La inscripción para la edición de diciembre del curso Gamma Exposure ya está abierta. Además de los videos formativos, incluye 3 meses de la suscripción al grupo Delta y los webinars de la semana OPEX. https://spreadgregacademy.teachable.com/p/curso-gamma-exposure-gex-opciones 50€ de Descuentos con el código STONKS22 Esta semana se pasa por nuestra tertulia de mercados Ignacio Villalonga. Charlamos de mercados, sistemas de inversión, algoritmos y quants. También nos cuenta su experiencia con el proyecto qtzpa que no pudieron continuar. Recibe el podcast en tu correo: https://nofinancieros.substack.com/p/sistemas-y-algoritmos-con-ignacio
¿Sabes la diferencia entre capex y opex? O entre costos y gastos. En este segundo episodio de la serie finanzas para emprendedores con mi amigo y socio César Tanchez hablaremos de los fondos necesarios para realizar invensiones Capex y operar el negocio Opex, que son la base del capital de trabajo necesario para un negocio. Y al tener el número del capital requerido exploraremos dónde podemos ir a buscarlo.
Today, Cem Karsan joins us for our weekly conversation on Volatility & Trend Following, where we discuss the inverted yield curve and how to protect yourself against secular inflation, how Cem foresee the coming period in terms of Opex, Delta hedging, Vanna etc. and the potential bottom of the markets. We also discuss the importance of the outcome of the U.S election and positive CPI numbers and how it affects volatility, why short term volatility might increase and longer term might compress and how it has changed the way Cem trade. Finally we dive into how the ultra low skew has created a dangerous situation for the economy and when the situation might turn back to normal, how inflation affects risk premia and much more.--------Follow Niels on Twitter, LinkedIn, YouTube or via the TTU website.IT's TRUE ? – most CIO's read 50+ books each year – get your FREE copy of the Ultimate Guide to the Best Investment Books ever written here.And you can get a free copy of my latest book “The Many Flavors of Trend Following” here.Learn more about the Trend Barometer here.Send your questions to firstname.lastname@example.orgAnd please share this episode with a like-minded friend and leave an honest Rating & Review on iTunes or Spotify so more people can discover the podcast.Follow Cem on Twitter.Episode TimeStamps: 00:00 - Intro01:52 - What happened this week?07:22 - Q1, Dave: What's up with the inverted yield curve? 11:24 - Q2, Eron Musk: Cem's opinion on hedge fund redemption dynamics?14:21 - Q3, John: Cem's forecast for the next 4 weeks (Dec. opex)?16:25 - Q4, JZone: Crude put vs recession? Is the 20d sma and standard deviation all that matter for TF? Probability of right tail risk that China plays ball? National interests vs. economic prosperity18:12 - Q5, The Slaughter79: Forecast for Opex-deltahedging-gamma-vanna-charm stuff?18:39 - Q6, Spek: What's the SP500 potential bottom?22:47 - The U.S election and positive CPI numbers30:11 - Asset classes in secular inflation38:15 - Change in volatility = change in trading strategy?46:51 - The impact of low skew57:30 - When are we coming back to normal?01:02:05 - Liquidity and volatility in relation to...
Den tid hvor virksomheder kan kalde deres produkter for ”bæredygtige” eller ”grønne”, uden at bevise det, er snart forbi. For nu træder ny EU-lovgivning i kraft, og den vil gøre det sværere for virksomheder at pynte sig med grønne fjer. Det er omdrejningspunktet for dagens udgave af Bæredygtig Business, hvor jeg interviewer leder af EYs Sustainability Team gennem ni år, Carina Ohm. Carina formår på fantastisk vis at gøre forholdsvis tørre ting som direktiver, taxonomi og forkortelser til konkrete ord og håndgribelige handlinger. Og hun siger, at EU-direktivet bliver ”Licence to Operate” fremadrettet. Hvad hun mener med det, kan du høre i dagens udgave af Bæredygtig Business. I øvrigt kommer jeg til at lave mange flere episoder, der vil gøre dig klogere, både om den nye EU-lovgivning, om ESG-rapportering, om cirkulær økonomi og Governance, for at nævne nogle stykker. Du kan høre om: • At EU-lovgivningen skal flytte kapitalstrømme over mod mere bæredygtige investeringer • Hvad det indebærer af risici og muligheder • Hvordan man skaber et fælles målesystem • Hvordan virksomheder skal efterleve tre krav: 1. Kunne dokumentere at man substantielt bidrager til seks specifikke mål 2. ”Do no significant harm”: at man ikke må have nogen væsentlig, negativ påvirkning på de fem, øvrige kriterier (det kunne være genanvendelse, biodiversitet etc) 3. At man efterlever ”minimum safeguards” – altså at man har styr på menneskeretlige forhold, arbejdstagerretlige forhold, antikorruption etc. • At hvis man ikke har medarbejdere, der dedikeret arbejder med området endnu, skal man se at få dem ansat! • Gode råd til dig som leder og hvordan du griber det an for at komme i gang Nævnt i episoden: • Carina Ohm: https://www.ey.com/da_dk/people/carina-ohm • Capex og Opex: https://da.frwiki.wiki/wiki/CAPEX_-_OPEX Tips, idéer eller ønsker? Skriv til mig på LinkedIn Du er velkommen til at skrive til mig på LinkedIn, hvis du har idéer til emner, jeg skal tage op i podcasten Bæredygtig Business. Find mig her: https://www.linkedin.com/in/steffenmax/ Ros og konstruktive forslag modtages også gerne. Og hvis du vil give Bæredygtig Business en god anmeldelse i din podcastapp, vil det være fantastisk.
