Podcasts about operations

Can't Tear My Eyes From You, Chapter 9: Billboard Row, Part 1. Anouk tells a story about her childhood. A rule is changed.Cast:Marge Dunn as Raine RandolphAmanda Egbu as Georgia WhittakerJosephine Moshiri Elwood as Valentina RideJoshua Ilon as "Dennis Cruz"Tooky Kavanagh as The AlgorithmQuinn McKenzie as Capote WhittakerJason Mellin as Grimy GarthMelody Perera as Anouk KalharaStefano Perti as Dennis LangMarc Pierre as Sergeant MurdockNoah Simes as the BBSSC AnnouncerStewart Evan Smith as Taylor KelleyAlexander Stravinski as The Host(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 designerJoelle Kross -- TranscriptionistGrahame Turner -- Script editing teamKevin Vibert -- Co-creator, Head of Operations, Lead writerRyan Vibert -- Composer and performer of original musicJeff Wright -- Graphic designer--------TRIGGER WARNINGS:- Starvation- Violence and threats of violence- Unwanted sexual interest/advances- Sudden loud noises- Domestic abuse- Paranoia and mass delusion- Abuse of authority- Gaslighting/deception- Historical racism- Gore and body horror- Severe violence and deathYou 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. Hosted on Acast. See acast.com/privacy for more information.

On this hour of VSiN By the Books, Dave Ross and Jensen Lewis cover the top stories around the NFL, and go over some of the prop markets for this weekend. Later, Mike Palm, VP of Operations at  Circa, The D, & Golden Gate Casino joins the show. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Left is again revising history in praising former Vice President Dick Cheney upon his passing. Listener call-in commentary on elected conservatives who actually conserve. We're joined by Johnny Estes, Vice President of Operations, and Shannon Estes, President of CMI Gold & Silver. Democratic Texas Congresswoman Jasmine Crockett refuses to correct her remarks on the House floor accusing certain Republicans by name of accepting donations from the late Jeffrey Epstein after discovering the donor was in fact a similarly-named unrelated individual.See omnystudio.com/listener for privacy information.

Truck parking is one of the most talked-about challenges in our industry — but recently, some are claiming the problem doesn't even exist. In this episode, Adam sits down with Andrew King, Director of Operations at OOIDA Foundation, to cut through the noise. We dig into the flawed assumptions behind a recent parking report, break down federal data from Jason's Law, and challenge the idea that drivers are just “bad planners.” If you're tired of surface-level takes, this episode goes deep into policy, equity, and what real change should look like for small carriers. ⁠Follow The Long Haul Podcast⁠ ⁠Other FreightWaves Shows⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this Special Episode of the ASC Podcast with John Goehle recorded live from the Colorado Ambulatory Surgery Center Association 2025 Annual Conference and Trade Show in Golden, Colorado, we interview some of the attendees, speakers and discuss recent activities for the association and the benefits of membership in the Association.   This episode is sponsored by Surgical Information Systems, RFX Solutions, Medserve and  Ambulatory Healthcare Strategies.     Notes and Resources from this Episode: Link to the Colorado Ambulatory Surgery Center Association Website: https://coloradoasc.org/ INFORMATION ABOUT THE ASC PODCAST WITH JOHN GOEHLE ASC Central, a sister site to http://ascpodcast.com provides a link to all of our bootcamps, educational programs and membership programs! http://conferences.asc-central.com Join one of our Membership Programs! Our Patron Program: Patron Members of the ASC Podcast with John Goehle have access to ASC Central - an exclusive membership website that provides a one-stop  ASC Regulatory and Accreditation Compliance, Operations and Financial Management resource for busy Administrators, nurse managers and business office managers.  More information and Become Member The ASC-Central Premium Access Program A Premium Resource for Ambulatory Surgery Centers including access to bootcamps, education programs and private sessions More Information and Become a Premium Access Program Members Today! Important Resources for ASCs: Conditions for Coverage: https://www.ecfr.gov/cgi-bin/text-idx?c=ecfr&rgn=div5&view=text&node=42:3.0.1.1.3&idno=42#se42.3.416_150 Infection Control Survey Tool (Used by Surveyors for Infection Control) https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/downloads/som107_exhibit_351.pdf Updated Guidance for Ambulatory Surgical Centers - Appendix L of the State Operations Manual (SOM) https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/downloads/som107ap_l_ambulatory.pdf https://www.cms.gov/medicareprovider-enrollment-and-certificationsurveycertificationgeninfopolicy-and-memos-states-and/updated-guidance-ambulatory-surgical-centers-appendix-l-state-operations-manual-som Policy & Memos to States and Regions CMS Quality Safety & Oversight memoranda, guidance, clarifications and instructions to State Survey Agencies and CMS Regional Offices. https://www.cms.gov/Medicare/Provider-Enrollment-and-Certification/SurveyCertificationGenInfo/Policy-and-Memos-to-States-and-Regions Other Resources from the ASC Podcast with John Goehle: Visit the ASC Podcast with John Goehle Website Books by John Goehle Get a copy of John's most popular book - The Survey Guide - A Guide to the CMS Conditions for Coverage & Interpretive Guidelines for Ambulatory Surgery Centers 

In this Episode of the ASC Podcast with John Goehle we discuss the latest news about the ASC Industry, prepare for the 2025 Multi-State Virtual ASC Conference on Thursday and Friday November 20-21, 2025 and in our focus segment discuss survey preparation and mock surveys with Katie Pierson with Ambulatory Healthcare Strategies.    This episode is sponsored by Surgical Information Systems, RFX Solutions, Medserve and  Ambulatory Healthcare Strategies.   Notes and Resources from this Episode: ASC News Article by Shelby Grebbin About the importance of patient selection https://ascnews.com/2025/08/as-the-surgical-shift-accelerates-ascs-must-sharpen-their-patient-selection-strategies/?spMailingID=166677&puid=3910766&E=3910766&utm_source=newsletter&utm_medium=email&utm_campaign=166677 AAAHC Quality Roadmap Press Release https://www.aaahc.org/uploads/2025/09/AAAHC_2025-Quality-Roadmap-Press-Release_FINAL.pdf ACHC Top Citations https://achc.org/top-asc-deficiencies-highlight-opportunities-for-improvement/ AORN Article about reducing first case start time delays: https://www.aorn.org/article/reducing-first-case-start-time-delays   INFORMATION ABOUT THE ASC PODCAST WITH JOHN GOEHLE ASC Central, a sister site to http://ascpodcast.com provides a link to all of our bootcamps, educational programs and membership programs! https://conferences.asc-central.com/ Join one of our Membership Programs! Our Patron Program: Patron Members of the ASC Podcast with John Goehle have access to ASC Central - an exclusive membership website that provides a one-stop  ASC Regulatory and Accreditation Compliance, Operations and Financial Management resource for busy Administrators, nurse managers and business office managers.  More information and Become Member The ASC-Central Premium Access Program A Premium Resource for Ambulatory Surgery Centers including access to bootcamps, education programs and private sessions More Information and Become a Premium Access Program Members Today! Important Resources for ASCs: Conditions for Coverage: https://www.ecfr.gov/cgi-bin/text-idx?c=ecfr&rgn=div5&view=text&node=42:3.0.1.1.3&idno=42#se42.3.416_150 Infection Control Survey Tool (Used by Surveyors for Infection Control) https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/downloads/som107_exhibit_351.pdf Updated Guidance for Ambulatory Surgical Centers - Appendix L of the State Operations Manual (SOM) https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/downloads/som107ap_l_ambulatory.pdf https://www.cms.gov/medicareprovider-enrollment-and-certificationsurveycertificationgeninfopolicy-and-memos-states-and/updated-guidance-ambulatory-surgical-centers-appendix-l-state-operations-manual-som Policy & Memos to States and Regions CMS Quality Safety & Oversight memoranda, guidance, clarifications and instructions to State Survey Agencies and CMS Regional Offices. https://www.cms.gov/Medicare/Provider-Enrollment-and-Certification/SurveyCertificationGenInfo/Policy-and-Memos-to-States-and-Regions Other Resources from the ASC Podcast with John Goehle: Visit the ASC Podcast with John Goehle Website Books by John Goehle Get a copy of John's most popular book - The Survey Guide - A Guide to the CMS Conditions for Coverage & Interpretive Guidelines for Ambulatory Surgery Centers 

ourth-generation leader Taylor Dorman, EVP of Operations at Kansas City's Jack Stack Barbecue, shares how his family has grown a simple 1950s Hickory-smoked BBQ joint into six high-volume restaurants, a catering division, nationwide shipping, and a retail production facility—while staying true to the values that built the business. He explains the family rule that every next-generation member must work elsewhere and earn a promotion before returning, and why he chose to start back in the kitchen before stepping into leadership. Taylor breaks down their core “Hope Through Hospitality” values—Humility, Optimism, Passion, Engagement—which guide hiring, coaching, and daily execution across 850 team members. He discusses how Jack Stack stands out in a competitive BBQ market by offering an elevated but welcoming full-service experience, and how the company navigates rising beef costs, aggressive local competition, and evolving technology without sacrificing genuine hospitality. As a husband and father of three, Taylor also shares how he protects small pockets of time, avoids burnout, and approaches his role as a steward of a 68-year legacy focused on long-term impact rather than short-term gains.10 key takeaways Jack Stack is a 68-year-old, fourth-generation family business with six restaurants, catering, shipping, and retail production. Family members must work outside the business, earn a promotion, and return only in existing roles—no shortcuts. Taylor started back as an assistant kitchen manager, completed a 20-week MIT program, and spent years in operations before becoming EVP. The brand wins by pairing top-tier barbecue with an elevated full-service experience that welcomes every type of guest. Their HOPE values—Humility, Optimism, Passion, Engagement—form the cultural backbone of the company. Humility is non-negotiable; promoting leaders without it can erode a multi-generational business fast. Restaurants offer real human connection and skill-building, especially for younger workers raised on screens. Technology is used only when it improves convenience; hospitality must always stay personal and accessible. Pricing and traffic are major challenges due to beef costs and dense competition; Jack Stack tackles this through strategic purchasing and partnerships like Food Service IQ. Taylor manages work and family by reclaiming small daily pockets of time, building healthy routines, and consistently showing up for both his team and his home.

