contributing as a defence expert and commentator on strategic affairs, frequently appearing in media and publishing insights on regional security, air power, space based applications and military modernization.

Josh Rogin reveals the Bingo Club, a secret group tracking Chinese influence in American society, and discusses allegations regarding elite corruption and the CCP's United Front operations. 3

What if your spa could follow up with lapsed clients, fill your slow Thursdays, onboard new providers, and analyze your booking gaps without you lifting a finger? In this special mashup episode of Spa Marketing Made Easy, Daniela brings together three conversations with Maeve Ferguson, Khairy Varre, and Ajit Nawalkha — experts at the forefront of AI and business automation. Together, they break down exactly how spa CEOs can start using AI agents right now to plug revenue leaks, strengthen client retention, and free up their team for the work that actually requires a human touch. This is not a conversation about replacing your providers or losing the warmth that makes your spa exceptional. It is about removing every unnecessary administrative task from your plate and your team's plate so you can focus on what matters most. What you will learn during this episode: What an AI sales agent is and how to build one without a tech background How re-engagement and upsell agents can increase revenue from your existing client base Why client retention should always come before lead generation when building your first agent How to use AI for staff onboarding, training consistency, and service philosophy documentation What to look for when hiring an AI developer and how to find one affordably How Spa CEOs can lead the vision without needing to learn the tech themselves   Resources Mentioned in Episode 472: Visit Maeve Ferguson's website to learn more.  Visit Khairy Varre's website to learn more.  Visit Ajit Nawalkha's website to learn more.   Tools mentioned:  Zero Bounce Audio Pen Granola Upwork Lovable Cursor Active Campaign Funnel Gorgeous   Want to break past $25K–$35K months without adding more treatment hours? Watch The Systems Shift and learn how 600+ spa owners are scaling into their Spa CEO role (without sacrificing family time or sanity). 

What began as a 14 year old fixing infected computers became Malwarebytes, an 800 person cybersecurity company trusted by millions of customers.On Grit, Marcin Kleczynski joins Joubin Mirzadegan to explore AI driven cyber threats, strategic reinvention, and the discipline of evolving before the market forces you to.“We've exceeded. Now, what do we do to protect individuals against the next wave of threats, which are plentiful?”Guest: Marcin Kleczynski, CEO at MalwarebytesConnect with Marcin KleczynskiX: https://x.com/mkleczynskiLinkedIn: https://www.linkedin.com/in/marcinkleczynski/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/

WHAT YOU'LL LEARN Why balancing cost, speed, and quality is now table stakes in logistics strategy How to design a flexible 3PL platform without hardcoding yourself into rigidity The operational difference between supporting enterprise brands vs. high-growth brands Why scenario planning still matters in an era of tariffs, snowstorms, and volatility How to avoid over-engineering automation that limits long-term flexibility What defines a true strategic partnership beyond SLAs and QBRs Why solving problems together—not alone—is the real measure of partnership maturity TIMESTAMPED SEGMENTS 00:00 – 01:00 | Balancing Cost, Speed & Quality Post-Pandemic 01:00 – 02:30 | Becoming the Customer: Operational Audits & CX Insight 02:30 – 04:00 | Agility, Uncertainty & Platform-First Thinking 04:00 – 05:30 | Defining High-Growth vs. Enterprise Brands 05:30 – 07:00 | Capability-Based Support Models vs. Split Teams 07:00 – 09:00 | What Real Strategic Partnerships Actually Look Like TOP QUOTES  [00:01:00] “We know the cost of customer acquisition has increased exponentially. So the customer you have is the customer that you wanna keep.” - Laura Ritchey [00:03:00] “I think obviously the overused word of agility these days… how quickly can you divert to warehouses that aren't closed or to transportation options that are still running?” - Laura Ritchey [00:05:00] “We were doing 10,000 orders a day. All of a sudden we have to do 100,000, and that's really different.” - Laura Ritchey [00:08:15] “Are we solving them together, or are we solving them alone?” - Laura Ritchey [00:18:00] “The team is looking to us to be the calm in the storm.” - Laura Ritchey ABOUT THE GUEST Laura Ritchey is President & CEO of the Americas region at GEODIS and a member of the Group's Executive Board. She leads nearly 20,000 teammates across eight countries, overseeing contract logistics, freight forwarding, and transportation operations throughout North and South America. With more than 30 years of experience—including 15 years in supply chain leadership across retail and third-party logistics—Laura previously served as CEO of Radial, Inc., driving growth through operational excellence. Her background spans finance, sourcing, distribution, and strategic transformation. She holds a J.D., MBA, and bachelor's degree from The Ohio State University. LINKS MENTIONED Laura's LinkedIn: https://www.linkedin.com/in/laura-ritchey-55836a8/ GEODIS website: https://geodis.com/   Subscribe and Keep Learning!If you're a logistics leader looking to scale sustainably, don't miss out! Subscribe for more expert strategies on tackling modern supply chain challenges.Be sure to follow and tag the eCom Logistics Podcast on LinkedIn and YouTube

In today's Cloud Wars Minute, I examine how AI-powered partnerships are redefining growth and desirability in the consumer economy. Highlights 00:15 — I want to talk today about how Google Cloud, the number one company on the Cloud Wars Top 10, has partnered up with its longtime customer, Unilever, to develop what I'm calling an AI-powered marketing and fulfillment engine for the AI economy. 00:59 — The focus about AI on large language models and tokens is incredibly important, but not the end goal. The end goal is the business outcome. And I think this is a very healthy thing to see the conversation shift from being heavily focused on the technology to being focused on the desired business outcomes. 02:07 — They said, we are working together in this partnership to create a new model for how consumer packaged goods brands are discovered and shopped. How consumers find them, look for them, shop for them, pay for them, and create growth for these companies. Technology has moved to the core of value creation. 02:52 — Consumers are going to be looking for, finding, and engaging with products via AI. [Unilever's Head of Supply Chain and Operations] said, we now have to be the company that presents them our products, services, possibility, our value to them in the AI context. This goes beyond a tech vendor supplying products and services to a big customer. 03:50 — They're going to use all of Google's vast AI portfolio, from Vertex AI to Gemini on the model side, so from platform to model. They're going to move a lot of Unilever's enterprise applications and data platform over to Google Cloud to allow this better end-to-end capability. Visit Cloud Wars for more.

Claire Dickinson, Operations & Professional Relationships Director Claire has over 22 years of experience in dentistry and a bachelor's degree in Business Management and a master's in Organizational Management and Leadership

Mike sits down with the Director of Operations for American Independence Gold, David Harper.See omnystudio.com/listener for privacy information.

Seth discusses the concept of Christian Nationalism, exploring its meaning and implications. He breaks down the phrase, examining its connection to patriotism and loyalty to one's nation. Seth shares insights from historical figures like President Lincoln, who embodied Christian virtues and put America first. He also touches on the importance of understanding the true meaning of the country's founding principles and the dangers of misinterpreting them. Audio from sports commentator Stephen A. Smith’s take on the Democrats’ proposed walk-out during next week’s State of the Union address. We're joined by Johnny Estes, Vice President of Operations of CMI Gold & Silver. A listener call-in on Lincoln’s Lyceum address. The youngest generations have no sense of history.See omnystudio.com/listener for privacy information.

Scoping, Empathy, Ideation: A Structured Process for Innovation Innovation Catalyst: How to Help Your Team Come Up With the Ideas Episode 293 (Lee Kitchen is based in south-west Ontario, Repeat of episode 54) In this conversation we explore: the role of an innovation catalyst in helping teams think differently the importance of scoping before solving walking in the end user's shoes through empathy defining a clear human truth separating expansive thinking from reductive thinking creating environments that encourage ideation mixing diverse perspectives to break river thinking building ownership so ideas gain adoption practicing fresh thinking through exposure to new concepts extending your intended message consistently across experience ----- About out guest, Lee Kitchen: Lee worked at Disney for 32 years. His journey started in Operations and Guest Relations. then moved through Special Events, PR, Marketing and Advertising. Currently offering his experience as an Innovation Catalyst via his company, Magical Dude Consulting. Visit his website here https://www.magicaldude.com/ ----- Key Lessons from this conversation with Lee Kitchen: how an innovation catalyst helps teams come up with ideas rather than supplying the answer why empathy and “human truth” must precede ideation the structured steps of design thinking: scoping, empathy, ideation, idea development, prototyping, execution why expansive and reductive mindsets must stay separate how collaboration builds ownership and advocacy the value of bringing diverse and unbiased ideators into the room how environment influences creativity why fresh thinking requires exposure to different concepts and disciplines the importance of consistency between intended message and actual experience how authentic leadership encourages creative thinking ----- ----more---- Your Intended Message is the podcast about how you can boost your career and business success by honing your communication skills. We'll examine the aspects of how we communicate one-to-one, one to few and one to many – plus that important conversation, one to self. In these interviews we will explore presentation skills, public speaking, conversation, persuasion, negotiation, sales conversations, marketing, team meetings, social media, branding, self talk and more.   Your host is George Torok George is a specialist in communication skills. Especially presentation. He's fascinated by the links between communication and influencing behaviors. He delivers training and coaching programs to help leaders and promising professionals deliver the intended message for greater success.   Connect with George www.SpeechCoachforExecutives.com https://superiorpresentations.net/ https://www.linkedin.com/in/georgetorokpresentations/ https://www.youtube.com/user/presentationskill  

Serguei Netessine, Wharton Professor of Operations, Information and Decisions, discusses how U.S. sanctions on Lukoil are disrupting franchise agreements, banking relationships, and customer perceptions for locally operated gas stations in New York, New Jersey, and Pennsylvania. Hosted on Acast. See acast.com/privacy for more information.