Cuando iniciamos un negocio es crítico conocer cuánto dinero necesitaremos para iniciarlo y luego operarlo, cuáles son las principales fuentes de financiamiento y las reglas básicas financieras que debemos conocer. En esta serie de 3 episodios hablaremos con mi amigo y socio César Tánchez sobre los conceptos básicos de las finanzas para emprendedores. En este primer episodio hablaremos de cómo evaluar la factibilidad de la idea del negocio que poseemos y los conceptos básicos financieros que todo emprendedor debe conocer.
Learn how to become with a ZOAR Athlete with ZERO financial risk, and all the benefits of individualized coaching & program design.Competitor's FastTrack: https://zoarfitness.com/fast/Listen with Show Notes: https://zoarfitness.com/podcast/071/Watch on YouTube: https://youtu.be/8n6c-u730HcHire a Coach: https://www.zoarfitness.com/coach/Get Pro [Upgrade Your Fitness Knowledge]: https://zoarfitness.com/pro/The Protocol [Weekly Programming]: https://zoarfitness.com/theprotocol/Movement Breakdowns: https://www.zoarfitness.com/movements/Gymnastics Density University: https://www.zoarfitness.com/product/gymnastics-density-university/Gymnastics Density for the Big Five: https://www.zoarfitness.com/product/gymnastics-density-for-crossfit/Bulletproof Body: Accessory Work for Functional Fitness: https://www.zoarfitness.com/product/bulletproof-body/Cyclical Supremacy: https://www.zoarfitness.com/product/cyclical-supremacy/Your First Muscle-Up: https://www.zoarfitness.com/product/your-first-muscle-up-program/Follow ZOAR Fitness on Instagram: https://www.instagram.com/zoarfitness/Support the show
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In this season of Beyond the Meter, we're taking a closer look at the meaningful impact business energy project have on the world around us. Host John Failla is joined by Jay Harris, Director of Data Center Services and Facilities for Clemson University, and Wayne Johnson, Key Segment Manager for Education at Duke Energy Sustainable Solutions. They discuss their organizations' collaboration on energy infrastructure projects and provide insights into why these projects are critical to the university's overall success. You will want to hear this episode if you are interested in... Data operations at Clemson [04:16] Duke Energy's role in Clemson's upgrades [08:10] The partnership structure [11:38] Flexible contracts that grow as the business need grows [15:54] Impactful Projects [21:11] Major benefits of Duke Energy partnerships [28:23] “Outsourcing vs right-sourcing” Key lessons and tips for innovative energy [33:07] Advice for the academic sector [37:00] The Journey to Success In 2007, due to a breaker labeling error, Clemson University had both of its 20-year-old UPS (uninterruptible power supply) o out. That incident led the university to prioritize upgrades. The university would have needed several years to do the research required to fully understand the design and procurement to get the upgrades done. This is when Clemson turned to Duke Energy for guidance. The university started the conversation with Duke Energy in April of 2007. By mid-November, the university had a new generator, two new UPSs, 250-ton air-cooled water chiller, and four new computer room air handlers. The university went from piecemealing together their strategy to a fully functioning infrastructure. A Board-Approved Financing Option Clemson University worked with Duke Energy to identify areas that are ready to be improved or equipment that needs to be replaced. The university signed a 10-year agreement with Duke Energy and amortizes the cost across the length of that agreement essentially transferring CapEx to OpEx. Instead of needing the funds upfront to purchase and install equipment, the contract spreads the cost across 10 years. This structure has made budgeting a lot easier for the university. Approval is easier with an amortization schedule vs. obtaining approval for millions of dollars upfront. Most university campuses are struggling with deferred maintenance costs, especially in facilities. Now Clemson University's facilities team can propose a solution that removes them from the CapEx competition on campus in exchange for a little more OpEx. Not only will this help with resiliency, sustainability, and efficiency initiatives now, but it will also make sure those goals deliver across the lifespan of those assets. An innovative business model Part of what makes Duke Energy's contracts so successful is their flexibility. Duke Energy has its own in-house structuring, counsel, engineering, and operations teams. These teams determine what each client is good at, and then Duke Energy prices and builds solutions around what the customers do and what they need. As a company, Duke Energy wants to have relationships with customers working collaboratively to deliver solutions across time because that's where the most significant energy savings and reliability services outcomes are found. Considerable savings can occur when working together to develop these contracts and partnerships. Rather than simply selling a product and leaving the rest to the customer, Duke Energy is involved in the design, build, operations and maintenance phases. Working through these phases with a single vendor can save money while achieving the comprehensive outcomes, including sustainability, reliability, and resiliency. Resources & People Mentioned Case Study: Clemson University Information Technology Center Clemson University Note: The above project was performed by Duke Energy's Business Energy Services team. Duke Energy Sustainable Solutions leverages these specialists to deliver innovative solutions to customers. Connect With Our Guests Jay Harris - Director of Data Center Services and Facilities for Clemson University Jay Harris has been the Director of Data Center Services and Facilities for Clemson University's Computing and Information Technology (CCIT) group since 2009. Among his responsibilities are the oversight and daily operations of Clemson's two data center facilities, totaling approximately 19,000 square feet of white space, along with directing the enterprise print facility. The primary data center, with an aggregate feed of 5MW, houses a 1.4+ PFLOP supercomputer cluster dedicated to supporting research faculty at Clemson. Mr. Harris has been with Clemson since 1998, working as a Unix systems administrator with the Computer Science Department before moving to CCIT in 2007 as the hardware architect. Prior to that time, he was a “professional” student. Mr. Harris earned two BS degrees in Chemistry and Computer Science/Mathematics and a BA degree in Mathematics from Wofford College (Spartanburg, SC) in 1993, an MA degree in Analytical Chemistry from the University of North Carolina at Chapel Hill in 1996, and an MS degree in Computer Science from Clemson University in 2001. Follow Jay Harris on LinkedIn Wayne Johnson - Key Segment Manager for Education Wayne Johnson is key segment manager for the education segment at Duke Energy Sustainable Solutions and has a wealth of experience in energy innovation and solution finance. He also spent years as a facilities manager and energy executive in higher education. Wayne's out-of-the-box thinking helps him meet the challenges of energy infrastructure and asset management in education. Wayne designs energy solutions to