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Trey Lauderdale is the CEO and Founder of Atomic Canyon, a company bringing artificial intelligence into the nuclear energy sector. Atomic Canyon recently deployed the first commercial on-site generative AI system at a U.S. nuclear facility. While AI's growth is creating massive demand for reliable, clean baseload power, Atomic Canyon explores the reverse question: does nuclear need AI just as much to solve workforce shortages and accelerate new reactor deployment? Trey's path to nuclear is unconventional. After building and selling a healthcare communications platform, he moved to San Luis Obispo and discovered he lived 10 miles from California's last nuclear plant. That proximity led to applying lessons from one highly regulated industry to another. In just two years, Trey has built partnerships with PG&E and Diablo Canyon, Oak Ridge National Laboratory, and Idaho National Laboratory, the kind of institutional relationships that typically take years to establish in the nuclear industry. Perhaps that speed says something about both the urgency of the problem and the credibility of the solution.Episode recorded on Aug 12, 2025 (Published on Nov 19, 2025)In this episode, we cover: [2:49] An overview of Atomic Canyon[04:45] Trey's  path from healthcare to nuclear [08:50] The myths vs reality of nuclear power plants[10:41] Understanding nuclear's administrative bottlenecks [12:14] How Trey started Atomic Canyon with no nuclear experience [17:59] Learning from Diablo leadership and facility[20:24] Deploying the first on-premise nuclear AI system[23:39] Security measures for data sets[29:23] Building NuclearBench with Idaho National Lab[32:02] Scaling from one plant to fleet-wide adoption[38:53] Where Atomic Canyon needs help [40:09] The company's funding to date Enjoyed this episode? Please leave us a review! Share feedback or suggest future topics and guests at info@mcj.vc.Connect with MCJ:Cody Simms on LinkedInVisit mcj.vcSubscribe to the MCJ Newsletter*Editing and post-production work for this episode was provided by The Podcast Consultant

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Tricia Wollam, CASC Administrator, Alliance Surgery Center. She shares insights on the key trends driving ASC market growth, the impact of higher acuity procedures, and how technologies like EHRs are transforming efficiency and care coordination.

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Tricia Wollam, CASC Administrator, Alliance Surgery Center. She shares insights on the key trends driving ASC market growth, the impact of higher acuity procedures, and how technologies like EHRs are transforming efficiency and care coordination.

New York City is expected to see expanded immigration enforcement soon. Border czar Tom Homan made the announcement on Tuesday, just one month after ICE agents conducted a sweep on street vendors in Manhattan that turned chaotic after officers were swarmed by protestors. Federal agents are also expected to go to Louisiana and Mississippi under Operation Swamp Sweep, which aims to arrest 5,000 people.The Trump administration is moving ahead with major structural changes to the Department of Education, and is preparing to shift several of its core programs to other federal agencies as part of efforts to dismantle the department. One change involves moving more than $30 billion in federal grants to the Department of Labor. Secretary of Education Linda McMahon says the restructuring is meant to break down bureaucracy and return control of education to states and local leaders.President Donald Trump hosted Saudi Crown Prince Mohammed bin Salman at the White House on Tuesday. During their meeting, Trump announced that the United States would designate Saudi Arabia as a “major non-NATO ally.” This represents a substantial elevation of the country's diplomatic standing with America. The crown prince praised Trump's peace efforts and announced that he's boosting Saudi Arabia's U.S. investments to $1 trillion.

In this special flashback episode, host Brendon Dennewill looks back at the most powerful insights from Season 3 of RevOps Champions. Throughout the year, Brendon sat down with industry leaders, founders, strategists, technologists, and operators who are navigating massive changes in the business landscape.As businesses navigate unprecedented transformation driven by AI's explosion and evolving growth frameworks, this episode distills critical wisdom across three major themes that emerged this season:The AI revolution: We learn what's working, steps every organization should take, and how individuals can rapidly upskill.Operations and frameworks: Leaders share why EOS, RevOps, and systems alignment matter more than ever.Leadership mindsets: Guests share how focus, data-driven decision-making, and exponential thinking power them and their organizations.This episode stitches together the most actionable moments from our top guests, giving leaders a roadmap to thrive in 2026 and beyond.Resources MentionedCRIT AI Prompt Framework EOS (Entrepreneurial Operating System) OKRs (Objectives & Key Results) RevOps Systems & CRM Alignment Rockefeller Habits Scaling UpScrum Featured GuestsScott Litman, SVP, Capacity.aiMike Kaput, Chief Content Officer, Marketing AI InstituteAlex Bratton, CEO & Chief Geek, LexTec Global ServicesGeoff Woods, Founder, AI Leadership | Author, The AI Driven LeaderMike Paton, EOS Implementer, Author, and  Host of EOS Leader PodcastDick Polipnick, VP of Marketing, GoRoutLauren Ryan, Senior Corporate Solutions Engineer, HubSpotVince Chiofolo, SVP of Revenue Strategy, Dash SolutionsAIs your business ready to scale? Take the Growth Readiness Score to find out. In 5 minutes, you'll see: Benchmark data showing how you stack up to other organizations A clear view of your operational maturity Whether your business is ready to scale (and what to do next if it's not) Let's Connect Subscribe to the RevOps Champions Newsletter LinkedIn YouTube Explore the show at revopschampions.com. Ready to unite your teams with RevOps strategies that eliminate costly silos and drive growth? Let's talk!

On October 28, 2025, Hassan Naveed, former Executive Director of the Office for the Prevention of Hate Crime in New York City, filed a lawsuit in the New York Supreme Court against Mayor Eric Adams, alongside several of his advisors. Naveed has cited alleged instances of workplace discrimination on the basis of race and religion as cause for his termination. According to the filed complaint, the workplace discrimination charges follow Mayor Adams's alleged discrimination toward Arab and Muslim workers post-October 7th. KCSB's Tatiana Jacquez sat down with Hassan Naveed to reflect on his time at the Office for the Prevention of Hate Crimes, and gain insight on his life since termination and filing the lawsuit against Mayor Eric Adams.

This month, we will discuss Networking with Neighbours and Your Support Leaders!

The crew discuss Radicoida Unica, Operations, and Colin rolls a critical fail for internet connectivity.Development News:Balancing Update – https://forums.frontier.co.uk/threads/elite-dangerous-update-on-balancing-changes-to-system-development.643111/#post-10742026Vote for Frontier in the Simulation/Strategy in The Game Awards – https://thegameawards.com/Community Corner:“Player made outpost Orbiting a Black Hole” by CrazyHank – https://youtu.be/7IGXE8-0zQ0“The Official Distant Worlds 3 Podcast | Episode 03 – MetaElite” by Distant Radio 3305 – https://youtu.be/TkP0uW5gBR4“A Forest (an Elite Dangerous SRV hoon around HIP 87621 2 b a)” by Alec – https://youtu.be/_ctpSmY91foCmdr Pete “ProjectSimstar” Wacko adds a smoke machine to his rig! – https://www.youtube.com/shorts/VfKF5_wo_xc“Mountains of Madness” Buckyball Race – https://forums.frontier.co.uk/threads/the-buckyball-racing-club-presents-mountains-of-madness-13th-24th-november-3311.642860/Other Business:Cozy Quest – https://store.steampowered.com/sale/cozyquest2025Secret Mode – https://tiltify.com/@secret-mode/secret-modes-cozy-quest-fundraiser

Jared Feldman, SVP of Operations at iTrustCapital, joined me to discuss their recent partnership with Coinbase to offer Bitcoin Yield Strategy for IRAs and much more.Topics:- iTrustCapital's Crypto IRA and Custody Solutions- Coinbase partnership- Trump administration opening up 401ks to invest in crypto - Impact of CLARITY Act passing

One of Minnesota's largest health insurers is shutting down at the start of next year. Minnesota-based UCare announced the move in a statement issued Monday. According to officials with the nonprofit, its health insurance plans for more than 300,000 members across Minnesota and western Wisconsin will be transferred to Medica, another large nonprofit health insurer based in Minnesota. The shuttering of U-Care brings up questions about insurance options for Minnesota's most vulnerable. Stephen Parente is a professor of finance at Minnesota Carlson and the Minnesota Insurance Industry chair of health finance. He joined MPR News host Nina Moini to talk about the change.