Mike sits down with the Director of Operations for American Independence Gold, David Harper.See omnystudio.com/listener for privacy information.

The next advancement in pulp and paper mill automation starts with smarter, more responsive motor control. In this episode, host Sam Shelly teams up with Rockwell Automation experts Eduardo Rodriguez and Mike Clark to break down the real impact of VFDs in pulp and paper—from serious energy efficiency gains to solving the challenges that pulp and paper operations face every day.Leave a comment on Spotify or email us if you have suggestions for upcoming podcasts, to give us feedback or get information on new episodes ⁠⁠⁠⁠⁠⁠⁠⁠⁠RAROKTalkDrives@rockwellautomation.com.⁠⁠⁠⁠⁠

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 16: Cutthroat.A nature hike turns violent.Cast:Marge Dunn as Raine Randolph and MaryAmanda Egbu as Georgia WhittakerJosephine Moshiri Elwood as Valentina RideTooky Kavanagh as The AlgorithmQuinn McKenzie as Capote WhittakerMelody Perera as Anouk KalharaStefano Perti as Dennis Lang and JoeStewart Evan Smith as Taylor KelleyAlexander Stravinski as The Host and Abraham(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:-Physical and bodily trauma-Choking and suffocating noises-Violence and threats of violence-Implied cruelty towards animals-Hypnosis, mind control-Unwanted sexual advances-Insects, slugs, etcetera-Vomit and sounds resembling vomiting-Abuse of power/control-Illness-Death-Sudden loud noises-Use of weaponry-Exposure, being lost in wilderness-Domestic argument and struggle-Fire and explosives-StalkingPlease 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 hop on the mic to talk about spending money to make more money in your business, getting financial assistance with AI, how to decide where you should live and work in 2026, and agentic AI use cases. Meet lifestyle founders in Mexico this May Hang out exclusively with 7+ figure founders in DC BLACK Bento will beat your current email bill — up to 70% off or $300 in credits Live Well on Less Than You Think by Fred Brock “The End of the Office” by Andrew Yang “How to replace your bookkeeper with AI” by Dan Norris CHAPTERS (00:00:00) What Founders Are Talking About in Mexico This May (00:03:45) How to Spend Money to Make Money in Your Business (00:08:12) Using AI to Help You With Financials (00:19:16) How to Decide Where to Live and Work Remotely in 2026 (00:30:42) What's New With Agentic AI 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: How to Build a 6-Figure Digital Business with Claude Code 4 Ways to Start a Business From Scratch in 2026 Financial Traps & Profit Truths

It's YOUR time to #EdUp with Karolyn Pearson, Senior Executive Vice President Operations, EducationDynamics, Matt Harris, Sr. Director of Communications, & Scott Bacon, Senior Vice President for External Affairs, Jacksonville UniversityIn this episode, recorded Live from the 2026 InsightsEDU Conference in Fort Lauderdale, Florida, February 17-19,YOUR host is ⁠⁠Dr. Joe SallustioHow does AI create feedback loops for crisis comms by writing coverage in both positive & negative light to prepare for multiple scenarios?Why use AI as thought partner to craft narratives around financial challenges when media members are using AI too?What makes strategic PR shift narrative from lazy financial challenge coverage to addressing workforce needs with Mayo Clinic & Baptist Health partnerships?Listen in to #EdUpThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠& ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dr. Joe Sallustio⁠⁠⁠⁠⁠● Join YOUR EdUp community at ⁠The EdUp Experience⁠We make education YOUR business!P.S. Want to get early, ad-free access & exclusive leadership content to help support the show? Become an #EdUp Premium Member today!

There's a particular kind of clarity you get when you talk to someone who spends their days breaking into things for a living. Not with malice — with purpose. John Steigerwald, known to most in the industry simply as "Stigs," co-founded White Knight Labs in 2016 with a mission that sounds almost disarmingly simple: build the best penetration testing team anyone has ever seen, and actually deliver results. Nearly a decade later, the company has grown to 40 people, gone international, and is busier than ever. The question worth asking is: why?The uncomfortable answer, according to Stigs, is that the fundamental problems haven't changed. At all."Honestly, it's still 2015," he said during our most recent conversation on ITSPmagazine's Brand Story series. Not as a metaphor. As a diagnosis. The same misconfigurations, the same weak identity policies, the same unlocked back doors that red teamers were exploiting a decade ago are still wide open today. The apps built in a COVID-era frenzy — pushed out fast, tested never — are now running critical business infrastructure. And the organizations using them are only finding out when something breaks.What's changed is the surface area. Cloud, AI, Microsoft 365, vibe-coded production apps — each new layer of technology gets adopted at speed, and each one arrives carrying the same original sin: no one turned on the basics. Stigs used Microsoft 365 as a pointed example. Millions of businesses are running on it with DMARC turned off, default configurations untouched, Copilot layered on top, and not a single CIS Benchmark policy applied. "Every client is vulnerable," he said. "Not just 10% of clients. Every client."That's a striking statement. It's also, if you've been paying attention to breach headlines, not a surprising one.The AI angle adds a new and almost darkly comedic wrinkle. Vibe coding — the practice of using AI tools like Cursor or Claude to generate production-ready code at speed — has given entry-level developers intermediate-level output. Which sounds great, until you realize that the AI models many of them leaned on were trained on outdated, sometimes vulnerable data. Stigs described visiting multiple clients with nearly identical security weaknesses, all tracing back to the same ChatGPT-generated setup instructions. "You and your neighbor did the same thing," he told one client. That's not just a funny anecdote. It's a warning about what happens when an entire industry bootstraps its infrastructure from the same flawed source.And yet, Stigs isn't anti-AI. He uses it every day. He just sees it with the clarity of someone who also finds the holes it leaves behind. His prediction for the near future: a massive wave of secure code review requests, as companies start reckoning with the vibe-coded backlog they've been quietly accumulating. AppSec is about to have a very good year.Looking forward, White Knight Labs is watching the growing intersection of private sector expertise and government infrastructure testing with particular interest. Critical infrastructure in America, long overdue for rigorous physical and embedded testing, is starting to receive that attention. Stigs and his team are already in the room.What makes White Knight Labs different isn't just technical skill — it's the ability to communicate what they find in language that actually lands. In an industry full of reports that gather dust, that matters. The best penetration test in the world is useless if no one acts on it.The door is open. It's been open for years. The question is who you call to finally lock it.To learn more about White Knight Labs, visit their website or reach out directly. Listen to the full conversation on ITSPmagazine.GUESTJohn StigerwaltFounder at White Knight Labs | Red Team Operations Leaderhttps://www.linkedin.com/in/john-stigerwalt-90a9b4110/RESOURCESWhite Knight Labs:  https://whiteknightlabs.com_____________________________________________________________Are you interested in telling your story?▶︎ Full Length Brand Story: https://www.studioc60.com/content-creation#full▶︎ Brand Spotlight Story: https://www.studioc60.com/content-creation#spotlight▶︎ Brand Highlight Story: https://www.studioc60.com/content-creation#highlight Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Ben Ikwuagwu is a vocalist, performer, and entrepreneur who has spent over 15 years navigating the live events world. That firsthand experience, combined with a degree in operations and years working in corporate America, gives him a unique vantage point on what makes the industry run and where it breaks down. Now, as CEO & Co-Founder of Soundcheck Live, he is channeling both worlds into a single platform designed to simplify how live event professionals manage their work.What does an all-in-one operations platform for live events actually do? Soundcheck Live focuses on four core pillars: booking, scheduling, payments, and coordination. Ikwuagwu explains that every event, regardless of size, comes down to these four elements. The platform provides a centralized dashboard where teams can manage gig details, client communication, and payment information without juggling spreadsheets, text threads, and scattered documents.How is Soundcheck Live building differently? From day one, the team has built the product around its users. Pilots with bands, production companies, and venues shaped the tool from the ground up. With advances in AI, the feedback loop has accelerated dramatically. Focus group insights that once took weeks to implement now translate into working features in hours, giving users the feeling that the platform is being custom-built for their specific workflows.This is a Brand Highlight. A Brand Highlight is a ~5 minute introductory conversation designed to put a spotlight on the guest and their company. Learn more: https://www.studioc60.com/creation#highlightGUESTBen Ikwuagwu, CEO & Co-Founder of Soundcheck LiveOn LinkedIn: https://www.linkedin.com/in/benjaminikwuagwu/RESOURCESSoundcheck Live (Website): https://soundchecklive.io/Are you interested in telling your story?▶︎ Full Length Brand Story: https://www.studioc60.com/content-creation#full▶︎ Brand Spotlight Story: https://www.studioc60.com/content-creation#spotlight▶︎ Brand Highlight Story: https://www.studioc60.com/content-creation#highlightKEYWORDSBen Ikwuagwu, Soundcheck Live, Sean Martin, brand story, brand marketing, marketing podcast, brand highlight, live events, gig management, event operations, live music, booking platform, freelancer tools, event technology, live entertainment, artist management, talent agencies Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In the last few years I've started to notice something in my peers, colleagues and clients who are a few years deeper into their 40s — and a few years deeper into their marriage and life as parents: Things are starting to crack and fissure. Things that were a whisper of an issue before are now all encompassing. But are these big, life-altering cracks, or obstacles meant to drive a couple into its next evolution? Not the easiest of questions to contemplate. Not the easiest of questions to answer.I've been doing that work, asking those questions and surfacing those answers for years in my practice. I've now turned it into a formal program.In today's episode I'm discussing:Why things start to stir in our marriages/long term relationships at this point in lifeThe similarities I see between my single clients and married clients at this point in lifeWhy women, at this point in their marriages, wake up to how disconnected they can feel to their partners — how their role embodies more of 'Director of Operations' than a wife, partner or individualSome ways to navigate next steps, if you find yourself in this season of lifeQuestions mentioned in podcast:What version of myself am I missing right now?What do I long to feel or experience in my days that I don't have access to? What's driving that?In what ways have I been trying to get my partner to change — and what am I anticipating that change would do for me energetically, spiritually, emotionally? Is that something I could do for myself?Episode w/ Kara LoweintheilWork with me PrivatelyConnect on InstagramWebsitePodcast Production by James Jorge