help meet the needs of all project stakeholders, including facilities leaders, CFOs, presidents, heads of schools, faculty, staff, students and local communities. He uses his unique experience to help schools become more energy efficient, sustainable and viable for the future. Wayne has been invited to speak at conferences and universities across the country about finance innovation for campus energy and sustainability projects. He also works closely with Duke Energy's Emerging Technology organization to bring behind-the-meter innovation to campuses. Most recently, Wayne has been exploring the role of alternative fuels on campus via pilot project funding. Wayne enjoys international travel, time on the lake and hiking with his family. Wayne has worked as a licensed electrical and general contractor and is an alumnus of Mars Hill University and The University of South Carolina. His master's degree is in education administration. Follow Wayne Johnson on LinkedIn Connect With Smart Energy Decisions https://www.smartenergydecisions.com/ Follow them on Facebook Follow them on Twitter Follow them on LinkedIn Subscribe to Beyond The Meter on Apple Podcasts, Spotify, Google Podcasts Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com
The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT 65cubed makes and markets a technology solution that has the triple benefit of making commercial displays, like big roadside LED boards, look better, last longer, and still use substantially less energy . The company has a small box that plugs in between the media player and display controller box of a display set-up, using a ton of graphics capabilities, smarts and supporting technology to make, it says, even lower-end, lower cost product from China look great. I had an interesting chat with 65cubed partner Alan Larson about the technology - which I suppose is a form of video wall processing. It gets a little technical in parts of the discussion, but Larson does a good job of not taking listeners too deep into the technical weeds. Color reproduction and image quality are important to brands, but the really intriguing aspect to this is the ability to get another year or two out of the capital investment in a big screen, while also reducing the month to month energy usage bills. Power usage is a much bigger issue in Europe at the moment, but it's something that every media owner with big, bright displays should be looking at, as energy bills rise and, in Europe these days, energy availability is constrained. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT Alan, thank you for joining me. Can you tell me what your company 65cubed is all about? I just came across it literally a couple of days ago and don't know a lot about it. Alan Larson: 65cubed is a color management server product designed for LED walls and other video sources. Its roots are better than a dozen years old in the high-end color management space that you might see in a very eclectic home setting, or more commonly post-production studios where color has to be absolutely spot on. What we discovered a couple of years back as LEDs came on, was that as we modulated the color signature, there were significant changes in the power signature. So we started experimenting with that and discovered that we could apply our technology combined with some aggressive time of day, environmental conditions style algorithms to create an aggressive product for an environmental impact on LED walls and that's what sort of got us started. We can make the color on a digital wall look very amazing, we've gotten literally cinematic events on walls before. We usually range between 18-20 to the low 30s on average for a digital wall, especially outdoor settings that are on 24/27 and it varies based on how the customer wants their image and what the foot traffic or automobile traffic might be. So when you say 18 to 30, what do you mean by that? Alan Larson: If you are using say 100 Amps peak on a digital midsize wall, the second we turn our system on at the same brightness and color correct it, it'll usually drop that peak amperage, down to 75-80% max, more typically it's sitting in the 60s, I would suppose because most people don't wanna blow their eyes out with the brightness, and a byproduct of that is we've noticed that a lot of people that sell wall time, the arbitrage people go through for the bids, is they request about a 10% grayscale on whites to lessen the risk of their walls being overloaded. By definition, when we take the power signature down, the advertisers are free to do what they want. We don't care what they do because we're not on that side of the game. But that's a byproduct. You simply don't get the power swings that you would in a wall that does not have our product. So the advantages are both energy savings and better-looking visuals? Alan Larson: Yes, and the byproduct of energy is that because you're not stressing those LEDs as much, they run cooler. We contend that lower stress on the system and its ability to react to external conditions of interest that that'll extend the display life and what that means is that the display owner is in it for keeps, in other words, we've noticed that some people just flip the displays. They bring 'em up and they're looking for somebody else, like any property, those that use it as a long-term investment are very interested in seeing the net present value of that asset go up and know it's gonna stay up. And our guess is somewhere around 12-15% increased display life. In a display the size of a roadside, that's a very substantial saving over time. Yeah. So if you can lower the energy costs while extending the operating life, that's a double benefit there, right? Alan Larson: The studies we've done so far on outdoor signage, to put in layman's terms, we estimate that the savings on an average wall, call it about 25% conservatively, because we can be very aggressive in low viewership time periods like overnight, is about the same as saving two average American homes electricity every year. And the media company won't really care about that, but they will care about what it means to their bottom line. Alan Larson: And to your point, Dave, when I get asked who is your market? My market is typically the guy that owns the OpEx and the EBITDA for the company. As we've found again, our roots are on the studio side, but as we've talked to asset owners the price point and fulfillment of their displays are market-driven. Their costs underlying, they're the only ones that really care about it, because they're gonna get what they can get based on the location and so forth. So if we can take 25% out of their most consistent ongoing costs, by definition, that asset owner's gonna earn more money. So would your typical customer then be somebody in Oklahoma, who has a small media company and they've got five digital billboards along a highway and they are looking for ways to save money on that? Is that most typical or are these big media companies? Alan Larson: We don't care. If they have one sign, to us that savings are linear. Each sign has the same impact, of a given size. Our market is those asset owners. For example, I'm working on a project with a company that owns, I think around 40 roadside billboards, and they can blanket it across. Now they're in the rural Midwest, and what's especially of interest to