We dive into a dynamic panel captured at the 7th annual Future of Work Conference 2025, presented by Pasadena City College. Leaders from education, workforce development, and local government shared invaluable insights on building resilience, navigating recovery, and creating pathways to sustainable careers. Moderated by Leslie Thompson, Director of Operations - the panel featured insights from Tony Cordova - Vice Chancellor of Workforce & Equity Development of California, Monica Banken - Policy Deputy at the office of Supervisor Kathryn Barger, Lizzy Okoro Davidson - Director of the Pasadena Women's Business Center, and Kelly LoBianco - Director at Department of Economic Opportunity of Los Angeles County. From personal stories of overcoming setbacks to practical strategies for supporting displaced workers and small business owners after recent wildfires, our panelists discuss the critical role of community colleges, innovative funding partnerships, and the importance of equity in recovery efforts.  Tune in as we unpack how local leaders are mobilizing for regional renewal, the challenges that persist—including barriers to sustainable funding—and what it means to build an equitable future of work, where lived experience and robust support systems truly matter. You'll learn: How emergency response and recovery efforts have shifted towards investing in physical infrastructure to human capital. Why preparing an effective and resilient future workforce means valuing a diverse range of skills, from formal education to skilled trades. How effective teamwork between educational institutions and local government balances the disparate needs of the community's current workforce, students, businesses, and residents simultaneously. About the interwoven nature of community recovery and workforce readiness. Watch the recording of the Future of Work Conference at PCC: here Connect with us:  Visit pasadena.edu/community/economic-workforce-development  Email: EWD@pasadena.edu Facebook: @PCC EWD LinkedIn: @PCCEWD Instagram & Twitter: @pccewd  Find the transcript to this episode here To connect with us about the podcast visit our website Please be sure to subscribe, rate and review us on apple podcasts or wherever you listen to your podcasts!

On this episode, host Katy Starr chats with Greg Hammond, Standlee's Director of Operations, to learn more about what it takes to turn premium western hay into the consistent, high-quality forage your animals depend on, including:What the Standlee Performance System is and how it drives efficiency and qualityTechnology and checks that protect product consistency and safetyWhat horse and livestock owners should know about how their hay products are made, from the field to the shelfGreg also talks about the strong sense of purpose his team feels, knowing their attention to detail and commitment to quality directly support the health of horses and livestock across the country.

This panel discusses dental operations and leveraging AI to assist with RCM. Nicole Collard, Technology Operations Mgr. at Tend, Dr. Greg Wu, Owner of Emerson Dental, Troy Andrews, Product Mgr. at DentalxChange & Dan Feimster, VP of Product Mgt. at DentalxChange share their thoughts on: AI as a game changer for efficiency The importance of data interpretation Embracing change with confidence To learn more, you can visit https://www.dentalxchange.com/ You can connect with Dan Feimster on Linkedin - https://www.linkedin.com/in/dfeimster/ or Troy Andrews on Linkedin - https://www.linkedin.com/in/troy-andrews-a55ba2bb/ To learn more about Tend visit - https://www.hellotend.com/ You can connect with Nicole Collard on Linkedin - https://www.linkedin.com/in/nicolecollard1993/ Connect with Dr. Greg Wu, Owner at Emerson Dental here - https://www.linkedin.com/in/gregory-wu-7708211/    

President Donald Trump will meet with Saudi Crown Prince Mohammed bin Salman at the White House on Tuesday. This is the crown prince's first visit to Washington in more than seven years. Trump said he plans to approve the sale of F-35 fighter jets to Saudi Arabia, with defense cooperation one of the leaders' key talking points.Federal immigration agents could begin enforcement operations in Raleigh, North Carolina, on Tuesday, with Mayor Janet Cowell confirming that agents are already in the city. The deployment follows a weekend sweep in Charlotte that led to more than 130 arrests. In Tennessee, meanwhile, a judge has blocked National Guard deployments in Memphis, but temporarily paused the order to allow the governor time to appeal.The House is expected to vote on a bill on Tuesday to force the Justice Department to publicly release the Epstein files. President Trump is also changing course on his previous opposition to the bill, calling on House Republicans to vote to release the files. After passing the House, it would then head to the Senate, where it's still not clear how the upper chamber would handle the bill. Trump said he would sign the bill if it passed both chambers of Congress.

Send us a textEpisode 131 discusses Success without Fulfillment with Pete Sacco. Pete Sacco is a visionary entrepreneur, technologist, and modern-day mystic who blends conscious leadership with breakthrough innovation.  As the founder of multiple ventures, Pete has led transformative initiatives across AI, energy, blockchain, and digital infrastructure.  His journey from electrical engineer to spiritual author and advisor reflects a rare fusion of high performance and inner awakening.  Pete is the author of Living in Bliss: Achieve a Balanced Existence of Body, Mind, and Spirit, a guide for high achievers seeking fulfillment beyond success.   Episode Benefits:  You can expect to gain actionable insights and strategies to help you Find Success and Fulfillment.   This Podcast series is targeted to Business Owners and C-Suite Executives.  It reflects my 34 years as a Business Owner and subsequent years as a Business Mentor and Consultant.  It focuses on the various subjects and topics to help you run a successful profitable business.  They are approximately 15-minutes long so you can listen while commuting.      Reach out to me to be put in contact with Pete.   The Business of Business, topics are divided into 5 Categories: Management, Operations, Sales, Financial, and Personal.  Support the showHelping You Run a Successful Profitable Business !For Business Consulting or to be a Podcast Guest - Contact me at: www.bcforg.comLinkedIn: https://www.linkedin.com/in/brian-fisher-72174413/

Value is more than just price — you have to give the guests an experience that exceeds their expectations, Golden Corral CEO Lance Trenary tells Bloomberg Intelligence. In this episode of the Choppin’ It Up podcast, Trenary sits down with BI’s senior restaurant and foodservice analyst Michael Halen to discuss how the buffet chain is growing same-store sales in a difficult consumer environment. He also covers operational improvements, managing food costs and weak spending by Hispanic and Gen Z consumers.See omnystudio.com/listener for privacy information.

Strategy beats panic when work changes this fast. We sit down with Karla Eidem, North American Regional Managing Director at the Project Management Institute, to explore how HR can turn AI disruption into a springboard for skills, execution, and meaningful outcomes. From facts over fear to practical, lightweight tools, we walk through the moves that help teams adapt with less noise and more impact.Karla breaks down the PMI Talent Triangle—power skills, ways of working, and business acumen—and shows why these capabilities now matter across every HR function. We dig into skills-based hiring, internal mobility, and creating early-career on-ramps when routine tasks are automated. If you've ever run a “meeting for everyone with no one accountable,” you'll get immediate value from simple project tools like a team register, a sharp charter, and a clear cadence that turns ambition into action.We also tackle the tough questions about AI: where it helps, where it can't, and how HR should evaluate tools to truly capture value. Karla shares field stories, including leading a COVID-19 vaccine rollout, to illustrate how project management provides structure in ambiguity. Plus, we highlight insights from her SHRM session and extend an invitation to stay connected with PMI's global community through year-round learning and networking, including the annual PMI Global Summit.If you're ready to shift from operations to strategic leadership, this conversation offers a practical playbook. Subscribe, share this episode with your team, and leave a review with the one skill you're prioritizing next—we'll feature our favorites in a future show.Support the showFeature Your Brand on the HRchat PodcastThe HRchat show has had 100,000s of downloads and is frequently listed as one of the most popular global podcasts for HR pros, Talent execs and leaders. It is ranked in the top ten in the world based on traffic, social media followers, domain authority & freshness. The podcast is also ranked as the Best Canadian HR Podcast by FeedSpot and one of the top 10% most popular shows by Listen Score. Want to share the story of how your business is helping to shape the world of work? We offer sponsored episodes, audio adverts, email campaigns, and a host of other options. Check out packages here. Follow us on LinkedIn Subscribe to our newsletter Check out our in-person events

Playing the victim keeps you stuck. Adam Marburger shares why forgiveness, of others and of yourself, is the key to breaking free from the victim mindset. You can't grow if you're still blaming.Global Dealer Solutions offers a network of high-performance providers while remaining product agnostic. Knowing which tools to deploy makes a big difference. Having a trusted adviser; priceless. Schedule your complimentary consultation today. https://calendly.com/don-278. BE THE 1ST TO KNOW. LIKE and FOLLOW HERE www.linkedin.com/company/fixed-ops-marketinghttps://www.youtube.com/channel/@fixedopsmarketingGet watch and listen links, as well as full episodes and shorts: www.fixedopsmarketing.com/wtfJoin Managing Partner and Host, Russell B. Hill and Charity Dunning, Co-Host and Chief Marketing Officer of FixedOPS Marketing, as we discuss life, automotive, and the human journey in WTF?!#podcast #automotive #fixedoperations

What happens when the person who usually asks the questions… becomes the guest? Today's episode is a little different, because the tables are turning on me. My right-hand, our VP of Operations, and truly the co-strategist who's been in the trenches with me for years, Marisa, is taking over the interviewer's chair. If you've been following along on this show, you know that evolution is part of my DNA—I'm never afraid to pivot, shift, and reimagine what business and life can look like. But some of the biggest shifts happening behind the scenes lately might surprise even my longtime listeners.  From unexpected lessons in leadership and team changes, to the ways my relationship with YOU has evolved, this conversation is a candid look at the past, present, and future of my brand. You'll hear the real stories behind what's stretched me, the concepts that have stopped me in my tracks, and yes… a few Easter eggs about what's to come. We're not spilling it all just yet, but if you've ever wondered what it's really like to build, bend, and evolve a business while keeping alignment at the center, click play! Goal Digger Facebook Community: https://www.facebook.com/groups/goaldiggerpodcast/ Goal Digger Instagram: https://www.instagram.com/goaldiggerpodcast/ Goal Digger Show Notes: https://jennakutcherblog.com/small-changes-big-shifts  Thanks to our Goal Digger Sponsors: Sign up for your $1/month Shopify trial period at http://shopify.com/goaldigger. Find a co-host today at http://airbnb.com/host. Check out What Should I Do With My Money? from Morgan Stanley. Listen now at https://mgstnly.lnk.to/bqe8HiAC!GD.  Visit http://www.spectrum.com/freeforlife to learn how you can get Business Internet Free Forever. Experience the power of a Dell PC with Intel Inside®, backed by Dell's price match guarantee. Shop now at https://www.dell.com/deals. Your dream wardrobe's one click away. Visit https://www.revolve.com/goaldigger for 15% off your first order with code GOALDIGGER.