If you're a real estate broker, brokerage owner, or managing broker, this episode is for you. AI is not just a content tool. The real leverage is using AI as an operations assistant to help you document systems, improve recruiting and onboarding, strengthen internal communication, build repeatable training, and reduce risk. In Episode 403, we walk through the top 5 operational areas where AI can create real efficiency and consistency inside your company. We also share practical examples, prompts you can adapt, and key guardrails brokers must keep in mind, including why you should never rely solely on AI for legal or contractual content. We also tie this into what we're building next at WBNL Coaching: AI Powered Customizable Operations Manuals for brokers and team leaders, designed to help you create a living, searchable, digital manual that evolves with your company. You will find the prompt here:  https://www.wbnlcoaching.com/blog/4prompts

Easton Training Center's Vice President and Director of Operations, Ian Lieberman, joins Eliot o kick off a three-part series on one of the most overlooked systems in martial arts schools: onboarding. This episode looks at what happens from the moment a lead clicks your website to the moment they set their first appointment — and why most schools get this stage completely wrong. The conversation covers the true cost of a lead, why response time matters more than world titles, how to structure a follow-up cadence that lasts months (not days), and why every school needs a CRM instead of relying on memory. If you want more students walking through your doors and fewer missed opportunities, this episode lays out the blueprint. Watch or listen to the full podcast on our blog: https://www.easton.online/blog/ Visit https://www.easton.online to sign up for our mailing list!

In this episode, the guys dive into how local regulations are tightening, license caps are expanding, and operators are feeling the squeeze. Then they break down the real world impact of Sarasota's controversial medallion system and what it signals for boat rental and water sports businesses everywhere. From moratoriums and insurance requirements to political blind spots and media narratives. Next they talk candidly about why waiting it out isn't a strategy. If you operate on public waterways, this is a practical, no fluff discussion on protecting your livelihood and staying profitable in an increasingly regulated environment. [SPONSORS] - This show is sponsored by Take My Boat Test and WaveRez.Show Links:Website: https://www.watersportpodcast.comFacebook Page: https://www.facebook.com/awgpodcastFacebook Group: https://www.facebook.com/groups/1155418904790489Instagram: https://www.instagram.com/awg_podcast/

SUMMARY: In this episode, Aaron and Terryn unpack why operations only feels "boring" when teams get stuck in loops or over-systemize without fresh challenges. They share how staying engaged in ops requires intentionally creating space for new problems to solve—delegating repeatable work, developing people underneath you, and continuously taking on new projects that re-engage your brain. The conversation emphasizes leadership responsibility: keep your team energized by aligning roles with what excites them while still accepting that some grind is part of building strong operators. They then deep-dive into recruiting—especially overseas hiring and VAs—breaking down a practical, human-first hiring process: real screening (not just keyword filters), staged interviews, trials, and personality fit. Aaron and Terryn outline where VAs work best (task-based ops, customer support, data work, marketing ops) and where they don't (high-risk or ultra-niche expert roles like ad buying or financial control). The episode closes with a framework for smart global hiring: match role complexity to talent level, design clear SOPs, be intentional about time zones and customer-facing communication, and structure your org so overseas support amplifies—not replaces—high-touch leadership roles.   Minute by Minute: 00:00 The Excitement of Operations 06:11 Engagement and Delegation in Leadership 11:36 Effective Recruiting Strategies 17:30 Navigating Virtual Assistance 23:05 Final Thoughts and Reflections

Episode Summary What separates world-class customer experience companies from everyone else? It's not budget. It's not luck. It's a system. In Part 1 of this two-part series on the Customer Service Revolution podcast, John DiJulius — founder of The DiJulius Group and the CX architect behind Chick-fil-A, Starbucks, Nestle, Ritz-Carlton, and top hospitals, financial institutions, and luxury resorts worldwide — begins breaking down the 10 Commandments of Customer Experience: the gold-standard methodology that has transformed how C-suite leaders design, implement, and sustain world-class customer and employee experiences. This episode covers the first half of the framework — from igniting your CX revolution to building your signature experience and creating a zero risk organization. Part 2 (next week) will cover the employee experience, training, and implementation commandments. This isn't theory. This is the actual operating system behind the most admired brands in the world — codified, structured, and sequenced so any organization can implement it. What You'll Learn in Part 1 •       Why John created the 10 Commandments: The frustration of watching great CX collapse as companies scale — and the realization that no one had ever codified how world-class companies actually do it •       Commandment 1 — Ignite the CX Revolution: How to draw a line in the sand as a CEO and make customer obsession a non-negotiable organizational commitment (includes the 'Day in the Life of a Customer' video tool used in new hire orientation) •       The Customer Experience Action Statement: Why mission statements don't drive behavior — and how one action statement built on 3 pillars aligns every employee in every interaction •       The Never & Always Tool (Customer Bill of Rights): The fastest and most immediately transformational CX tool in the framework — 8-10 non-negotiable standards that eliminate employee roulette, department roulette, and location roulette •       Commandment — Signature Experience Design: How journey mapping from the customer's vantage point creates a differentiated experience that makes your brand impossible to replicate •       Zero Risk Organization: What it truly means (hint: it's not about never dropping the ball) — and how empowering frontline employees to recover brilliantly creates loyalty no marketing budget can buy •       Above & Beyond Culture at Scale: Why telling employees to 'go above and beyond' doesn't work — and the top-of-mind awareness system that makes wow moments a daily norm •       The North Star Framework: Why 'flavor of the month' management destroys CX consistency — and how anchoring to one methodology creates shared language, accountability, and lasting culture change •       Tune in next week for Part 2: The employee experience, attraction and hiring, training and implementation, and leadership commandments Key Insights for C-Suite Leaders •       "Good isn't good enough. If you want to be the most customer-obsessed company in your industry, okay is the enemy." — John DiJulius •       "The number one CX problem is consistency — and the root cause is 100 different personal interpretations of what great service means." — John DiJulius •       "When you tell 100 employees to deliver genuine hospitality and don't define it, one person thinks a head nod counts. You need it trainable, observable, measurable, and actionable." — John DiJulius •       "Technology doesn't differentiate you. Technology keeps you at pace. Your signature experience is what makes price irrelevant." — John DiJulius •       "The 10 Commandments don't change. The internet came. Social media came. AI is coming. Those are tools within the commandments — not new commandments." — John DiJulius Who This Episode Is For •       CEOs and C-suite executives building or rebuilding their CX strategy •       Chief Experience Officers and CX Directors seeking a proven, scalable framework •       VP of Customer Success leaders struggling with inconsistency across teams or locations •       Operations leaders who want to eliminate service defects and reduce complaint volume •       HR and L&D leaders designing onboarding and training that actually changes behavior •       Entrepreneurs and founders who want to scale culture without losing quality •       Any leader who has tried to improve customer experience and hit a wall   Links: The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test:  https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Ask John!  Submit your questions for John, to be aired on future episode:  tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ Books:  https://thedijuliusgroup.com/shop/ Contacts:  Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Here's a truth bomb: Your residents don't need you to be perfect.They need you to be reliable.In this Multifamily Collective tip of the day, Mike Brewer zeroes in on the real trust-builder in our industry: consistency.Because guess what?Inconsistency breaks trust faster than mistakes.It's not about always getting it right.It's about always showing up.Consistency shows up in:Response timesTone of communicationFollow-throughDecision-makingEven when outcomes fall short, predictability builds confidence. And that confidence is what makes residents renew, teams stay engaged, and communities remain stable, even when emotions run high.Mike drops this gem: Perfection is fragile. Consistency is durable.In a world full of emotionally charged moments—whether with residents, team members, or vendors, how you show up matters. The space between the catalyst and the outcome is called choice.And in property management, that choice defines your leadership.Stay calm.Stay consistent.Deliver even when it's hard.Because of your ability to handle tough conversations with grace, clarity, and confidence?That's the glue that holds your community together.Like the way Mike breaks it down?Hit Like. Subscribe.And keep showing up.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaSupport comes from: https://www.365connect.com/?utm_campaign=mmnHosted by: https://www.multifamilymedianetwork.com

Sometimes, the boldest move you can make is simply telling the truth.In today's Multifamily Collective tip, Mike Brewer reminds us that boldness is transparency.When residents, team members, or owners ask hard questions, you don't have to know everything.But you do have to be clear.-

You spent the time. You wrote the SOPs.And now—they sit.Unopened.Unread.Unfollowed.That's shelfware. And in multifamily, shelfware SOPs are silent killers of consistency, trust, and performance.In today's episode of Multifamily Collective, Mike Brewer lays it out: SOPs fail when they're static. The market moves. Regulations shift. Teams evolve. And if your SOPs don't change with them, they stop being relevant—and start hurting your credibility.Real talk:If a process can't be followed on a chaotic Friday afternoon, it's not done.If your SOPs don't reflect reality, they'll be ignored.And if outdated steps make your team look foolish?You'll lose trust. Internally and externally.So how do you fix it?Mike shares a practical gem:

Let's be honest—most escalations don't start at the end.They start at the beginning—when expectations weren't set, when communication didn't happen, and when silence was mistaken for service.In today's Multifamily Collective tip, Mike Brewer shines a light on a silent killer of trust: missed expectations + no updates = guaranteed escalation.