them is that in the overnight hours, we can turn the savings model into the 40+ percent range because of the way we can manipulate the pixels on the screen and drive down the power consumption even further. How do you do that? Alan Larson: It's probably best I don't give away all our secrets because some of what I'm describing is in the patent-pending process. The underlying technology, I think, has around 14 or 17 patents in the color management space, and just by reference, the roots of this company come out of ex-Kodak people in their digital color division. The actual author of most of the patents is the retired Chief Technology Officer for that division with a Ph.D. in Color Physics out of MIT, so it's pretty heavy stuff. When I talk about some of the concepts of the color gamut, most people's eyes go shut in about half a second. So we have to be careful to tone it down a little bit. Count me among those! Alan Larson: The overnight hours, basically what we do is we sit between the video player and the wall's controller. So in a production setting, you unplug the HDMI into the video controller and insert our box between the player and that video controller, and then put another little segment of HDMI cable and we're in line between the two, and what happens is, because we know a particular color red, let's call it the OU Crimson color. That's a branded color. We can reproduce that color to that PMS standard if you're thinking of it as a paper representation. We've never seen it. If someone says, I want to bid with pure IBM Blue, I think we'd probably win the deal. Now, what that means is that we put a scope against a screen, and we measure upwards of 8,000-9,000 patches. We call them patches, but they're effectively samples. So if I feed that OU Red to the screen, I'm gonna make this up because the numbers are huge. Each digital pixel gets a digital command that tells it what colors, how to turn the pixels on, how bright it should be, and so forth. But let's just say in simple terms, the color for that OU Red is the number 1234. We have a very nice reference scope that looks at it and says, we got 1234, but the best that screen could spit back, because all the pixels in the world are made in one big bucket over in China, it spits back 1662. “Why?” It's cuz it does. It has nothing to do with the controller. It has nothing to do with anything else. Then we know. Oh cool. So that means we have to send at the number 1553, whenever we see 1234 for any given pixel and it'll spit back the actual image of 1234, and poof, we do that for all the colors in the gamut and that's what brings out the true color. Now, a lot of people talk about, moving the white point. That's a fallacy in our world because a white point is actually what's called D65 or 6,500 Kelvin is pure white. When you properly set red, green, and blue (RGB), when they're running to true calibrated and color-managed perfection, that white is the Venn diagram intersection of those color spaces. It never moves no matter how bright it is. So when we reduce the illumination of a screen, we're actually bringing down the mathematical values that told the LED to be bright, not the mathematical values that keep the color in perfect harmony, which makes a very nice cinematic look. In the evening, you can drive down the freeway or in Nova Scotia, a remote road with trees around it, and the colors are beautiful. And at night we take a much more aggressive use of the color black in a way that people can't see cuz black on an LED wall is electrically the value of 0 Amps. So if we query 20-30% of that screen in a mathematical way, no matter where we had it set, that amount of additional power is gonna disappear cuz those LEDs are physically not doing anything, but it really looks nice and we don't tell people how we do it because we can't do that. And you're able to do more at night simply because you don't have to drive these things as hard, right? Alan Larson: We've never actually put up a light meter, I know we could, but we use the absolute location of the display itself, and the nice thing is the geolocation of every place on the earth has an exact sunrise and sunset time that changes every day of the year. So that means in Nova Scotia, the Sun's gonna set at 4: 28 this afternoon, which means somewhere around 4 o'clock or maybe a little before, we'll start taking the brightness part of that mathematical equation, slowly move it over, perhaps 45 minutes or so into a full post-dusk mode where it'll be in an evening setting and then when the asset owner says, there's nobody on this road, let's flip in the low viewership mode because from, say 11 o'clock till 6 in the morning, only three cars go by, but we're required by contract to keep that wall alive. So it's a combination of how the marketing people wanna see it and what's appropriate for the marketing setting. When we do things like Las Vegas, we can't be as aggressive, because they just love brightness out there. But I will tell you that some of those absolutely huge walls that you see, I'm assuming you've been to the strip, it's nothing to take 50 grand a year and cost off of those walls. So when I am buying your product, am I purely buying the box and the technology that's in there, or am I buying a service and a platform? Alan Larson: Yes. The answer is the latter. The box is a computer. It's a very fast computer that has boatloads of GPUs and processors because it's creating absolute color, and saturation is different at each pixel level, which means we can maintain grayscale visibility in an almost black setting. Most of the time they dither out and they're just a blob. You can actually see the changes in the subtleties of the shadows, and I'm gonna go back to your question, but a point I wanted to make earlier is because of that purity, that absolute control at a pixel level, your image will be more in focus, and it's simply because the processor captures the subtleties between each pixel to the point where the processor doesn't give up and approximate them as a cheap TV would, and all of a sudden you see what the director intended, not what a lower cost video display processor was able to produce. Now, back to your question about pricing. We sell our product in a tier of four ways. For lack of marketing intelligence, we call it the base product. It's the kind of product you would use, say in a conference room or a church where you turn it on and you just want it to look nice and you're gonna turn it off. The energy savings piece is incidental because they don't care, and they plug it into a 110 circuit and call it a day. We sell that as basically the asset with the color management system and everything they want to use on it is basically a manual setting. Then the next one, which we affectionately call our Energy module and pops in all of the automated features for geolocation time of day, anything you wanna do that is environmentally based or schedule based, it'll take over. In fact, when we take the color way down to the point where you go, gosh, it's dim, the color management system can actually pull, this is the patented stuff, out warm colors or blue colors or whatever would add a little zip back into the picture. Now is it absolutely pure to the King's English studio? No. Does it look better? Oh yeah, it does. So that means you can create a very pleasant