Last time we spoke about the Soviet-Japanese Border Conflict. The border between Soviet Manchuria and Japanese-occupied territories emerges not as a single line but as a mosaic of contested spaces, marks, and memories. A sequence of incidents, skirmishes along the Chaun and Tumen rivers, reconnaissance sorties, and the complex diplomacy of Moscow, Tokyo, and peripheral actors to trace how risk escalated from routine patrols to calibrated leverage. On the ground, terrain functioned as both obstacle and argument: ridges like Changkufeng Hill shaping sightlines, river valleys shaping decisions, and markers weathered by snow, wind, and drift. In command tents, officers translated terrain into doctrine: contingency plans, supply routes, and the precarious calculus of restraint versus escalation. Both nations sought to establish firmer defensive barriers against the other. Inevitably they were destined to clash, but how large that clash would become, nobody knew.   #176 The Changkufeng Incident 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. In the last episode we broke down a general history of the Soviet-Japanese Border Conflict and how it escalated significantly by 1938. Colonel Inada Masazum serving as chief of the 2nd Operations Section within the Operations Bureau in March of 1938 would play a significant role in this story. When the Japanese command's attention was drawn to the area of Changkufeng, consideration was given to the ownership and importance of the disputed high ground. Inada and his operations section turned to an appraisal of the geography. The officers had been impressed by the strategic importance of the Tumen, which served to cut off the hill country from North Korea. In the Changkufeng area, the river was a muddy 600 to 800 meters wide and three to five meters deep. Japanese engineers had described rowing across the stream as "rather difficult."  Russian roads on the left bank were very good, according to Japanese intelligence. Heavy vehicles moved easily; the Maanshan section comprised the Russians' main line of communications in the rear. To haul up troops and materiel, the Russians were obliged to use trucks and ships, for there were no railways apart from a four-kilometer line between the harbor and town of Novokievsk. Near Changkufeng, hardly any roadways were suitable for vehicular traffic. On the right, or Korean, bank of the Tumen, there were only three roads suitable for vehicular traffic, but even these routes became impassable after a day or two of rain. In the sector between Hill 52 to the south and Shachaofeng to the north, the most pronounced eminences were Chiangchunfeng and the humps of Changkufeng. Rocky peaks were characteristically shaped like inverted T's, which meant many dead angles against the crests. The gentle slopes would allow tanks to move but would restrict their speed, as would the ponds and marshes. In general, the terrain was treeless and afforded little cover against aircraft. Against ground observation or fire, corn fields and tall miscanthus grass could provide some shielding. Between Chiangchunfeng and the Tumen, which would have to serve as the main route of Japanese supply, the terrain was particularly sandy and hilly. This rendered foot movement difficult but would reduce the effectiveness of enemy bombs and shells. The high ground east of Khasan afforded bases for fire support directed against the Changkufeng region. Plains characterized the rest of the area on the Soviet side, but occasional streams and swamps could interfere with movement of tanks and trucks. The only towns or villages were Novokievsk, Posyet, Yangomudy, and Khansi. At Kozando there were a dozen houses; at Paksikori, a few. The right bank was farmed mainly by Koreans, whose scattered cottages might have some value for billeting but offered none for cover. On the left bank, the largest hamlets were Fangchuanting, with a population of 480 dwelling in 73 huts, and Yangkuanping, where there were 39 cottages. Shachaofeng was uninhabited. Japanese occupation of Changkufeng would enable observation of the plain stretching east from Posyet Bay, although intelligence made no mention of Soviet naval bases, submarine pens, or airstrips in the immediate area of Posyet, either in existence or being built in 1938. As Inada knew, the Japanese Navy judged that Posyet Bay might have another use, as a site for Japanese landing operations in the event of war. In Russian hands, the high ground would endanger the Korean railway. This line, which started from Najin in northeastern Korea, linked up with the vital system in Manchuria at the town of Tumen and provided a short cut, if not a lifeline, between Japan and the Kwantung Army and Manchuria from across the Sea of Japan. Even from relatively low Changkufeng, six or seven miles of track were exposed to Soviet observation between Hongui and Shikai stations. The port of Najin, with its fortress zone, lay 11 miles southwest; Unggi lay even nearer. It was not the danger of Japanese shelling of Vladivostok, at an incredible range of 80 miles that was at stake but the more realistic hypothesis of Russian shelling of the rail line, and Russian screening of the Soviet side of the border. Hills and questions were thought to have two sides. It was the consensus of Japanese that Changkufeng Hill's potential value to the Russians far outweighed its possible benefits to them, or at least that the Japanese had more to lose if the Russians took the high ground by the Tumen. Inada nurtured few illusions concerning the intrinsic value of the heights. Despite the fact that the high command always had good reasons for quiescence in the north, Inada believed that the latest border difficulty could not be overlooked. By mid-July 1938 Inada's thoughts crystallized. The Japanese would conduct a limited reconnaissance in force known as iryoku teisatsu in the strategic sense. Whereas, at the tactical schoolbook level, this might mean the dispatch of small forces into enemy territory to seek local combat intelligence, at the Imperial General Headquarters level the concept was far more sweeping. There would also be useful evidence of mobilization and other buildup procedures. The affair at Changkufeng was merely a welcome coincidence, something started by the Russians but liable to Japanese exploration. Inada had no intention of seizing territory, of becoming involved in a war of attrition at a remote and minor spot, or of provoking hostilities against the USSR. The Russians would comprehend the nature of the problem, too. If they were interested in interfering seriously with the Japanese, there were numberless better locations to cause trouble along the Manchurian front; those were the places to watch. The cramped Changkufeng sector, described as "narrow like a cat's brow," could too readily be pinched off from Hunchun to render it of strategic value to either side. The bog land to the north interfered with the use of armored forces, while artillery sited on the heights along the Tumen in Korea could as easily control the area as batteries emplaced east of the lake. It was Inada's professional opinion that the Russians could commit three or four infantry divisions there at most, with no mechanized corps—no heavy tanks, in particular. No decisive battle could be waged, although, once the Russians became involved, they might have to cling to the hill out of a sense of honor. The military action would be meaningless even if the Japanese let the Russians have the heights. For their part, the Japanese would ostensibly be fighting to secure the boundary and to hold Changkufeng peak, beyond which they would not move a step onto Soviet soil. There would be no pursuit operations. Troop commitment would be limited to about one division without tank support. Japanese Air Force intervention would be forbidden. Matters would be directed entirely by Imperial General Headquarters working through the Korea Army chain of command and carried out by the local forces. Calm, clear, and dispassionate overall estimates and instructions would be based on materials available only in Tokyo. The command would not allow the Kwantung Army to touch the affair. Inada foresaw that the Japanese government might also seek a settlement through diplomacy. Although border demarcation was desirable and should be sought, the command would not insist on it, nor would it demand permanent occupation of Changkufeng summit. As soon as reconnaissance objectives had been achieved, the local forces would be withdrawn. As Inada described it "In the process, we would have taught the Russians some respect and given them a lesson concerning their repeated, high-handed provocations and intrusions. If a show of force sufficed to facilitate the negotiations and cause the Russians to back down, so much the better; the affair would be over and my point proved." The instrument for carrying out Inada's strategic design appeared to be ideal, the 19th Division, strenuously trained and high-spirited. It could be expected to perform very well if unleashed within defined limits. Colonel Suetaka was just the commander to direct local operations. Since he had been pleading to fight in China, an operation at Changkufeng might prove to be an excellent "safety valve." His staff was full of experienced, fierce warriors eager for battle. Until recently, the Korea Army commanding general had wisely kept the aggressive division away from Changkufeng Hill, but now Imperial general headquarters had its own overriding ideas and needs. How could the Japanese ensure that any military action would remain limited if the Russians chose to respond with vigor? Naturally, one infantry division, without armor or air support, could not withstand all of the Soviet forces in the maritime province. Inada answered that the mission to be assigned the 19th Division was merely the recapture of Changkufeng crest. If the Japanese side had to break off the operation, evacuation would be effected voluntarily and resolutely on Imperial general headquarters responsibility, without considerations of "face." At worst, the Japanese might lose one division, but the affair would be terminated at the Tumen River without fail. "Even so, we ought to be able to prove our theory as well as demonstrate our true strength to the Russians." In case the Soviets opted for more than limited war, the Japanese were still not so overextended in China that they could not alter their strategic disposition of troops. Although the Kwantung Army's six divisions were outnumbered four to one and the Japanese were not desirous of a war at that moment, the first-class forces in Manchuria could make an excellent showing. In addition, the high command possessed armor, heavy artillery, fighters, and bombers, held in check in Manchuria and Korea, as well as reserves in the homeland. There was also the 104th Division, under tight Imperial general headquarters control, in strategic reserve in southern Manchuria. Inada recalled "How would the Russians react? That was the answer I sought. Victory in China depended on it." By mid-July, the high command, at Inada's urging, had worked out a plan titled, "Imperial General headqaurters Essentials for Dealing with the Changkufeng Incident." Tada's telegram of 14 July to Koiso described succinctly the just-decided policy: the central authorities concurred with the Korea Army's opinion regarding the Changkufeng affair, then in embryo. Considering that Changkufeng Hill posed a direct threat to the frontier of Korea, Imperial General headqaurters would immediately urge the foreign ministry to lodge a stern protest. Next day, Tojo sent a telegram stating the Japanese policy of employing diplomacy; whether the Russians should be evicted by force required cautious deliberation in case the USSR did not withdraw voluntarily. On the basis of the guidance received from Imperial General headqaurters, the Korea Army drew up its own plan, "Essentials for Local Direction of the Changkufeng Incident," on 15 July. Intelligence officer Tsuchiya Sakae was sent promptly to the front from Seoul. At the same time, military authorities allowed the press to release news that Soviet troops were constructing positions inside Manchurian territory in an "obvious provocation." The government of Manchukuo was demanding an immediate withdrawal. Even then, those Japanese most closely connected with the handling of the Changkufeng Incident were not in agreement that everybody at command level was as ardent a proponent of reconnaissance in force as Inada claimed to be. Some thought that most, if not all, of his subordinates, youthful and vigorous, were in favor of the notion; others denied the existence of such an idea. Inada remained clear-cut in his own assertions. Everything done by the local Soviet forces, he insisted, must have been effected with the permission of Moscow; it was customary for the USSR not to abandon what it had once started. The Japanese Army never really thought that the Soviet Union would withdraw just as the result of diplomatic approaches. Therefore, from the outset, preparations were made to deal the Russians one decisive blow. Inada had recommended his plan, with its clear restrictions, to his colleagues and superiors; the scheme, he says, was approved 14 July "all the way up the chain of command, through the Army general staff and the ministry of war, with unexpected ease." The only real opposition, Inada recalled, came from the navy, whose staff advised the army operations staff, in all sincerity, to give up the idea of strategic reconnaissance. Inada adhered to his opinion stubbornly. He never forgot the grave look on the face of Captain Kusaka, the UN operations section chief, as the latter gave in reluctantly. The navy view was that the Changkufeng affair typified the army's aggressive policies as opposed to relative passivity on the part of the navy. Like Kusaka, Japanese Navy interviewees shared the fear that Changkufeng might prove to be the most dangerous military confrontation ever to occur between the USSR and Japan. In view of navy objections, one wonders where Inada could have drawn support for his concept of reconnaissance in force. If one accepts the comments contained in a letter from a navy ministry captain, Takagi Sokichi, to Baron Harada Kumao at the beginning of August, in the army and in a portion of the navy there existed "shallow-minded fellows who are apt to take a firm stand in the blind belief that the USSR would not really rise against us, neglecting the fact that the Russians had foreseen our weak points." Takagi also had violent things to say about "white-livered" Gaimusho elements that were playing up to the army. Although Takagi's remarks, expressed in confidence, were sharp, cautious injunctions were being delivered by the high command to the new Korea Army commander, General Nakamura Kotaro, who was about to leave for Seoul to replace Koiso. Nakamura's attitude was crucial for the course and outcome of the Changkufeng Incident. More of a desk soldier than a warrior, he characteristic ally displayed a wariness that was reinforced by the guidance provided him. This personal quality assumes even greater significance if one believes that the Russians may have initiated the Changkufeng Incident by exploiting the special opportunities afforded them by the routine replacement of the Korea Army commander, the temporary absence from Moscow of Ambassador Shigemitsu Mamoru, and the geographical as well as subjective gap between the Kwantung and Korea armies that was exposed during the Lyushkov affair. At 10:00 on 15 July Nakamura was designated army commander by the Emperor at the palace. Soon afterward, he was briefed by Imperial General headquarters officers. Hashimoto, the operations bureau chief, recalled that when he saw Nakamura off on 17 July, Hashimoto stressed prudence, limitation of any military action, and diplomatic solution of the