Here's the hard truth:Silence speaks.And in multifamily, it says the wrong thing—every time.In today's Multifamily Collective entry, Mike Brewer puts the spotlight on a common leadership blind spot: not communicating.When leaders go quiet, teams, residents, and owners don't stay calm.They fill in the blanks.They write scripts in their minds.And those scripts? Usually worse than reality.

Let's be honest, most escalations don't start at the end.They start at the beginning, when expectations weren't set, when communication didn't happen, and when silence was mistaken for service.In today's Multifamily Collective tip, Mike Brewer shines a light on a silent killer of trust: missed expectations + no updates = guaranteed escalation.Clear timelines.Proactive updates.Visible ownership.When these are missing, even your best systems fail—and guess who gets the angry email? Leadership.The real breakdown? It often begins long before that final phone call.Here's the kicker:People will fill in the silence with assumptions.And those assumptions almost always spiral toward frustration.Mike's tip? Overcommunicate. Even when there's nothing new to say.“Still no update, but we haven't forgotten you.”“Just checking in, we're still working on it.”That little moment of reassurance can stop a full-blown escalation in its tracks.And remember this powerful visual from Mike:If you let your emotions run wild, you're handing the string to someone else, letting them jerk you around.Instead, stay grounded. Stay calm. Stay clear.Because provocation sparks escalation.Clarity and tone create resolution.You don't need to solve everything in one call.But you do need to be the steady voice that cools the heat and earns trust.Like what you're learning from Mike?Subscribe to Multifamily Collective.Tap Like.And go update that resident, even if the update is “we're still on it.”MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

multifamily, communication strategy, leadership clarity, property management, rework prevention, team alignment, investor communication, resident engagement, message repetition, trust through transparency

You meant well.You wanted to help.But now you're a one-star review.In today's Multifamily Collective tip, Mike Brewer unpacks the hidden cost of overpromising—a silent trust-breaker in property management.It feels good in the moment.You say “yes” with the best intentions.But when reality hits and delivery falls short, you go from hero to zero in the blink of a review.Here's the truth:Residents don't need lofty promises. They need follow-through.Strong operators know this.They underpromise, then overdeliver.They communicate early when plans shift.They keep residents in the loop—even if the news isn't great.Because silence?Silence kills trust.Mike's tip:

Want to move faster?Want fewer meetings, shorter emails, and smoother decisions?Then build trust.In today's Multifamily Collective tip of the day: Trust reduces friction.When your teams trust you—and each other—everything accelerates:Conversations get shorterDecisions get fasterForgiveness comes easierBut trust doesn't fall from the sky.You earn it through transparency, consistency, and follow-through.You lose it through silence, defensiveness, and missed commitments.Here's the big idea: Trust is efficient.In a high-trust environment, you don't waste mental energy double-checking motives or second-guessing promises. You just execute.Sure, we all slip. Life happens.But when your track record says “I can be counted on”, those rare misses don't break you—they're absorbed by the trust you've already built.And in this high-speed era fueled by AI, social media, and information overload, trust gives your operation a massive edge.I see a world where eye contact and handshakes still matter.Where trust isn't built on tech but on truth.And until that day, your job is simple:Be trustworthy. Create trust. Move faster.If that resonated, give it a Like.Subscribe for more straight-shooting, real-talk tips from Mike.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

Welcome back to Warehouse and Operations as a Career. I'm Marty, and today we're talking about a piece of equipment that almost everyone in our industry recognizes, but not everyone fully understands it. If you're a long time listener you'll remember I spent about 6 years operating it on the 2nd shift, in the outbound operations within the food service distribution arena. We're going to talk about the cherry picker today. Now its proper name, or if your ordering one from the manufacturer, it'll be referred to as an order picker. This machine helped shape the modern warehouse, the newer e-commerce departments, and really, distribution as a whole. It's increased productivity, allowed us to build higher racking, with many more selection slots, helping reduce the buildings footprint, reducing the cost of real-estate needed. But it's also one of the most unforgiving pieces of equipment to operate. So today, I want to really walk through where the order picker came from, why it exists, what it's good at, where and what it struggles with, how it's used, and most importantly, the dangers, limitations, and responsibility that come with it. This isn't just about the equipment. And I know I harp on it, but it's about our mindset, maturity, and our career. And you ought to know, I'm going to take this opportunity to again stating that you should never get on or even touch a piece of equipment or machine that you have not been trained and certified to be on. Now that all that’s out of the way, let’s talk about the cherry picker! Believe it or not, the cherry picker didn't start in a warehouse. Its earliest versions were used in agriculture, specifically for harvesting fruit. Farmers needed a way to lift workers safely into trees so they could hand-pick produce without ladders or unsafe climbing. The concept was simple, instead of bringing the fruit down, bring the worker up. As warehousing evolved, especially in the mid-20th century, that same idea became essential indoors. Warehouses started growing up instead of out. Land became expensive. Inventory counts increased. SKU or item counts exploded. Full pallets weren't always the answer anymore. Traditional forklifts could move pallets just fine, but they couldn't safely lift people to pick individual cases. And that's where the order picker was born. By combining a powered industrial truck with an elevated operator platform, warehouses could store product higher, pick individual cases efficiently, reduce walking and ladder use, and dramatically increase picking productivity. Over time, these machines were refined with better controls, safety systems, harness requirements, and more stable designs. What we ended up with is one of the most productive, and demanding machines in the building. The defining feature of an order picker is simple but powerful, the operator rises or goes up in the air, up to the higher pick slots with the platform and forks, with a pallet usually. And that changed everything. Instead of pulling pallets down to floor level or relying on ladders and mezzanines, the operator works directly at the pick face or pick slot. Here's why that matters. First, vertical access. Order pickers allow warehouses to fully utilize high-bay racking. Space that would otherwise be wasted becomes valuable inventory real estate. Second, case-level picking. This machine is built for piece and case selection, not full pallet movement. That makes it ideal for retail, grocery, and e-commerce operations where accuracy matters as much as or more than speed. Third, productivity and accuracy. A trained operator following a clean pick path can maintain a strong cases-per-hour average while reducing errors, with less walking, less searching for the product, less backtracking. And fourth, when used properly, reduced physical strain. The machine does the lifting, not the operator. No constant ladder climbing. No unsafe stretching to reach the product. And no carrying cases long distances. But, and this is a biggie, all of those benefits only exist when the equipment is used correctly and the warehouse is layed out and slotted properly. It needs to be said that order pickers are a specialized piece of equipment. They are not one-size-fits-all machines. They perform best in the high-bay warehouses, and narrow-aisle configurations. They require clean, dry, flat floors, and facilities with defined pick paths and in operations with high SKU and item counts. They are common in retail distribution centers, grocery warehouses and those large e-commerce fulfillment operations. They are not ideal for outdoor use, on uneven or damaged flooring, and up front in our dock areas or congested pedestrian zones and walkways. If your facility isn't designed for elevated picking, an order picker becomes more risk than reward. Now we get to the part that separates training from experience. The order picker is one of the most dangerous pieces of equipment in the warehouse if misused. The biggest risk is obvious, falls from height. That's why harnesses and are not optional and why lanyards must be properly anchored and why gates must be closed before elevation. A fall from an order picker is rarely a minor incident. It's usually life-altering or worse. Another major risk is stability. Order pickers are designed to lift vertically, not travel or turn at height. Sudden movements, improper positioning, or failure to fully lower before traveling can and will create serious tip-over hazards. Then there are the pinch points and struck-by hazards. Operators work inches from steel racking, the beams, and product. One moment of distraction can result in crushed fingers, head injuries, or worse. And I want to point out, one of the most common unsafe behaviors, and that is overreaching. Instead of repositioning the truck, operators may stretch just a little farther. That's when our balance can be or is lost, and that's when falls happen. Your machine will always win that fight. A professional order picker operator follows a rhythm and the rules. It starts with his or her pre-shift inspection. Brakes, tires, controls, mast, chains, horn, lights, harness, and lanyard. This isent just more paperwork or a law, it's self-preservation! Mounting the platform means three points of contact. Harness on. Lanyard secured and the gate closed and latched. Traveling means forks down, eyes up, horn used when needed, and awareness of surroundings. When elevating, the operator is square to the rack, lifts smoothly, and keeps their body inside the platform. No leaning and no shortcuts. After the pick is completed, the platform comes all the way down before travel every time. That consistency, following the procedure is what prevents injuries. Lets see, what else, uh, let’s talk about some of the controls. Theres several different models but most order pickers share common controls, forward and reverse travel, lift and lower, steering controls, a horn, an emergency stop, a deadman switch, and a battery indicator, and a pallet clamp or pallet grab vice. A trained operator doesn't just know what each control does. They know to use them. It's important to understand that training is not optional. Operating an order picker is not a right, and it's a lot of responsibility. Of course that proper training includes classroom instruction, demonstration of the controls and handling, a hands-on evaluation, a review of the site-specific hazards and the observation and certification. Our powered industrial truck training or PIT training. And here's another opportunity for me to state to never, ever, get on or touch a piece of equipment or machine that you've not been trained or certified to be on or operate! And remember that authorization can be removed if unsafe behavior is observed or we don't act and operate it responsibly, and that's not punishment, that's our own fault and for our own good and the good of others. Because the goal isn't speed. The goal is going home. Here's the bigger takeaway. The order picker rewards discipline, patience, awareness and respect for process and position. By the way, those same traits are what make great leads, supervisors, and managers. People who master this equipment often become the people others trust because they understand the consequences. The cherry picker teaches you that rushing doesn't save time. Shortcuts don't make you efficient and safety isn't a rule, it's a responsibility. I loved my time on the cherry picker, it is one of the most powerful tools in the warehouse and one of the most dangerous when disrespected. The difference in those two statements isn't the machine. It's the operator. I always love talking about the many different pieces of equipment and the machines we use in our industry. If you have any positions or tools used in the light industry world, shoot us an email to host@warehouseandoperationsasacareer.com or post a comment on our Facebook page using @whseops, or hit us up on Instagram at waocpodcast and I'll do my best to find us an answer! Well, I hope you enjoyed today’s episode and thanks for spending your time with us, and I'd appreciate it if you'd share the show with a friend or two! Remember to respect our equipment, to be safe at all we do, and that we have others depending on us and waiting for us to return home each day! Y'all be safe out there!