brand running it about 25 to 35% of the power signature, and I'd have to show it to you cuz once you see it, you go, huh? What do you know, those facial tones came out. So that part of the product is typically sold on an energy split, software as a service model, either as an asset purchase or as a software as a service, continued service. And it's based on an energy savings model. So technically if you were in Nevada versus New York, the price point for the same asset would probably be different in our eyes. But in all cases, the customer always wins. If they purchase the product, they will always be cash positive in less than 24 months and thereafter. Yeah, that was gonna be a question was, yes, you could save money on this, but is the cost of the technology at a point where you're not really saving, you're just saving on your energy bill or whatever? Alan Larson: No, our play is, I gotta be able to look a CFO in the eye and go, you'll be better off with us. End of conversation. I don't care if you give a damn about color, you'll be better off, and quite frankly, the entertainment companies that have a customer that comes in for three days and gambles, they honestly don't care, right? ? Cause their market is to get people behind a slot machine. And other people, if you go into a boardroom setting or someone that cares about their brand, oh heck, they don't care about the energy. They want it to look perfect. They're there to impress their customers. So it depends on the market. And by the way, the device is always hooked via a very secure tunnel to our server farm in Rochester, New York, which means nobody can actually get into the server. It's impenetrable, and the only way you access it is through a web app that can run on any device and you can watch the behavior. You can see how much the machine is ready. You can see how much if you elect to put onboard storage and so forth, and you can do all the manipulation of the screen via the web, no matter where you are. Since I brought that up, I'll shift to the fourth piece of our product, which is smart automation. Because we're keeping a heartbeat pulse on that machine, if the video path goes away, either to or from, the technician on duty will get an immediate alert on his cell phone. If we're hooked to a UPS and the UPS is alive, so we're alive, but the network's connection goes down, then more than likely there's a power failure somewhere else. Once again, we'll notify them immediately, and the reason we can do that is that the server farm is that which actually notifies the technician, not the device itself. So it's saying, “I lost my baby out there in the middle of nowhere. I'm gonna tell somebody about it.” As a byproduct of that, the third tenant that we sell to, and this is for people that just have a desire for it, we've been asked and have done camera installations. There are a lot of controllers that do camera installations, which is fine. It's nothing unique, but again if someone is having a hard time with a consumer paying their bill because they want absolute validation of their display ads, we'll just have the server snap a picture every three seconds and log it both locally and up on the server, and if somebody asks a question, here, knock yourself out. Here's a log of everything that happened, and if we throw an error at the system, then if the camera's up, we would immediately turn a live feed on and make that feed available to the technician via that text. So in rural settings like where you live and a lot of the mountain states, these guys in bucket trucks drive two hours just to find out they didn't even need to go there. For example, we were at a sports bar where the network went down for six minutes and the technician got an error. By the time he read the error, the system was back up. So he calls and says, What the heck happened? We go, go talk to your network people. That's exactly what happened. It's that kind of stuff. The idea behind this smart service is that we do not want the distributors that buy and resell our product to get a call at 11 o'clock at night because the consumer found something wrong. We want them to be able to call their customer and say, by the way, “if it's of interest to you, I remediated a couple of issues last week. No problem. That's just what we do for you because we care”, and that's why we built it. That was all based on the distributor. Because they have a business to run and every time they have to service a wall for no reason, it just takes away their bottom line above and beyond what the customer bought. This is a distributor feature. So I've been to many trade shows, but trade shows that included booths for companies who were specifically in the business of video wall processing for LED video walls. I'm thinking of companies like Brompton and I understand at a base level, I guess at most, that you're running your signal through these boxes, which optimizes and improves the visuals that get pushed to the screen and therefore make it look better. Is that essentially what you're doing here or is this like another component? Alan Larson: No, it definitely conditions the video signal. In the high-end video market, a couple competitors I can think of, on a studio set, you'll see Black Box, where they actually condition the camera. I've seen Lumigen in high-end settings. We're similar in those products. There's a thing called a LUT box. We are the highest-resolution LUT box on the market. We got our name 65cubed because we're a 65x65x65, that's the cube, RGB-based technology. The nearest competitor that does something like this, I think is 37 cube and most of them are like 17, and most of the calibration style activities we've seen from all companies are one-dimensional, not three-dimensional, and again, we're basically hitting the color management system for a digital wall with a sledgehammer because we happen to own the asset. Our sister company is owned by the same investor as we are so we have untethered access to all the software assets. So is this the sort of thing that you purely sell as a product or would you license it as well to a big-time, top-five LED manufacturer so it would just be incorporated in the overall product? Alan Larson: We would welcome it because it's a lot easier to sell and implement, for example, there are two ways that our system gets installed. Because we can't control the quality of any given panel that goes on a wall, regardless of the manufacturer, we always scope the system to start with. So if someone owns some walls along Interstate 10 and they said, we want these fixed, we'll actually go in a bucket truck for a couple of hours and scope the screen, and once done, it's done and every display that's of the same bin of LED, they're done. But if it's an oddball, you go do it. For a distributor when they receive their great big crates of panels from China, they take one out, they're usually like 6 inches x 12 inches or foot by foot or wherever there are. They just lay it on the floor, hook a controller to it, put the scope against it, and go home for dinner. And then that entire set of crates that came in the same shipment are all done, and so the customer never gets involved in it. But no, the underlying technology of our sister company is in thousands of high-end monitors that are used in commercial settings, high-end gaming, that