problem. The new commanding general, Inada asserted, promised full cooperation. There was no mention, at this level, of Inada's concept of reconnaissance in force. When Nakamura reached Seoul, he found an Imperial order from Tokyo dated 16 July awaiting him. This important document stipulated that he could concentrate units under his command in Korea near the border against the trespassing Soviet forces in the Changkufeng area. Resort to force, however, was dependent upon further orders. This message was followed by a wire from Kan'in, the Army general staff chief. The Imperial order, it was explained, had been designed to support diplomatic negotiations. Simultaneous approval was granted for concentrating forces to respond swiftly in case the situation deteriorated. As for implementation of the Imperial order, discretion should be exercised in line with the opinion expressed earlier by Korea Army Headquarters. Negotiations were to be conducted in Moscow and Harbin, the location of a Soviet consulate in Manchukuo. Meanwhile, the command was dispatching two officers for purposes of liaison: Lt. Colonel Arisue Yadoru in Operations and Major Kotani Etsuo a specialist in Soviet intelligence. Inada advised Arisue that, apart from liaison flights inside the frontiers, particular care should be exercised with regard to actions that might lead to air combat. Nevertheless, although Inada stated that the Imperial order called for "a sort of military demonstration," he admitted that it meant preparatory action for an attack. The Korea Army senior staff officer, Iwasaki, recalled hearing nothing about secret intentions. Nakamura briefed his staff about the need for restraint, especially during this key period of the Wuhan operation. Koiso had disposed of speculation that he had issued an order to concentrate the 19th Division before Nakamura arrived, although he and Nakamura did have the opportunity to confer in Seoul before he departed for Japan. The Imperial order of 16 July, in response to Koiso's inquiry received in Tokyo on 14 July, had arrived in Seoul addressed to Nakamura; thereupon, the Korea Army chief of staff, Kitano, had the message conveyed to the division. By 21 July Koiso was back in Tokyo where, the day afterward, he advised the war minister, Itagaki, "to act prudently with respect to the Changkufeng problem." Why did the high command dispatch two field-grade liaison officers to Korea from the outset of the Changkufeng Incident? The Korea Army lacked operations staff. Its commander had been allotted prime responsibility, within the chain of command, for defense of northeastern Korea. At the beginning, the highest-ranking staff officer at the front was a major. Since there were no fundamental differences of opinion between the command and the forces in Korea, it was proper to send experts from Tokyo to assist. Imperial General headqaurters would observe the situation carefully, devise measures on the basis of the overall view, and issue orders which the Korea Army would implement through ordinary channels. It had not been the type of incident which required the army commander to go to the front to direct. This was the Korea Army's first test, and political as well as diplomatic problems were involved that the army in the field should not or could not handle. If Tokyo had left decisions to the division and its regiments, the latter would have been held to account, which was not proper. Imperial General headquarters had to assume responsibility and reassure local commanders of its full support. Imaoka Yutaka explained that operational guidance by Imperial General headquarters and line operations conducted by the 19th Division formed the core of the affair; the Korea Army, placed between, was "shadowy." Koiso had not been enthusiastic; this set the mood among the staff. Nakamura, who arrived with a thorough comprehension of AGS thinking, was basically passive. The Korea Army staff, in general, included no "wild boars."    There was an urgent need to monitor developments. Not only was the Korea Army unfamiliar with handling this type of incident, but many hitches occurred. There had been no practice in emergency transmission of coded wires between the Korea Army and Tokyo. Now telegram after telegram had to be sent; most were deciphered incorrectly and many were not decoded at all. Another problem centered on the lack of knowledge in Tokyo about the situation on the spot, which only visual observation could rectify. As a result, the two Army general staff experts, Arisue and Kotani, arrived in Korea on 16 July. Kotani recalled that he was to collect intelligence and assist the local authorities. One of the first duties that he and Arisue performed was to disseminate the principle that use of force required a prior Imperial order. Also on 16 July, Japanese newspapers reported that the USSR was still concentrating troops, that the Manchukuoan government was watching intently, "decisive punitive measures" were being contemplated by the Japanese-Manchukuoan authorities, and there were signs of a worsening of the crisis. Despite good reasons for this gloomy appraisal, the Japanese press had not yet given the incident page-one treatment. More alarming news was being disseminated abroad. Domei, the official Japanese news agency, reported that the situation would probably become worse unless Soviet troops were withdrawn. The position of the Japanese government impressed foreign correspondents as unusually firm. Informants characterized the Changkufeng Incident as the most serious affair since the clash on the Amur River in 1937. Irked by the Korea Army's timidity and eager for first-hand information, the Kwantung Army dispatched two observers to the front: from Intelligence, Ogoshi Kenji, and from Operations, Tsuji Masanobu. If you listen to my pacific war week by week podcast or echoes of war, you know I highlight Tsuji Masanobu as one of the most evil Japanese officers of WW2. No other way to describe this guy, he was a shithead. In his memoirs, Tsuji asserted that he and Ogoshi climbed Changkufeng Hill, discerned Soviet soldiers digging across the peak in Manchurian territory, and concluded that "probably even Tokyo could not overlook such a clear-cut case of invasion." Although his account aligned with the general thrust, Ogoshi contended that Tsuji could not have accompanied him. According to sources with the 19th Division, when Koiso learned that Tsuji and Ogoshi were disparaging the Korea Army's ability to defend Changkufeng, he ordered "those spies" ousted. Ogoshi replied that the army staff was not angry, but Koiso did become furious and ordered Ogoshi "arrested for trespassing." Ogoshi surmised that Koiso's concern was that emotional outsiders such as Tsuji could provoke trouble, perhaps even war, if they visited Changkufeng. This view was widely shared. Inada stated that he made a practice of keeping away to maintain the degree of detachment and impartiality required of high command authorities. One sidelight to the "fraternal" visit to the Changkufeng area by observers from Hsinking was provided by Lt. Colonel Katakura Tadashi, chief of the Kwantung Army's 4th Section, which handled Manchukuo affairs, primarily political direction. When Katakura visited the Operations Section, Tsuji and Ogoshi told him that an intrusion had been confirmed and that the Kwantung Army staff was studying ways to evict the Soviets. Katakura consulted Maj. General Ishiwara Kanji, acting chief of staff, who was already in possession of the draft of an operations order calling for offensive preparations by the Kwantung Army against the Russians at Changkufeng. Katakura asked for reconsideration of the order. This was not a matter to be handled solely by the operations staff. Borders and international affairs were involved; hence the 4th Section, along with the Manchukuoan government, the Gaimusho, and other agencies, were concerned. Field observers were expressing exaggerated personal opinions based on having seen Soviet sentries on a hilltop. If the matter fell within the Korea Army's defensive prerogative, that army ought to handle it. Apparently the Kwantung Army commander and Ishiwara agreed with Katakura, for the draft order was not approved. The so-called private message dispatched by a Kwantung Army staff officer just before Koiso's departure may have been provoked by this rejection of direct participation by forces under Kwantung Army command. Staff officers in Tokyo believed that Hsinking could not see the forest for the trees. In the high command's view, the Kwantung Army's deliberate escalation of a negligible frontier incident undoubtedly stemmed from a failure to grasp the strategic requirements of national defense—pursuit of the campaign in China, the nurturance of Manchukuo, and the buildup of operational readiness for the ultimate solution of the Soviet problem. The high command felt obliged to remind the Kwantung Army that, in dealing with the Changkufeng Incident, the central authorities pressed for a Russian pullback through diplomacy. Consequently, the Korea Army had been instructed to be ready to concentrate troops near Changkufeng as a "background." Meanwhile, it remained the Imperial will that utmost prudence be exercised. The Kwantung Army commander accordingly issued cautious instructions to subordinate units, especially those on the eastern border. The high command's injunctions did not end the discontent and recrimination at the lower levels of Kwantung Army Headquarters, nor did they quiet the concern felt in Tokyo. A former war minister told Baron Harada repeatedly in late July that the Kwantung Army was "no good," while the superintendent of police added that the Kwantung Army was embarrassing Foreign Minister Ugaki. Nevertheless, the Kwantung Army did exert self-restraint. For its part, the Korea Army naïvely sought to achieve entente with an antagonist who considered the case nonnegotiable. First, the government of Manchukuo was asked to lodge a formal protest with the USSR. The commissioner for foreign affairs at Harbin phoned V. V. Kuznetzov, the acting consul, on the night of 14 July and saw him on the 18th. Basing its contentions on maps, the Haensing regime demanded Soviet withdrawal from Changkufeng. The Japanese government was lodging similar protests within the framework of Japanese-Manchukuoan joint defense agreements. On the spot, the situation inflamed. During the afternoon of 15 July, a Japanese military police patrol from Korea reconnoitered at the foot of Hill 52, southeast of Changkufeng. The party came under Soviet gunfire and was driven back, abandoning the body of Corp. Matsushima Shakuni. Japanese sources claimed that a Russian ambush had been set inside Manchuria. The Russian side insisted that it was the Soviet frontier that had been violated by thirty meters. Kuzma Grebennik, the colonel commanding the 59th BGU, which covered the Posyet sector, asserted that Matsushima's effects included a notebook containing reconnaissance results and a camera with film of Soviet-claimed terrain, particularly Changkufeng Hill. According to Maj. Gilfan Batarshin, a subordinate of Grebennik, two Russian border guards from Podgornaya opened fire when the Japanese fled after being challenged. Japanese protests to the USSR about the death of Matsushima and the taking of his body were added to the negotiations concerning the disputed border and the alleged trespassing. Charge Nishi Haruhiko lodged a vigorous complaint in Moscow on 15 July but was answered by a counterprotest. Ambassador Shigemitsu underwent an identical experience during a conversation with Foreign Commissar Maxim Litvinov on 20 July. Shigemitsu retorted that the murder tended to exacerbate the negotiations. In his memoirs, he stated that the killing of Matsushima provoked the local Japanese border garrison unit. The shooting occurred as the Soviet military buildup continued, according to Japanese sources. Mechanized units were reported moving in the direction of Kyonghun from Barabash and Posyet Bay. Biplanes were reconnoitering the Hunchun Valley, within Manchurian territory, from the afternoon of 16 July. To the local Japanese authorities, it seemed that the Russians were adopting a challenging attitude. Although the Japanese-Manchukuoan side remained willing to negotiate—that is, to take no forceful actions if the Russians would withdraw, the latter appeared not to share such an intention. The Soviets were not only misinterpreting the Hunchun treaty to their advantage but were encroaching beyond what they claimed to be the line; they "lacked sincerity." Decisive use of force might have been imperative to secure the Manchurian border, which was Japan's legal responsibility. As far north as Tungning on the eastern Manchurian frontier, two Soviet ground divisions and considerable numbers of tanks and aircraft were reported massed in full view. At Changkufeng, Russian soldiers fortified the crest. Mountain guns were now seen with muzzles pointed toward Manchuria, and Japanese intelligence estimated that Soviet troop strength near Changkufeng had grown to 120 or 130 by the evening of 18 July. As Sawamoto Rikichiro, an Imperial aide, noted in his diary, "It would seem that settlement of the affair had become increasingly difficult." Korea Army staff officer Tsuchiya sent two emissaries bearing the notice to the Soviet border. The pair, "blazing with patriotic ardor,"set out on 18 July, carrying a message in one hand and a white flag in the other. From Kyonghun came the report the next day that there had been an urgent, well-attended Soviet staff meeting at BGU Headquarters in Novokievsk all night, and that the Russian side had been discomfited by the Japanese request, which had been transmitted to higher authorities. Still, the emissaries did not return, while a stream of reports indicated a Soviet buildup along a dozen frontier sectors. Russian authorities had reportedly forced the natives to evacuate an area twenty miles behind their borders. From Japanese observation posts, Soviet convoys of men, guns, and horses could be sighted moving toward Novokievsk after being unloaded from transports originating at Vladivostok. Japanese Army Intelligence reported that on 18 July a regimental-size force had arrived at Novokievsk; artillery displacements forward were particularly visible by night east of Khasan. A confidential Gaimusho message indicated that Soviet truck movements between Posyet, Novokievsk, and the front had increased since the 20th. Russian intrusions, kidnappings, and sniping incidents were reported along the Manchurian borders, from Manchouli on the west to Suifenho on the east, between 18 and 25 July. Aircraft on daytime reconnaissance were detected as far as three miles inside Manchurian territory in the Hunchun area. Although the Japanese asserted that their forbearance was being tested, Izvestiya charged "Japanese militarists" with manufacturing an affair at Ussuri as well as at Changkufeng. The Japanese themselves received reports from the Changkufeng front that by 20 July the Soviets had 250 soldiers, armed with field pieces, trench mortars, howitzers, and light and heavy machine guns, on the southern slopes. The Russians were putting up tents capable of holding 40 men each; officers could be observed for the first time. On the evening of the 20th, the Soviets lobbed illuminating shells toward Manchurian territory. 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. Inada Masazum, studying maps and mud, saw Changkufeng Hill as a prize with peril, a test of nerve rather than a conquest. Tokyo's orders pulsed through Seoul and Harbin: guard, probe, and deter, but avoid full-scale war. Across the border, Soviet units pressed closer, lights and tents flickering on the hillside. The sea within sight whispered of strategy, diplomacy, and a warning: a single misstep could redraw Asia. And so the standoff waited, patient as winter.