Events are more than just experiences; they're pressure cookers where every operational decision converges at once. In this episode of The Ops Authority Podcast, I'm joined by event producer Shay Wheat to explore the operations behind live events that most people never see. From reverse engineering strategy to leveraging AI, Shay shares the systems that support high-stakes events without burning out the operators holding them together. Whether you're managing your first summit or producing your fiftieth conference, this episode will transform how you think about event operations. For full show notes, check out  www.TheOpsAuthority.com/podcast/298Natalie Gingrich Stay Connected: Join the Ops Insiders FREE Facebook community! Other Ways to Connect with Me: Facebook Page Instagram  

Register for the LIVE GovClose Workshop! Houston TX 25 March 2025https://www.govclose.com/workshopGovClose Certification Overview: https://www.govclose.comMost companies think government funding works like a normal bank account. It does not.The federal government uses strict funding rules tied to appropriation law, fiscal year timing, and what is commonly called the “Colors of Money.” These rules determine whether a contract can legally be awarded, not just whether an agency says it has funding available.In this video, I break down the three-part framework that controls every federal dollar: purpose, time, and amount. You will learn how funding categories like Operations and Maintenance (O&M), Research Development Test and Evaluation (RDT&E), Procurement, and Military Construction (MilCon) impact contract timing, pipeline forecasting, and win probability.I also explain fallout funds and why a large percentage of federal contract obligations happen in Q4. Understanding how funding expires, when agencies identify excess funds, and how experienced contractors position early can change how you build and forecast your federal pipeline.This lesson is based on real acquisition experience and federal spending data patterns. Fall Out FundsThis video is for government contractors, federal sales teams, consultants, and companies entering the federal market who want to understand how government funding actually drives contract awards.Chapters00:00 Why Government Money Is Different From Commercial Money00:45 The Three Rules That Control Federal Spending: Purpose Time Amount02:45 Colors of Money Explained: O&M RDT&E Procurement MilCon03:45 Why Funding Type Determines If You Can Win The Contract04:30 Federal Fiscal Year Timing And Funding Obligation Windows05:45 How Funding Timelines Change Contract Award Timing07:00 Questions Smart Contractors Ask About Government Funding09:30 Why Roughly 40 Percent Of Federal Obligations Happen In Q410:00 Fallout Funds And End Of Year Federal Spending Patterns11:30 How Contractors Position Early For Fallout Funds Opportunities

In this episode of The Produce Moms Podcast, host Lori Taylor sits down with Marjory Walker, Vice President of Council Operations at the National Cotton Council of America, to explore the often-overlooked world of fiber agriculture and why what we wear matters.

Kiren Sekar of Samsara talks about what they do; data, AI and unification; improving driver safety; and cutting costs whilst boosting engagement.    IN THIS EPISODE WE DISCUSS:   [3.19] An introduction to Kiren, his background, and why supply chain is a big opportunity to make an impact. "What's always motivated me is solving hard technical problems that have big impact in the world." [07.16] How the Samsara founding teams' vision, that sensors and software could impact the world of physical operations at a global scale, led them to establish Meraki and ultimately Samsara. [11.23] An overview of Samsara, and how they helped DHL cut asset-related costs by approximately 49% and put a clear focus on driver safety. "We saw, across the industry, that keeping folks safe out on the road was becoming a bigger and bigger challenge, and the cost of accidents was getting higher and higher." [15.40] The role of habits in change management, and why leading consumer apps have played a key role in Samsara's product design. "Strava, Duolingo… There's really effective ways these apps can change habits. Gamification, leaderboards, friendly competition, rewards… We've built those types of experiences into our product." [18.44] The ideal customer for Samsara. [20.59] From safety to efficiency, the common challenges Samsara customers are looking to solve, and why digitization is their critical opportunity. "We now have a digitally native set of leaders at many of these companies. They have all the cutting edge technology in their personal life… and they want to be at the forefront." [25.36] What the discovery, solution development, onboarding and integration process looks like with Samsara, and why being flexible and fast-to-value is key. [29.51] How the Samsara platform allows teams to run all operations from one place, and the big benefits to unification. "It starts with unified data. Historically there were technologies for driver safety, GPS tracking, compliance, digital documents – and they were all siloed… You end up with fragmentation and complexity. It doesn't work, and it doesn't scale." "Collaboration is a fundamentally human thing. But it's really inhibited when each person has a different view of the world." [34.33] How Samsara Intelligence leverages AI to drive impact for customers. [38.55] A case study exploring how Samsara helped Mohawk improve driver safety and reduce miles driven, and how the technology changed their relationship with drivers. "It translates to bottom line savings and increases driver engagement, which turns into lower turnover and vacancies." [40.50] The future for Samsara, and why data is helping them build solutions that were previously impossible. "There are still so many unsolved problems in the world of operations. And we're still in the early days of how technology can improve safety, efficiency and sustainability." RESOURCES AND LINKS MENTIONED:   Head over to Samsara's website now to find out more and discover how they could help you too. You can also connect with Samsara and keep up to date with the latest over on LinkedIn, Instagram, YouTube, Facebook and X (Twitter), or you can connect with Kiren on LinkedIn. Check out our other podcasts HERE.

As challenging as it is to execute a large-scale banquet or orchestrate the line in a busy restaurant, it can't compare to that first time you stand in front of a class filled with students – some of whom who are excited to learn while others are not quite sure. You may know "how" tasks are accomplished in the kitchen, your taste receptors are likely fine-tuned, and your ability to problem-solve is never questioned, but now, it's all about different learning styles, patience, coaxing with encouragement while never faltering from your high standards, critiquing instead of criticizing, and giving the right amount of attention to each member of the class. Transitioning from operations chef to teacher is challenging and rewarding at the same time. Join CAFÉ Talks Podcast for a chat with Chef Kevin McCarthy from Paul Smith's College as he reflects on his experience in doing just that.

We welcome back Dennis Goedheid from Casiola alongside Russ Kraft to break down the future of why Casiola is expanding, brand, direct vs OTA bookings, results of operational excellence and a LOT more. Enjoy!⭐️ Links & Show NotesAdam NorkoConrad O'Connell Dennis Goedheid Russ KraftCasiola Casiola Franchising 

Heart of a Man is a men's community based our Carmel, IN. We exist to deeply connect men with a brotherhood equally committed to learning, growing, walking through life together and deepening in faith. Our mission is to build men into character-driven, committed disciples of Jesus, equipped to forge healthy, life-giving relationships at home, at work, and in their communities. Today's lesson is from Director of Operations, Kyle Moore, taking us through Matthew 12, where we see a battle ensuing between Jesus and the Pharisees. Kyle challenges us with question: When looking at the works of Jesus and the works of the Pharisees, who ultimately do you look more like? Please visit us at www.heartofaman.org to learn more, to contact us, to purchase merchandise, donate to our ministry (we are a 501c3 and all donations are tax-deductible) or to join us in-person for one of our many Bible studies and classes!

Without a proper system, many investors struggle to reach their goals or face frustrating roadblocks. In this episode, the financial coaches discuss the order of operations for building passive income, emphasizing the importance of having a well-structured approach to create long-term financial success. They break down the key steps needed to establish a repeatable passive income strategy that works, from starting small to building on your successes.The coaches also talk about the importance of cash flow and how it plays a pivotal role in turning passive income into a sustainable source of wealth. Whether you're just starting or looking to optimize your current strategy, you'll get actionable tips and insights to help you create a lasting income stream.Master the order of operations for passive income and don't miss this essential guide for your journey toward financial freedom.Top three things you will learn:-The importance of starting with the right order of operations-How to optimize cash flow and why it is the key to building long-term wealth-Steps to scale passive income effectivelyDisclaimer: The opinions expressed on this podcast are solely those of the hosts and guests and do not constitute financial advice. Always consult a licensed professional for financial decisions.This episode is sponsored by a podcast show partner. We may receive compensation if you use links or services mentioned in this episode.The hosts may have a financial interest in the programs or services mentioned in this episode.

Unlock the secrets of mental toughness and spiritual growth with Jim Rose, VP of Operations at Pilot Flying J. This episode serves as a masterclass in resilient leadership, challenging the idea that we are victims of our environment and proving that true power lies in mastering the internal landscape. Key Insights Include: Mind Over Circumstance: Why elite leaders focus on controlling their internal response rather than trying to manage uncontrollable external variables. The Vulnerability Accelerator: How embracing transparency and doing "hard things" fosters deep interdependence and builds unbreakable trust within teams. The "Crack in the Earth" Analogy: A practical framework for navigating tough conversations and resolving conflict before it scales into a crisis. The Power of Solitude: Why intentional isolation and mindset shifts are necessary tools for nervous system regulation and personal transformation. Conquering the Plateau: Strategies for maintaining a growth mindset when progress feels stagnant and using discomfort as a catalyst for dreaming bigger. Whether you're a high achiever feeling stuck or a leader looking to fortify your team's culture, Rose's blueprint emphasizes that resilience is a practiced discipline. Listen now to discover why pushing past your comfort zone is the only way to align your performance with your potential.

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In this episode, Emily Moorhead, President of the Macomb Market at Henry Ford Health, shares how she is leading operational and workforce stabilization amid rapid growth and industry headwinds. She discusses financial sustainability, staff engagement, patient safety, and making disciplined decisions to support long-term access, trust, and community-centered care.