kinda stuff. Who's the sister company? Alan Larson: The technical name is Entertainment Experience. Their trademark company is called EE Color, and it's embedded in our technology. We're both owned by the same group. Is the product something that would be used across any manufacturer? I mentioned the top five companies that perhaps sell a lot of this stuff at least to the major media companies, for the sides of buildings and roadside billboards, and so on. Or is this more the thing that's gonna really improve lower-tier, lower-cost products? Alan Larson: I can't speak for the quality management of any manufacturer. The lower quality products, distributors that don't sell the top three or four name brands. They love it because they can go and compete for head to head. We have clever tools we give them. We give them an image that's basically duplicated side by side and play it in duplication on the screen, and then we tell our processor to physically not process the left side of the screen pixels and the right side we do, and it's visually impressive because the telltale evidence of digital walls that are pushing too much electricity and don't portray are people. We went to the Infocom Show last June, I believe we went with a partner, a distributor that resells our product. We were the only ones that had people, not swirling colors and mountain scenes, right? Because we can produce the facial tones of anybody, whether you're Caucasian, of color, just as if you're looking at them in your face. When you get the people's faces right, I guarantee you the rest of the colors are in. Typically what happens is people look like they sat under a sunlamp all day. Another telltale evidence of a screen often aging is that white looks turquoise. That just means the whole color skew is pushed way out, and when we bring that back in, and by the way, when it's pushing purple, it's pushing a lot more electricity too. When you bring it into white, the white is is the byproduct of the red, blue, and green in concert. We don't create white, white happens, is what I'm trying to say. For the lower-cost products coming over primarily from China, one of the criticisms is that they use LED light admitters from a really wide “bin”, a wide assortment of bins with different Color properties, and everything else. Is the proposition here that that's not the same worry if you're using this kind of technology? Alan Larson: No. We usually tell the distributors who buy those. You have to pay attention to the bin numbers as they come in because yes, they vary widely and you find that the distributors are pretty clever. If they pull some panels out that look odd compared to the rest of them, they literally sort them. It sounds like a big pain in the neck, but they don't want their customer to have a checkerboard on the wall. But no, typically the rule is if you receive another shipment that the manufacturer declares is of the same bin, you hope that the manufacturer has integrity then you go with that. What you typically find is, let's assume the bins are off by 5% or 6% in the color signature, and it's on the side of a wall, along a freeway somewhere. The energy curve is gonna be taken care of. These colors won't be textbook, but again, you have a viewing discussion with the consumer for about two seconds when they look at the screen. otherwise, they're gonna hit that semi in front of them. So you don't have to be as particular on roadside displays as you do in company settings or boardrooms. You mentioned coming out of the studio world and so on. Is this primarily a product for outdoor displays that you're gonna see from a long distance or is this the sort of thing that you could use indoors for 1.8-millimeter fine pixel pitch walls? Alan Larson: Actually, today I'm going over to a manufacturer's US distribution center, and I'm gonna be working with their team to set up a 0.5-millimeter, 5x9 foot wall in their boardroom. Now, the finer the pixel pitch, the more amazing the product actually. So last question: I was curious about energy savings. I work quite a bit with a company over in Germany. We collaborate on things and they asked me about energy concerns in North America I say, people are aware of it, but it's not a point of discussion. Obviously, it's a huge point of discussion now in Europe. Are you getting questions at all about that and are the customers interested in that side of it? Alan Larson: We're more interested than people we've found. In fact, one of the reasons I went to the DPAA shows a couple of weeks ago. One of my missions was specifically to look for potential distributors in continental Europe for that very reason. I've traveled extensively in my career overseas and have put a lot of time into Europe and the Middle East, and it's a whole different world over there, and the weird thing about Americans, and probably Canadians too, is they've never been more than 250 miles from the day place they were born and like in Dallas where I live, you don't see any news about New York because it might as well be Germany. They don't get it, there's just not something that would register. So the European thing here is nothing more than news on the nationals every so often. And you don't have US media companies or maybe Canadian media companies as well expressing concerns about the cost of energy and interest in your product primarily because of that. They're more interested because of the color properties? Alan Larson: If they pay the bill for that asset, they care. When I was at DPAA, I got killed with acronym soup because I come out of the high-tech industry, databases, applications, and computers, and I could have given you the same three letters and some acronyms, and I would've thought it was something different. So I sat there and just listened and looked for the context and by and large the word “energy”, and the word “perfect color” wasn't mentioned once in the five days I was there, and hence I met with an architectural engineering firm that's all about energy and they went, you have uniqueness here that we believe as we do these great big installations will give us a competitive advantage, and that was the most productive meeting I had all week, actually. So back to your question about the majors. I have approached the likely candidates that are the big display owners, the people that make them and some have amazing products, don't get me wrong, We've looked at a couple of them, call it the top three or four, and we go, you know what the difference is between some of the cool things they're doing and what we can provide, that just validates our market. We don't care if we so-called compete against them because that's goodness. Because they're doing the right thing for the environment. That we're trying to do. We're sensitive to that. So the European piece is very important to us. We're just attempting to get a foothold to get our product supported locally. All right, Alan. If people wanna know more about the company, where can they find it online? Alan Larson: If they go to our website, they can fill out a simple form that says, “I wan to know more” and that's about all it does, and I'll call them right back, or I'll have somebody in our group call them back. That's 65cubed.com, right? Alan Larson: Right! All right. Thanks again for spending some time with me. Alan Larson: Thanks very much.