How do companies like Salesforce and Dell scale intelligence across every cloud?Aidan Gomez, co-founder and CEO of Cohere, explains how they're building AI that works across all enterprise systems and deploys anywhere, giving companies true flexibility and security.He joins Joubin Mirzadegan for a wide-ranging conversation on why synthetic data went from dismissed to indispensable, and how the race among AI labs is really unfolding.Guest: Aidan Gomez, co-founder and CEO of CohereConnect with Aidan: XLinkedInConnect with Joubin: XLinkedInEmail: grit@kleinerperkins.comLearn more about Kleiner Perkins

Show Notes: Antonio Nieto-Rodriguez, a leading expert on project management, talks about his upcoming HBR book.  Antonio shares his career path, including his time at PwC, banking, and pharma, and his early realization of the importance of project management. Changing the Perception of Project Management He discusses his mission to change the perception of project management from a tactical to a strategic role, including his work with the Project Management Institute (PMI) and his goal to publish in Harvard Business Review (HBR). Antonio highlights the challenges he faced in gaining recognition for project management as a most important facet of any organization, and his eventual success in publishing his second book with HBR. Antonio explains the key concept of his new book and shares how he pitched the idea to HBR, emphasizing that everyone is a project manager and that organizations should be project-driven. The Definition of Project Management Antonio mentions the success of his first book with HBR, which sold over 50,000 copies and was translated into multiple languages. He moves on to outline the theme of his new book: how every organization should become project-driven to adapt faster and transform constantly in a changing world. When asked to define what a project is, Antonio provides a classic academic definition of a project, emphasizing its start, end, objective, and teamwork. He then shares a more inspirational definition, stating that projects build the future of organizations and should be seen as essential and prestigious. He stresses the importance of project managers being proud of their work and the significant impact projects have on the future of companies. Project-driven vs. Operations-driven Organizations Antonio compares and contrasts project-driven and operations-driven organizations. He explains that most established companies are operations-driven, with operations at the core and projects as secondary. He also discusses the impact of the agile mindset, which broke down silos and hierarchies but still prioritized operations. Antonio introduces his model of a project-driven organization, where projects are at the core, teams are fully dedicated, and operations become more modular and secondary. Transformation from Operations-driven to Project-driven When offering tips on driving transformation from operations-driven to project-driven, Antonio identifies three main challenges: the organization's culture, the role of leaders, and the evolution of project management. He highlights the high failure rate of projects and the need for continuous transformation rather than continuous improvement, and emphasizes the importance of co-creation, bottom-up approaches, and the courage to stop projects that are not working. Managing Project Portfolios and Tracking Projects Antonio suggests conducting an inventory of all projects, identifying owners, and cutting a significant number of projects to focus on the most important ones. He recommends using project portfolio management (PPM) tools or simple Excel sheets to track projects. Antonio stresses the importance of prioritizing projects that lead to exponential growth and big bets rather than incremental improvements. When managing project portfolios and changing their management infrastructure, Antonio advises leaders to sponsor no more than three projects and to group projects into programs for better focus. He recommends having fully dedicated project teams where people leave their day jobs to focus on projects. Antonio explains that leaders should act more as coaches, empowering teams to take decisions and prioritize within projects. And finally, he emphasizes the importance of sharing knowledge and being open to exchanging ideas with others. Timestamps: 00:02: Antonio Nieto-Rodriguez's Background and Mission 04:08: Introduction to Powered by Projects 07:29: Defining Projects and Their Importance 09:05: Project-Driven vs. Operations-Driven Organizations 16:28: Challenges and Solutions for Project Management 22:28: Managing Project Portfolios and Prioritization 29:01: Empowering Project Teams and Leadership Links: LinkedIn: https://linkedin.com/in/antonionietorodriguez Business: https://projectsnco.com New Book: https://poweredbyprojects.com/  Other Books: https://www.amazon.ca/stores/author/B00CMECP0U HBR Articles: https://store.hbr.org/shop/?section=product&search_query=Antonio%20Nieto%20Rodriguez#/filter:categories:Articles Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com. *AI generated timestamps and show notes.  