Guest: Patrick K. O'Donnell. A failed Union raid on Richmond carrying orders to kill Jefferson Davis prompts the Confederacy to escalate irregular warfare and political influence operations. As the Confederate Secret Service aids the Copperhead movement, author Herman Melville embeds with Union cavalry to witness the hunt for the elusive John Mosby1880 GAR PICNIC MN

Last time we spoke about the beginning of the Nomohan incident. On the fringes of Manchuria, the ghosts of Changkufeng lingered. It was August 1938 when Soviet and Japanese forces locked in a brutal standoff over a disputed hill, claiming thousands of lives before a fragile ceasefire redrew the lines. Japan, humiliated yet defiant, withdrew, but the Kwantung Army seethed with resentment. As winter thawed into 1939, tensions simmered along the Halha River, a serpentine boundary between Manchukuo and Mongolia. Major Tsuji Masanobu, a cunning tactician driven by gekokujo's fire, drafted Order 1488: a mandate empowering local commanders to annihilate intruders, even luring them across borders. Kwantung's leaders, bonded by past battles, endorsed it, ignoring Tokyo's cautions amid the grinding China War. By May, the spark ignited. Mongolian patrols crossed the river, clashing with Manchukuoan cavalry near Nomonhan's sandy hills. General Komatsubara, ever meticulous, unleashed forces to "destroy" them, bombing west-bank outposts and pursuing retreats. Soviets, bound by pact, rushed reinforcements, their tanks rumbling toward the fray. What began as skirmishes ballooned into an undeclared war.   #189 General Zhukov Arrives at Nomohan Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Though Kwantung Army prided itself as an elite arm of the Imperial Japanese Army, the 23rd Division, formed less than a year prior, was still raw and unseasoned, lacking the polish and spirit typical of its parent force. From General Michitaro Komatsubara downward, the staff suffered a collective dearth of combat experience. Intelligence officer Major Yoshiyasu Suzuki, a cavalryman, had no prior intel background. While senior regimental commanders were military academy veterans, most company and platoon leaders were fresh reservists or academy graduates with just one or two years under their belts. Upon arriving in Manchukuo in August 1938, the division found its Hailar base incomplete, housing only half its troops; the rest scattered across sites. Full assembly at Hailar occurred in November, but harsh winter weather curtailed large-scale drills. Commanders had scant time to build rapport. This inexperience, inadequate training, and poor cohesion would prove costly at Nomonhan. Japan's army held steady at 17 divisions from 1930 to 1937, but the escalating China conflict spurred seven new divisions in 1938 and nine in 1939. Resource strains from China left many under-equipped, with the 23rd, stationed in a presumed quiet sector, low on priorities. Unlike older "rectangular" divisions with four infantry regiments, the 23rd was a modern "triangular" setup featuring the 64th, 71st, and 72nd. Materiel gaps were glaring. The flat, open terrain screamed for tanks, yet the division relied on a truck-equipped transport regiment and a reconnaissance regiment with lightly armored "tankettes" armed only with machine guns. Mobility suffered: infantry marched the final 50 miles from Hailar to Nomonhan. Artillery was mostly horse-drawn, including 24 outdated Type 38 75-mm guns from 1907, the army's oldest, unique to this division. Each infantry regiment got four 37-mm rapid-fire guns and four 1908-era 75-mm mountain guns. The artillery regiment added 12 120-mm howitzers, all high-angle, short-range pieces ill-suited for flatlands or anti-tank roles. Antitank capabilities were dire: beyond rapid-fire guns, options boiled down to demolition charges and Molotov cocktails, demanding suicidal "human bullet" tactics in open terrain, a fatal flaw against armor. The division's saving grace lay in its soldiers, primarily from Kyushu, Japan's southernmost main island, long famed for hardy warriors. These men embodied resilience, bravery, loyalty, and honor, offsetting some training and gear deficits. Combat at Nomonhan ramped up gradually, with Japanese-Manchukuoan forces initially outnumbering Soviet-Mongolian foes. Soviets faced severe supply hurdles: their nearest rail at Borzya sat 400 miles west of the Halha River, requiring truck hauls over rough, exposed terrain prone to air strikes. Conversely, Hailar was 200 miles from Nomonhan, with the Handagai railhead just 50 miles away, linked by three dirt roads. These advantages, plus Europe's brewing Polish crisis, likely reassured Army General Staff and Kwantung Army Headquarters that Moscow would avoid escalation. Nonetheless, Komatsubara, with KwAHQ's nod, chose force to quash the Nomonhan flare-up. On May 20, Japanese scouts spotted a Soviet infantry battalion and armor near Tamsag Bulak. Komatsubara opted to "nip the incident in the bud," assembling a potent strike force under Colonel Takemitsu Yamagata of the 64th Infantry Regiment. The Yamagata detachment included the 3rd Battalion, roughly four companies, 800 men, a regimental gun company, three 75-mm mountain guns, four 37-mm rapid-fires, three truck companies, and Lieutenant Colonel Yaozo Azuma's reconnaissance group, 220 men, one tankette, two sedans, 12 trucks. Bolstered by 450 local Manchukuoan troops, the 2,000-strong unit was tasked with annihilating all enemy east of the Halha. The assault was set for May 22–23. No sooner had General Komatsubara finalized this plan than he received a message from KwAHQ: "In settling the affair Kwantung Army has definite plans, as follows: For the time being Manchukuoan Army troops will keep an eye on the Outer Mongolians operating near Nomonhan and will try to lure them onto Manchukuoan territory. Japanese forces at Hailar [23rd Division] will maintain surveillance over the situation. Upon verification of a border violation by the bulk of the Outer Mongolian forces, Kwantung Army will dispatch troops, contact the enemy, and annihilate him within friendly territory. According to this outlook it can be expected that enemy units will occupy border regions for a considerable period; but this is permissible from the overall strategic point of view". At this juncture, Kwantung Army Headquarters advocated tactical caution to secure a more conclusive outcome. Yet, General Michitaro Komatsubara had already issued orders for Colonel Takemitsu Yamagata's assault. Komatsubara radioed Hsinking that retracting would be "undignified," resenting KwAHQ's encroachment on his authority much as KwAHQ chafed at Army General Staff interference. Still, "out of deference to Kwantung Army's feelings," he delayed to May 27 to 28. Soviet air units from the 57th Corps conducted ineffective sorties over the Halha River from May 17 to 21. Novice pilots in outdated I 15 biplanes suffered heavily: at least 9, possibly up to 17, fighters and scouts downed. Defense Commissar Kliment Voroshilov halted air ops, aiding Japanese surprise. Yamagata massed at Kanchuerhmiao, 40 miles north of Nomonhan, sending patrols southward. Scouts spotted a bridge over the Halha near its Holsten junction, plus 2 enemy groups of ~200 each east of the Halha on either Holsten side and a small MPR outpost less than a mile west of Nomonhan. Yamagata aimed to trap and destroy these east of the river: Azuma's 220 man unit would drive south along the east bank to the bridge, blocking retreat. The 4 infantry companies and Manchukuoan troops, with artillery, would attack from the west toward enemy pockets, herding them riverward into Azuma's trap. Post destruction, mop up any west bank foes near the river clear MPR soil swiftly. This intricate plan suited early MPR foes but overlooked Soviet units spotted at Tamsag Bulak on May 20, a glaring oversight by Komatsubara and Yamagata. Predawn on May 28, Yamagata advanced from Kanchuerhmiao. Azuma detached southward to the bridge. Unbeknownst, it was guarded by Soviet infantry, engineers, armored cars, and a 76 mm self propelled artillery battery—not just MPR cavalry. Soviets detected Azuma pre dawn but missed Yamagata's main force; surprise was mutual. Soviet MPR core: Major A E Bykov's battalion roughly 1000 men with 3 motorized infantry companies, 16 BA 6 armored cars, 4 76 mm self propelled guns, engineers, and a 5 armored car recon platoon. The 6th MPR Cavalry Division roughly 1250 men had 2 small regiments, 4 76 mm guns, armored cars, and a training company. Bykov arrayed north to south: 2 Soviet infantry on flanks, MPR cavalry center, unorthodox, as cavalry suits flanks. Spread over 10 miles parallel to but east of the Halha, 1 mile west of Nomonhan. Reserves: 1 infantry company, engineers, and artillery west of the river near the bridge; Shoaaiibuu's guns also west to avoid sand. Japanese held initial edges in numbers and surprise, especially versus MPR cavalry. Offsets: Yamagata split into 5 weaker units; radios failed early, hampering coordination; Soviets dominated firepower with self propelled guns, 4 MPR pieces, and BA 6s, armored fighters with 45 mm turret guns, half track capable, 27 mph speed, but thin 9 mm armor vulnerable to close heavy machine guns. Morning of May 28, Yamagata's infantry struck Soviet MPR near Nomonhan, routing lightly armed MPR cavalry and forcing Soviet retreats toward the Halha. Shoaaiibuu rushed his training company forward; Japanese overran his post, killing him and most staff. As combat neared the river, Soviet artillery and armored cars slowed Yamagata. He redirected to a low hill miles east of the Halha with dug in Soviets—failing to notify Azuma. Bykov regrouped 1 to 2 miles east of the Halha Holsten junction, holding firm. By late morning, Yamagata stalled, digging in against Soviet barrages. Azuma, radio silent due to faults, neared the bridge to find robust Soviet defenses. Artillery commander Lieutenant Yu Vakhtin shifted his 4 76 mm guns east to block seizure. Azuma lacked artillery or anti tank tools, unable to advance. With Yamagata bogged down, Azuma became encircled, the encirclers encircled. Runners reached Yamagata, but his dispersed units couldn't rally or breakthrough. By noon, Azuma faced infantry and cavalry from the east, bombardments from west (both Halha sides). Dismounted cavalry dug sandy defenses. Azuma could have broken out but held per mission, awaiting Yamagata, unaware