Rarely do organizations reward leaders for the things they stop doing. We should be excited at the prospect of simplifying processes and getting operational clarity. Clarity creates speed. How do you create clarity and eliminate the "resistance" to organizational change? In this week's episode of Culture by Design, Timothy R. Clark interviews Marcelino Sanchez, Managing Principal at Agilityze on how you can infuse agility into the DNA of your culture. Here are a few gems from this episode:We have an impact on all of the micro-cultures we interact with. (10:51)There is a different culture at work, at home, with friends, and every where we interact. Each social situation presents its own micro-culture and an opportunity to shape that culture. In turn, the cultures of which we are apart shape our own behavior for better or worse. We have the power to intentionally impact cultures around us and be a positive force for good."People don't resist change what they resist is being changed" (18:28)Working in change management and dealing with organizational change you will always run into "resistance". However, the term resistance itself is not that helpful. "Resistance is a term used to blame other people for our inability as leaders to shape and influence behavior" (18:44) Blaming others doesn't solve problems, it creates new ones. Instead, we should focus on bringing others in to co-author change. By inviting others to get involved they become advocates for changes instead of victims of the change. (23:05)Organizations rarely prune their operational overgrowth (29:57)Without deliberate interference organizations end up with a cacophony of metrics, dashboards, scoreboards and misaligned incentive structures. Agility requires simplicity and clarity. Although organizations rarely reward individuals for things they stop doing, it's worth taking a look at your metrics, processes, and run a start, stop, continue exercise. (38:28)Clarity and simplicity will accelerate change (51:32)Creating simplicity and clarity begins in our interactions. Leaders have an important job to eliminate confusion especially at the top. A small amount of confusion at the top of the organization can have massive ripple effects down the line. If we create clarity at the top it will help change to happen naturally and organically without the typical resistance.About Our GuestMarcelino Sánchez, Managing Principal at Agilityze, is an Organizational Change and Opex practitioner, trainer, and coach. His project portfolio includes change management capability building, strategy deployment, M&A, corporate transformations, deploying lean/six sigma, Union/Management partnerships, employee engagement, and implementing operating systems among others. He has coached managers and change agents at all levels including CEOs, executive teams, managers, project teams, and task forces.
Welcome to today's episode, where we bring you more status updates on all the exciting things happening with Southstar this year and next! Listen in as the CEO of Southstar, Richard Pearce talks to us about the macro dynamics of what's been happening in the battery metals space with a focus on South Star and what we should anticipate from a strategic and cash flow standpoint.In the episode, he also shares his excitement about the wrapping up of Santa Cruz's first tranche of financing. Tune in to learn more about:·Santa Cruz project being put into production and wrapping up the first tranche of financing there·The excitement around delivering the 1st new graphite production in America since 1996·How raw graphite is priced now and what to anticipate moving forward ·Supply and pricing differences between lithium and graphite in the recent years·The 2023 potential pricing explosion of graphite·How South Star is strategically approaching its top 2 goals; be the first quartile in OpEx and serve diverse clients…and so much more! Resources:Follow Richard on LinkedInHave questions you want answered on the show? Fill out this form View the Battery Market Primer HERELearn more about South Star's Santa Cruz Graphite Project on our website:Subscribe to our newsletter for project updatesWant to be an investor? Contact Us
ARRA Networks is the best Mesh Network for the edge. With only 5% bandwidth loss between nodes, up to 40 or 50 nodes deep can be deployed with a mile or more between nodes. Paul Egermeier, CEO of Arra Networks provides a great overview of the company to Don Witt of The Channel Daily News, a TR publication along with some market positioning information. Sonny Vleisides Paul Egermeier Sonny Vleisides, CTO provides a very insightful look at the technology. Sonny highlights the key features of the technology and provides the reasons why their industrial Mesh network is superior to other mesh solutions. It is not just about the mesh network; it is also about a total solution including a network management system. It can literally be set up in minutes. If you are a reseller looking for an edge micro-network solution, listen in to this podcast. You will learn that this mesh is very versatile and can be deployed for a variety of situations while providing a 37 times cost reduction. We are in a recession – you can provide better service while closing more business with better pricing! ARRA PRODUCTS About: ARRA Networks' mission is to dramatically reduce the CAPEX and OPEX costs to enable cost effective Broadband Access for under served urban, rural and Industrial IOT/Precision AG markets. ARRA accomplishes this by seamlessly integrating FOUR technologies together in their Wireless Mesh Router Solutions: Distributed Ledger Fractal AI Antenna Industrial Mesh Modular Frequency For more information, go to: https://arranetworks.com/.
Listen in podcast app* Market Update* Kanye has been canceled* UK Political Turnover* Brad Gerstner Altimeter letter to Mark Zuckerberg* The NDP's success in Conservative Alberta* Jagmeet Singh NDP call Bank of Canada tightening a mistake and without evidence* Hashtag BanTikTok Picking up Steam* US politics* PredictionsListen on Apple, Spotify, or Google Podcasts.If you aren't in the Reformed Millennials Facebook Group join us for daily updates, discussions, and deep dives into the investable trends Millennials should be paying attention to.