Powered by NoFo BrewingIt's a look at stories at the roots of the game around the planet that we need to know about- a federation growing in the Pacfic, a trailblazer in Sicily, a relegation in Argentina, and a team growing quickly with a premier only a few months away...The anchor leg is in Corpus Christi, Texas where CCFC is launching for their premiere in USL League One in 2026...Eran Hami - Director of Communications and Marissa Trevino - Director of Operations- drop by for the update...

In this episode of InSights, Brad Bialy sits down with Steve Gipson to explore why great marketing must align with great service—and how modern staffing firms can blend both to win more business. About the Guest Steve Gipson is a 15-year recruiting industry veteran and the Director of Sales and Operations at Recruiters Websites. His team has helped more than 700 recruiting and staffing firms elevate their digital presence through modern websites, SEO, and marketing strategy. Key Takeaways Marketing can never exceed the quality of the service it promotes. Hype without delivery destroys trust faster than no marketing at all. Many firms avoid marketing because they're unsure their product is strong enough. Sales and marketing work best as a unified system—not competing functions. Negative experiences travel fast in tight-knit recruiting communities. Strong marketing amplifies great salespeople by warming the path before contact. Timestamps [00:42] – When hype outpaces service delivery [03:11] – The danger of over-marketing an average product [05:55] – Why firms delay marketing until assets match reality [07:47] – Fixing the gap between leads and delivery [09:58] – How one bad experience can ripple through a niche [11:24] – Building a signature solution that stands apart [13:10] – Vegas, overpricing, and customer expectations [14:54] – Does great marketing replace the need for sales? [16:23] – Why service industries still require human closers [21:03] – Marketing's real job: warming the conversation [23:52] – The unified system: sales and marketing [25:30] – How strong marketing amplifies a single salesperson About the Host Brad Bialy is a trusted voice and highly sought-after speaker in the staffing and recruiting industry, known for helping firms grow through integrated marketing, sales, and recruiting strategies. With over 13 years at Haley Marketing and a proven track record guiding hundreds of firms, Brad brings deep expertise and a fresh, actionable perspective to every engagement. He's the host of Take the Stage and InSights, two of the staffing industry's leading podcasts with more than 200,000 downloads. Sponsors and Offers Heard InSights is presented by Haley Marketing. The old way of selling staffing is dead. Let's fix it – with smarter strategies and HUGE DISCOUNTS on modern lead gen tools: https://bit.ly/Bialy20 Book a 30-minute business and marketing consultation with host, Brad Bialy: https://bit.ly/Bialy30 This episode is brought to you by MJA & Associates. For over 20 years, they've helped staffing firms save money through federal and state tax credits like the Work Opportunity Tax Credit (WOTC). With performance-based pricing, you only pay when you save—no setup costs, just real results. Learn more at mja-associates.com.

In part 3 of our discussion of explosive ordnance disposal operations with Detective Brian Yenkevich of the Lake County Bomb Squad. Oddly enough shooting water and water pellets is one of the main tools and constant research is part of how the team refines their methods between all bomb squads across the country. Finally, they discuss signs of what might be a questionable item on a scene that may be helpful to EMS and fire responders.

#304 | AI Buying Shift | This episode is from a recent Exit Five live session where I pulled together Lindsay O'Brien (Head of Marketing & Operations, Predictiv), Tom Wentworth (CMO, incident.io), and Aditya Vempaty (VP of Marketing, MoEngage) for a real talk on how AI is completely rewiring the B2B buying journey. We got into why buyers no longer need your pretty funnel, how AI-powered research changes the sales call, and what that means for your GTM strategy.Timestamps(00:00) - – Intro + Dave Sets the Stage (04:07) - – How AI Is Changing B2B Buying (11:07) - – The Big Shift: Taste, Unscalable Work, and Distribution (16:07) - – Getting Exec Buy-In for “Unmeasurable” Marketing (20:07) - – Does the Funnel Still Matter? (24:07) - – Dead Tactics: Gating, A/B Testing, Lead Score Theater (30:53) - – AI That Actually Works (Real Use Cases) (37:53) - – Team Size, Skills, and the New CMO (43:53) - – Authenticity vs AI: Creative, Video, and Brand (58:53) - – Content Attribution + Final Takeaways Join 50,000 people who get our Exit Five Newsletter here: https://www.exitfive.com/newsletterLearn more about Exit Five's private marketing community: https://www.exitfive.com/***Today's episode is brought to you by Paramark.It's November. 2026 planning is already here. And the stuff you're doing right now will decide how next year plays out. But here's the problem: most teams are still planning next year's marketing strategy based on the WRONG DATA because of broken attribution and a misleading gut feel.  And you can't make smart budget calls if you're just guessing what's working, what's not, and where to put your next dollar.That's where Paramark comes in. They help you replace the guesswork with actual insight backed by $2 billion in analyzed marketing data. They've figured out what actually drives incremental growth across every channel including LinkedIn, Meta, TikTok, Google, CTV, even OOH.And right now, they're offering a private 1:1 consultation with their CEO and CMO, Pranav and Sam, who have led marketing teams at companies like Dropbox, Adobe, Microsoft, and Shutterfly. In this 45-minute strategy session, they'll help you measure the real impact of every marketing dollar, pull insights from your current media mix, and design a 2026 roadmap that's rooted in data, not gut.This is a heck of an offer. And it's real. And will go fast. So if you want to future-proof your marketing strategy for 2026, don't miss out on this offer.Grab your spot at paramark.com/brand-consult.***Thanks to my friends at hatch.fm for producing this episode and handling all of the Exit Five podcast production.They give you unlimited podcast editing and strategy for your B2B podcast.Get unlimited podcast editing and on-demand strategy for one low monthly cost. Just upload your episode, and they take care of the rest.Visit hatch.fm to learn more