of the plan shift. Pressure mounted: Major I M Remizov's full 149th Regiment recent Tamsag Bulak arrivals trucked in, tilting odds. Resupply failed; ammo dwindled. Post dusk slackening: A major urged withdrawal; Azuma refused, deeming retreat shameful without orders, a Japanese army hallmark, where "retreat" was taboo, replaced by euphemisms like "advance in a different direction." Unauthorized pullback meant execution. Dawn May 29: Fiercer Soviet barrage, 122 mm howitzers, field guns, mortars, armored cars collapsed trenches. An incendiary hit Azuma's sedan, igniting trucks with wounded and ammo. By late afternoon, Soviets closed to 50 yards on 3 fronts; armored cars breached rear. Survivors fought desperately. Between 6:00 and 7:00 p.m., Azuma led 24 men in a banzai charge, cut down by machine guns. A wounded medical lieutenant ordered escapes; 4 succeeded. Rest killed or captured. Komatsubara belatedly reinforced Yamagata on May 29 with artillery, anti tank guns, and fresh infantry. Sources claim Major Tsuji arrived, rebuked Yamagata for inaction, and spurred corpse recovery over 3 nights, yielding ~200 bodies, including Azuma's. Yamagata withdrew to Kanchuerhmiao, unable to oust foes. Ironically, Remizov mistook recovery truck lights for attacks, briefly pulling back west on May 30. By June 3, discovering the exit, Soviet MPR reoccupied the zone. Japanese blamed:  (1) poor planning/recon by Komatsubara and Yamagata,  (2) comms failures,  (3) Azuma's heavy weapon lack. Losses: ~200 Azuma dead, plus 159 killed, 119 wounded, 12 missing from main force, total 500, 25% of detachment. Soviets praised Vakhtin for thwarting pincers. Claims: Bykov 60 to 70 casualties; TASS 40 killed, 70 wounded total Soviet/MPR. Recent Russian: 138 killed, 198 wounded. MPR cavalry hit hard by Japanese and friendly fire. Soviet media silent until June 26; KwAHQ censored, possibly misleading Tokyo. May 30: Kwantung Chief of Staff General Rensuke Isogai assured AGS of avoiding prolongation via heavy frontier blows, downplaying Soviet buildup and escalation. He requested river crossing gear urgently.   This hinted at Halha invasion (even per Japanese borders: MPR soil). AGS's General Gun Hashimoto affirmed trust in localization: Soviets' vexations manageable, chastisement easy. Colonel Masazumi Inada's section assessed May 31: 1. USSR avoids expansion.  2. Trust Kwantung localization.  3. Intervene on provocative acts like deep MPR air strikes. Phase 1 ended: Kwantung called it mutual win loss, but inaccurate, Azuma destroyed, heavy tolls, remorse gnawing Komatsubara. On June 1, 1939, an urgent summons from Moscow pulled the young deputy commander of the Byelorussian Military District from Minsk to meet Defense Commissar Marshal Kliment Voroshilov. He boarded the first train with no evident concern, even as the army purges faded into memory. This rising cavalry- and tank-expert, Georgy Konstantinovich Zhukov, would later help defend Moscow in 1941, triumph at Stalingrad and Kursk, and march to Berlin as a Hero of the Soviet Union.Born in 1896 to a poor family headed by a cobbler, Zhukov joined the Imperial Army in 1915 as a cavalryman. Of average height but sturdy build, he excelled in horsemanship and earned the Cross of St. George and noncommissioned status for bravery in 1916. After the October Revolution, he joined the Red Army and the Bolshevik Party, fighting in the Civil War from 1918 to 1921. His proletarian roots, tactical skill, and ambition propelled him: command of a regiment by 1923, a division by 1931. An early advocate of tanks, he survived the purges, impressing superiors as a results-driven leader and playing a key role in his assignment to Mongolia. In Voroshilov's office on June 2, Zhukov learned of recent clashes. Ordered to fly east, assess the situation, and assume command if needed, he soon met acting deputy chief Ivan Smorodinov, who urged candid reports. Europe's war clouds and rising tensions with Japan concerned the Kremlin. Hours later, Zhukov and his staff flew east. Arriving June 5 at Tamsag Bulak (57th Corps HQ), Zhukov met the staff and found Corps Commander Nikolai Feklenko and most aides clueless; only Regimental Commissar M. S. Nikishev had visited the front. Zhukov toured with Nikishev that afternoon and was impressed by his grasp. By day's end, Zhukov bluntly reported: this is not a simple border incident; the Japanese are likely to escalate; the 57th Corps is inadequate. He suggested holding the eastern Halha bridgehead until reinforcements could enable a counteroffensive, and he criticized Feklenko. Moscow replied on June 6: relieve Feklenko; appoint Zhukov. Reinforcements arrived: the 36th Mechanized Infantry Division; the 7th, 8th, and 9th Mechanized Brigades; the 11th Tank Brigade; the 8th MPR Cavalry Division; a heavy artillery regiment; an air wing of more than 100 aircraft, including 21 pilots who had earned renown in the Spanish Civil War. The force was redesignated as the First Army Group. In June, these forces surged toward Tamsag Bulak, eighty miles west of Halha. However, General Michitaro Komatsubara's 23rd Division and the Kwantung Army Headquarters missed the buildup and the leadership change, an intelligence failure born of carelessness and hubris and echoing May's Azuma disaster, with grave battlefield consequences. Early June remained relatively quiet: the Soviet MPR expanded the east-bank perimeter modestly; there was no major Japanese response. KwAHQ's Commander General Kenkichi Ueda, hoping for a quick closure, toured the Fourth Army from May 31 to June 18. Calm broke on June 19. Komatsubara reported two Soviet strikes inside Manchukuo: 15 planes hit Arshan, inflicting casualties on men and horses; 30 aircraft set fire to 100 petroleum barrels near Kanchuerhmiao. In fact, the raids were less dramatic than described: not on Kanchuerhmiao town (a 3,000-person settlement, 40 miles northwest of Nomonhan) but on a supply dump 12 miles south of it. "Arshan" referred to a small village near the border, near Arshanmiao, a Manchukuoan cavalry depot, not a major railhead at Harlun Arshan 100 miles southeast. The raids were strafing runs rather than bombs. Possibly retaliation for May 15's Japanese raid on the MPR Outpost 7 (two killed, 15 wounded) or a response to Zhukov's bridgehead push. Voroshilov authorized the action; motive remained unclear. Nonetheless, KwAHQ, unused to air attacks after dominating skies in Manchuria, Shanghai (1932), and China, was agitated. The situation resembled a jolt akin to the 1973 North Vietnamese strike on U.S. bases in Thailand: not unprovoked, but shocking. Midday June 19, the Operations Staff met. Major Masanobu Tsuji urged swift reprisal; Colonel Masao Terada urged delay in light of the Tientsin crisis (the new Japanese blockade near Peking). Tsuji argued that firmness at Nomonhan would impress Britain; inaction would invite deeper Soviet bombardments or invasion. He swayed Chief Colonel Takushiro Hattori and others, including Terada. They drafted a briefing: the situation was grave; passivity risked a larger invasion and eroded British respect for Japanese might. After two hours of joint talks, most KwAHQ members supported a strong action. Tsuji drafted a major Halha crossing plan to destroy Soviet MPR forces. Hattori and Terada pressed the plan to Chief of Staff General Rensuke Isogai, an expert on Manchukuo affairs but not operations; he deferred to Deputy General Otozaburo Yano, who was absent. They argued urgency; Isogai noted delays in AGS approval. The pair contended for local Kwantung prerogative, citing the 1937 Amur cancellation; AGS would likely veto. Under pressure, Isogai assented, pending Ueda's approval. Ueda approved but insisted that the 23rd Division lead, not the 7th. Hattori noted the 7th's superiority (four regiments in a "square" arrangement versus the 23rd's three regiments, with May unreliability). Ueda prioritized Komatsubara's honor: assigning another division would imply distrust; "I'd rather die." The plan passed on June 19, an example of gekokujo in action. The plan called for reinforcing the 23rd with: the 2nd Air Group (180 aircraft, Lieutenant General Tetsuji Gigi); the Yasuoka Detachment (Lieutenant General Masaomi Yasuoka: two tank regiments, motorized artillery, and the 26th Infantry of the 7th). Total strength: roughly 15,000 men, 120 guns, 70 tanks, 180 aircraft. KwAHQ estimated the enemy at about 1,000 infantry, 10 artillery pieces, and about 12 armored vehicles, expecting a quick victory. Reconnaissance to Halha was curtailed to avoid alerting the Soviets. Confidence ran high, even as intel warned otherwise. Not all leaders were convinced: the 23rd's ordnance colonel reportedly committed suicide over "awful equipment." An attaché, Colonel Akio Doi, warned of growing Soviet buildup, but operations dismissed the concern. In reality, Zhukov's force comprised about 12,500 men, 109 guns, 186 tanks, 266 armored cars, and more than 100 aircraft, offset by the Soviets' armor advantage. The plan echoed Yamagata's failed May 28 initiative: the 23rd main body would seize the Fui Heights (11 miles north of Halha's Holsten junction), cross by pontoon, and sweep south along the west bank toward the Soviet bridge. Yasuoka would push southeast of Halha to trap and destroy the enemy at the junction. On June 20, Tsuji briefed Komatsubara at Hailar, expressing Ueda's trust while pressing to redeem May's failures. Limited pontoon capacity would not support armor; the operation would be vulnerable to air power. Tsuji's reconnaissance detected Soviet air presence at Tamsag Bulak, prompting a preemptive strike and another plan adjustment. KwAHQ informed Tokyo of the offensive in vague terms (citing raids but withholding air details). Even this caused debate; Minister Seishiro Itagaki supported Ueda's stance, favoring a limited operation to ease nerves. Tokyo concurred, unaware of the air plans. Fearing a veto on the Tamsag Bulak raid (nearly 100 miles behind MPR lines), KwAHQ shielded details from the Soviets and Tokyo. A June 29–30 ground attack was prepared; orders were relayed by courier. The leak reached Tokyo on June 24. Deputy Chief General Tetsuzo Nakajima telegrammed three points: 1) AGS policy to contain the conflict and avoid West MPR air attacks;  2) bombing risks escalation;  3) sending Lieutenant Colonel Yadoru Arisue on June 25 for liaison. Polite Japanese diplomatic phrasing allowed Operations to interpret the message as a suggestion. To preempt Arisue's explicit orders, Tsuji urged secrecy from Ueda, Isogai, and Yano, and an advanced raid to June 27. Arisue arrived after the raid on Tamsag Bulak and Bain Tumen (deeper into MPR territory, now near Choibalsan). The Raid resulted in approximately 120 Japanese planes surprising the Soviets, grounding and destroying aircraft and scrambling their defense. Tsuji, flying in a bomber, claimed 25 aircraft destroyed on the ground and about 100 in the air. Official tallies reported 98 destroyed and 51 damaged; ground kills estimated at 50 to 60 at Bain Tumen. Japanese losses were relatively light: one bomber, two fighters, one scout; seven dead. Another Japanese bomber was shot down over MPR, but the crew was rescued. The raid secured air superiority for July.   Moscow raged over the losses and the perceived failure to warn in time. In the purge era, blame fell on suspected spies and traitors; Deputy Mongolian Commander Luvsandonoi and ex-57th Deputy A. M. Kushchev were accused, arrested, and sent to Moscow. Luvsandonoi was executed; Kushchev received a four-year sentence, later rising to major general and Hero. KwAHQ celebrated; Operations notified AGS by radio. Colonel Masazumi Inada rebuked: "You damned idiot! What do you think the true meaning of this little success is?" A withering reprimand followed. Stunned but unrepentant, KwAHQ soon received Tokyo's formal reprimand: "Report was received today regarding bombing of Outer Mongolian territory by your air units… . Since this action is in fundamental disagreement with policy which we understood your army was taking to settle incident, it is extremely regretted that advance notice of your intent was not received. Needless to say, this matter is attended with such farreaching consequences that it can by no means be left to your unilateral decision. Hereafter, existing policy will be definitely and strictly observed. It is requested that air attack program be discontinued immediately" By Order of the Chief of Staff  By this time, Kwantung Army staff officers stood in high dudgeon. Tsuji later wrote that "tremendous combat results were achieved by carrying out dangerous operations at the risk of our lives. It is perfectly clear that we were carrying out an act of retaliation. What kind of General Staff ignores the psychology of the front lines and tramples on their feelings?" Tsuji drafted a caustic reply, which Kwantung Army commanders sent back to Tokyo, apparently without Ueda or other senior KwAHQ officers' knowledge: "There appear to be certain differences between the Army General Staff and this Army in evaluating the battlefield situation and the measures to be adopted. It is requested that the handling of trivial border-area matters be entrusted to this Army." That sarcastic note from KwAHQ left a deep impression at AGS, which felt something had to be done to restore discipline and order. When General Nakajima informed the Throne about the air raid, the emperor rebuked him and asked who would assume responsibility for the unauthorized attack. Nakajima replied that military operations were ongoing, but that appropriate measures would be taken after this phase ended. Inada sent Terada a telegram implying that the Kwantung Army staff officers responsible would be sacked in due course. Inada pressed to have Tsuji ousted from Kwantung Army immediately, but personnel matters went through the Army Ministry, and Army Minister Itagaki, who knew Tsuji personally, defended him. Tokyo recognized that the situation was delicate; since 1932, Kwantung Army had operated under an Imperial Order to "defend Manchukuo," a broad mandate. Opinions differed in AGS about how best to curb Kwantung Army's operational prerogatives. One idea was to secure Imperial sanction for a new directive limiting Kwantung Army's autonomous combat actions to no more than one regiment. Several other plans circulated. In the meantime, Kwantung Army needed tighter control. On June 29, AGS issued firm instructions to KwAHQ: Directives: a) Kwantung Army is responsible for local settlement of border disputes. b) Areas where the border is disputed, or where defense is tactically unfeasible, need not be defended. Orders: c) Ground combat will be limited to the border region between Manchukuo and Outer Mongolia east of Lake Buir Nor. d) Enemy bases will not be attacked from the air. With this heated exchange of messages, the relationship between Kwantung Army and AGS reached a critical moment. Tsuji called it the "breaking point" between Hsinking and Tokyo. According to Colonel Inada, after this "air raid squabble," gekokujo became much more pronounced in Hsinking, especially within Kwantung Army's Operations Section, which "ceased making meaningful reports" to the AGS Operations Section, which he headed. At KwAHQ, the controversy and the perception of AGS interference in local affairs hardened the resolve of wavering staff officers to move decisively against the USSR. Thereafter, Kwantung Army officers as a group rejected the General Staff's policy of moderation in the Nomonhan incident. Tsuji characterized the conflict between Kwantung Army and the General Staff as the classic clash between combat officers and "desk jockeys." In his view, AGS advocated a policy of not invading enemy territory even if one's own territory was invaded, while Kwantung Army's policy was not to allow invasion. Describing the mindset of the Kwantung Army (and his own) toward the USSR in this border dispute, Tsuji invoked the samurai warrior's warning: "Do not step any closer or I shall be forced to cut you down." Tsuji argued that Kwantung Army had to act firmly at Nomonhan to avoid a larger war later. He also stressed the importance, shared by him and his colleagues, of Kwantung Army maintaining its dignity, which he believed was threatened by both enemy actions and the General Staff. In this emotionally charged atmosphere, the Kwantung Army launched its July offensive. The success of the 2nd Air Group's attack on Tamsag Bulak further inflated KwAHQ's confidence in the upcoming offensive. Although aerial reconnaissance had been intentionally limited to avoid alarming or forewarning the enemy, some scout missions were flown. The scouts reported numerous tank emplacements under construction, though most reports noted few tanks; a single report of large numbers of tanks was downplayed at headquarters. What drew major attention at KwAHQ were reports of large numbers of trucks leaving the front daily and streaming westward into the Mongolian interior. This was interpreted as evidence of a Soviet pullback from forward positions, suggesting the enemy might sense the imminent assault. Orders were issued to speed up final preparations for the assault before Soviet forces could withdraw from the area where the Japanese "meat cleaver" would soon dismember them. What the Japanese scouts had actually observed was not a Soviet withdrawal, but part of a massive truck shuttle that General Grigori Shtern, now commander of Soviet Forces in the Far East, organized to support Zhukov. Each night, Soviet trucks, from distant MPR railway depots to Tamsag Bulak and the combat zone, moved eastward with lights dimmed, carrying supplies and reinforcements. By day, the trucks returned westward for fresh loads. It was these returning trucks, mostly empty, that the Japanese scouts sighted. The Kwantung interpretation of this mass westbound traffic was a serious error, though understandable. The Soviet side was largely ignorant of Japanese preparations, partly because the June 27 air raid had disrupted Soviet air operations, including reconnaissance. In late June, the 23rd Division and Yasuoka's tank force moved from Hailar and Chiangchunmiao toward Nomonhan. A mix of military and civilian vehicles pressed into service, but there was still insufficient motorized transport to move all troops and equipment at once. Most infantry marched the 120 miles to the combat zone, under a hot sun, carrying eighty-pound loads. They arrived after four to six days with little time to recover before the scheduled assault. With Komatsubara's combined force of about 15,000 men, 120 guns, and 70 tanks poised to attack, Kwantung Army estimated Soviet-MPR strength near Nomonhan and the Halha River at about 1,000 men, perhaps ten anti-aircraft guns, ten artillery pieces, and several dozen tanks. In reality, Japanese air activity, especially the big raid of June 27, had put the Soviets on alert. Zhukov suspected a ground attack might occur, though nothing as audacious as a large-scale crossing of the Halha was anticipated. During the night of July 1, Zhukov moved his 11th Tank Brigade, 7th Mechanized Brigade, and 24th Mechanized Infantry Regiment (36th Division) from their staging area near Tamsag Bulak to positions just west of the Halha River. Powerful forces on both sides were being marshaled with little knowledge of the enemy's disposition. As the sun scorched the Mongolian steppes, the stage was set for a clash that would echo through history. General Komatsubara's 23rd Division, bolstered by Yasuoka's armored might and the skies commanded by Gigi's air group, crept toward the Halha River like a predator in the night. Fifteen thousand Japanese warriors, their boots heavy with dust and resolve, prepared to cross the disputed waters and crush what they believed was a faltering foe. Little did they know, Zhukov's reinforcements, tanks rumbling like thunder, mechanized brigades poised in the shadows, had transformed the frontier into a fortress of steel. Miscalculations piled like sand dunes: Japanese scouts mistook supply convoys for retreats, while Soviet eyes, blinded by the June raid, underestimated the impending storm. Kwantung's gekokujo spirit burned bright, defying Tokyo's cautions, as both sides hurtled toward a brutal reckoning. What began as border skirmishes now threatened to erupt into full-scale war, testing the mettle of empires on the edge. 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. Patrols in May led to failed Japanese offensives, like Colonel Yamagata's disastrous assault and the Azuma detachment's annihilation. Tensions rose with air raids, including Japan's June strike on Soviet bases. By July, misjudged intelligence set the stage for a major confrontation, testing imperial ambitions amid global war clouds.

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