Send us a textThe salon industry is shifting faster than most owners realize. In Part 1 of our 2026 Predictions series, we talked about education, AI, and client expectations. In Part 2, we're diving into the structural issues shaping the next chapter of our industry: employment models, salon operations, and profitability.This episode explores why certain business models will struggle, why others will grow, and what forward-thinking salon owners must build now to remain relevant and profitable.We break down the rental bubble, the future of commission salons, the implosion of hybrid models, the comeback of apprenticeships, the KPIs that finally matter, and why pricing must shift from emotion to math.If you're a salon owner, renter, future owner, or someone watching the industry and wondering where you fit in — this episode will help you see the landscape clearly and prepare your business for what's coming.Your business should serve you so that you can serve others — but that requires purpose, structure, and leadership. Let's build the future intentionally.Key TakeawaysGreat stylists are built through consultation, listening, and consistency — not just skill.Big salon problems are almost always a stack of small problems that went unaddressed.The rental bubble is correcting — not because rentals are bad, but because renters aren't equipped.Commission salons without innovation, systems, or leadership will continue to fail.Hybrid models will implode as states tighten enforcement and salon culture fractures.Apprenticeships will surge — they produce stronger stylists, culture buy-in, and retention.Licensure does not guarantee professionalism; businesses create standards, not boards.Culture and stability become major differentiators for stylists seeking long-term homes.Pricing must shift from emotion → math + cost-to-deliver + profit margins.Leadership — communication, feedback, coaching — becomes the salon owner's most valuable skill.Purpose drives performance: clarity → trust → buy-in → growth.Time Stamps00:00 — Welcome + Part 2 focus (models, operations, profit) 01:00 — Preview of Part 3 02:00 — Opening Takes (good stylists, stacked problems) 05:30 — Why “everyone wants to rent” is a symptom 07:00 — Rental bubble reality + why many renters struggle 10:00 — Commission salons: why they fail + what must change 13:00 — Hybrid model collapse (culture, operations, compliance) 16:00 — Apprenticeships return + why they outperform school 19:00 — Licensure misconceptions + professionalism gaps 21:00 — Culture + stability become key differentiators 23:00 — Why people really leave salons (not money) 24:00 — Profitability + flexibility can coexist 26:00 — Foundations: mission, vision, values 29:00 — Systems replace guesswork 30:00 — KPIs mature: beyond rebooking/retail 33:00 — Pricing becomes math, not emotion 37:00 — Specialists outperform generalists 40:00 — Leadership becomes the owner's highest-value skill 45:00 — Purpose drives performance + closingLinks and Stuff:Our Newsletter Mentoring InquiriesFind more of our things:InstagramHello Hair Pro Website

Today we learn that President Trump is presented with the option for imminent Operations in Venezuela. Venezuela in response conducts Military Drills to defend against U.S. Aircraft carrier and finally we see that the Venezuelan Dictator Maduro orders creation of an app for population to “Report Everything they see and hear”. 00:00 Intro 03:11 Look at Venezuela 10:36 Dangerous Enemy 19:46 Striking Distance 22:08 Military Options

Today we learn that President Trump is presented with the option for imminent Operations in Venezuela. Venezuela in response conducts Military Drills to defend against U.S. Aircraft carrier and finally we see that the Venezuelan Dictator Maduro orders creation of an app for population to “Report Everything they see and hear”. 00:00 Intro 03:11 Look at Venezuela 10:36 Dangerous Enemy 19:46 Striking Distance 22:08 Military Options

ATLP Rewind - Originally Released October 8, 2024Drew James, owner of the Canada Spokane & Pacific, made his return to the ATLP studio, picking up where he left off from last July. Drew tells us about how the operations on his layout have evolved, his efforts to keep things fresh for his group of operators and answers the question, "why is there a wye?" Learn more about this episode on our website:aroundthelayout.com/rewindThank you to our episode sponsor, Oak Hill Model Railroad Track Supply:https://ohrtracksupply.com/Thank you to our episode sponsor, ScaleSigns.com:https://scalesigns.com/

In this episode of Alliance Insights, Jack Elliott, Regional VP of Operations with Alera Group and Risk & Insurance Research Academy Board Chair, shares how a high school internship changed the course of his life. The Academy's Sharla Floyd talks with Jack about his path from the classroom to the C-suite and why he is so passionate about creating opportunities for today's students through initiatives like the CISR High School Program. Jack's story is a powerful reminder of how early exposure and industry engagement can truly change lives, and why giving back to the next generation matters now more than ever. Watch now and be inspired to help build the future of our industry. Focusing exclusively on risk management and insurance professional development, the Risk & Insurance Education Alliance provides a practical advantage at every career stage, positioning our participants and their clients for confidence and success.

What if your security team is playing defense while hackers play offense 24/7? Foster Davis, former Navy cyber warfare officer and founder of BreachBits, breaks down why traditional penetration tests become obsolete in weeks—and how continuous red teaming changes the game. From hunting pirates in the Indian Ocean to defending critical infrastructure, Foster shares hard-earned lessons about adversarial thinking, operational risk management, and why the junior person in the room might spot your biggest vulnerability. What You'll Learn: Why red teaming creates psychological advantages penetration testing can't match How operational risk management translates technical findings into executive action The real cost of point-in-time security assessments (hint: ask St. Paul, Minnesota) Military-grade frameworks for continuous threat simulation in civilian organizations Why attackers operate 365 days a year—but most organizations test once Don't let your organization become another headline. Security teams need to think like attackers, not just defenders. Subscribe for more conversations that challenge conventional cybersecurity thinking. #RedTeam #CybersecurityStrategy #PenetrationTesting #MilitaryCyber #ThreatHunting #InfoSec 

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Greg Schooler, Chief Operating Officer, Cincinnati GI, CGI Anesthesia Associates, Anderson Endoscopy Center, LLC. He shares insights on maintaining ASC independence, leveraging AI to enhance efficiency and care quality, and the importance of strong teams in driving long-term success.

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Greg Schooler, Chief Operating Officer, Cincinnati GI, CGI Anesthesia Associates, Anderson Endoscopy Center, LLC. He shares insights on maintaining ASC independence, leveraging AI to enhance efficiency and care quality, and the importance of strong teams in driving long-term success.

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Greg Schooler, Chief Operating Officer, Cincinnati GI, CGI Anesthesia Associates, Anderson Endoscopy Center, LLC. He shares insights on maintaining ASC independence, leveraging AI to enhance efficiency and care quality, and the importance of strong teams in driving long-term success.

Think you're “not good enough” to coach? Megan Rose and Nancy Abrams explain why rec players are exactly who tennis needs, plus a new push to bring more women into coaching. Tennis in the United States is experiencing a powerful surge, and that growth has exposed a clear gap: there simply are not enough coaches to meet demand. In our conversation with Megan and Nancy, we dig into how the USTA Coaching platform is designed to close that gap with accessible education, practical resources, and community support.Megan Rose is the Managing Director, Head of Business Development & Operations of USTA Coaching. She was a 5-time NCAA All-American at University of Miami and competed on the WTA Tour. She previously was the Head Coach of Women's Tennis at Princeton University and the Senior Manager of Member Relations at the Women's Tennis Association. Nancy Abram's tennis journey began at the Fabulous Forum in Los Angeles, working for Billie Jean King and Jeannie Buss running ball kids for the summer pro events. Nancy played in college and has over two decades of experience with the United States Tennis Association Southern California. She is the architect behind the USTA SoCal's Women & Girls Who Ace Summit, which celebrates the contributions of female sports leaders in Southern California, providing unique learning opportunities for coaches, athletes and industry professionals.Learn more about USTA Coaching on USTACoaching.com, Instagram, or Facebook.We would greatly appreciate a 5 star rating wherever you listen to podcasts! Please contact us - Website: secondservepodcast.com Instagram: secondservepodcastFacebook: secondservepodcast Use our referral link to get a FREE Swing Stick ($100 value) with your first year of SwingVision Pro. The bundles are only $149.99 (previously $179.99). This is a limited time offer that you won't want to miss! We are excited to team up with Michelle from Tennis Warehouse and her "Talk Tennis" podcast to bring you a "TW Tip of the Week!" Use the code SECONDSERVE to get $20 off clearance apparel when you spend $100 or more.

Today's guest is Andrew Deutsch, CEO of the Fangled Group and Director of Operations at RR Donnelley. Fangled Group is a global marketing and sales consultancy specializing in data-driven strategies that accelerate market entry for small to medium-sized manufacturers. Andrew joins Emerj Editorial Director Matthew DeMello to discuss leveraging data and AI to enhance operational efficiency and drive growth in complex industries. Andrew also shares practical insights on integrating technology with workforce solutions to improve workflows and generate measurable ROI. This episode is sponsored by OneTrust. Learn how brands work with Emerj and other Emerj Media options at emerj.com/ad1. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the 'AI in Business' podcast!

Aaron recently retired as a 25-year veteran of Seattle Fire and assumed the role of Assistant Chief of Training and Operations with Camano Island Fire and Rescue in August of 2025. Acknowledged by his peers at Seattle FD as Firefighter of the Year in 2011, awarded the Fire Engineering/International Society of Fire Service Instructors George D. Post Instructor of the Year award in 2017, and creator of the Nozzle Forward Program, Aaron has been described as articulate, dynamic and magnetic. He identifies most as a 'Sharer of ideas'. He and his Cadre have taught over 70,000 members of the fire service across North America since the program's inception. He has delivered a keynote at FDIC and contributed to the work of the FSRI as a member of their Fire Attack Technical Panel. He is married with two children. Sponsorship: @southwest_fire_academy  Editing: @bradshea Marketing: @m.pletz Administration: @haileygreenfitness Partnership: @firefighternationhq Mid-roll Sponsor: @rescue_squad_ironworks Photo Credit: @justinidephotography

Operations inside Venezuela, Fetterman falls, Jesse Jackson hospitalized, and big changes to Doritos. Plus, Bill's Message of the Day, the media's latest smear against President Trump. Learn more about your ad choices. Visit megaphone.fm/adchoices