This weeks guest is James Fitzgerald, known by many within the CrossFit world as OPT, the founder of OPEX Fitness. James was the very first person to win the CrossFit Games back in 2007, and he has built quite a business since then. OPEX has an impressive string of affiliates throughout the world, and has been a source of fitness and programming excellence ever since. On this episode we speak with James about not only his history, but also about where he sees his business going in the future. He spoke quite extensively about his view surrounding fitness, where the industry falls short, and why he feels that the concepts of wellness and vitality are where his focus and pursuits are directed at this point. This was a very interesting discussion, you're not going to want to miss it. Start the OPEX Coaching Certificate Program: https://www.opexfit.com/ccp-level-1/ Watch or listen to James' new podcast, the Live a Larger Life show: https://www.youtube.com/c/OPEXFitness/ Subscribe to LearnRx for your daily dose of fitness education: https://learnrx.app/ Explore the ultimate coaching software, CoachRx: https://www.coachrx.app/ •••• This episode is SPONSORED by: https://victorygrips.com/ Victory grips are the standard in hand protection plus they just launched their new Gym Affiliate Program. As affiliate owners, they understand the demands of gym owners. Their goal is to keep their Gym Referral Program process as simple as possible. You'll receive educational content, early access to upcoming releases and exclusive discounts for your members plus receive a percentage of the net sales.
Chegamos a mais uma semana sem mangá de One Piece e sabemos que por aqui é tudo sobre One Piece, mas desta vez não… Não é One Piece! Na parte 7 desta série de longa data, juntamos mais uma vez o time da OPEX para recomendar o que há de melhor na cultura geek: games, […] The post OPEXCast #185 – Não é One Piece: parte 7 first appeared on One Piece Ex.
Options Expiration Rodeo Operation…Expect the unexpected from markets and stocks across the board…We'll discuss all the details including a variety of charts and markets.The analysis found in these videos is appropriate for both beginning Traders and experienced Traders alike.We look at only technical analysis using charts from various time frames using various vehicles. We use only the Candlestick charts and moving averages to determine our next best case scenario. Hosted on Acast. See acast.com/privacy for more information.
In this episode of the HR Leaders podcast, I'm joined by Fiona Carney and Richard Gregory to discuss how Microsoft are using people-focused tech for business acceleration, as well as the steps you can take towards ending productivity paranoia, embracing the fact that people come in to the office for each other, and re-recruiting your employees. Fiona Carney is the General Manager, Chief Marketing & Operations Officer Western Europe at Microsoft. Known as a highly motivated & energetic leader who thrives working with others, she has worked extensively leading large scale transformation programs, as well as running Operations for EMEA and Asia Pacific Microsoft business.Richard Gregory is the Global Leader of Modern Workplace Practice at Avanade. He is the global leader of Avanade's Modern Workplace (Value Realisation) offering, helping clients to understand this changing world, how to successfully adapt, disrupt and digitally transform at pace. By transforming the digital, physical (IoT) & virtual (Metaverse) workplace, together with wider workforce transformation, Richard helps organisations adapt to the Future of Work and define a new “Workplace Experience” - reducing both Capex and Opex while increasing organisational productivity.
Intro 0:00-04:05 Favourite After Work Drink 04:05-05:50 Funniest work related f*ck-up 05:50-09:32 Today's topic 09:36-43:25 Outro 43:28-End With only 10% of the information you think your ambassador will 'wow' the other 10 persons about your service. When they have never pitched it before? 10 person is the average # of decision makers in B2B sales process today, according to Forbes. Fail n' Grow IS BACK (I know you have missed it as much as I have ;) first out is Josed Fallesen founder of Vaam. A true expert within video. → How to help you ambassador to sell (your) service internally (and half your sales cycle) → Why we ask to much in outreach (and book x4 times meeting by adding video) → How to scale your passion and engage 100s of people within days by using video combined with your e-mail outreach We all know that the number of target group decision makers that your sales pitch reaches every day X The effectiveness of your sales pitch = the number of opportunities in your pipeline. Looking for ways to optimize your sales process and close more deals, this episode is for you.
Want the secrets to a long, healthy, and vital life?In this week's show hosts James FitzGerald, Carl Hardwick, Kandace Hudspeth, and Georgia Smith walk through the first iteration of the OPEX Vitality Model.This is our take on the simple behaviors that we know will solve the health crisis facing Americans (and anyone seeking vitality).For optimized viewing we recommend joining us on YouTube. Watch episode 5 here00:00 Intro sequence00:28 The Radar - James' week, men & relationships, high schoolers & sleep, and 10k steps39:40 The origins of the Vitality Model49:30 What's inside the Vitality Model 1:29:30 Wrap up Join James for his bonus monologue on this week's topic and connect with him on LearnRx: https://learnrx.app/classes/live-a-larger-life-with-james-fitzgerald**Subscribe to LearnRx for access to 70+ specialty fitness education courses and our extensive library of resources on exercise, nutrition, and coaching business topics. New content added weekly!**SHOW RESOURCESCarl's RadarHigh Schools Are Starting Too Early- https://apple.news/AYgKfysc3SZG4JcEwZrV1_QStudy: Students Get More Sleep With Later Starts- https://academic.oup.com/sleep/article/44/12/zsab180/6350476?mod=ANLinkGeorgia's RadarDavid French on Men - https://frenchpress.thedispatch.com/p/a-short-story-of-menSNL Man Park - https://youtu.be/9XOt2Vh0T8wKandace's RadarWhy walk more - https://thereadystate.com/blogs/why-you-should-walk-more-according-to-kelly-starrett/10k steps? - https://inbodyusa.com/blogs/inbodyblog/99465793-what-walking-10-000-steps-does-and-doesn-t-do-for-you/Benefits of 10k - https://www.weightwatchers.com/us/blog/fitness/walking-10000-steps-a-day-benefits
HOUR 1More than 37 were killed, 20 of whom were children, at a Thailand daycare center by a form policeman who then took his family's and his own life / (NYT) https://www.nytimes.com/live/2022/10/06/world/thailand-shooting?OPEX+ oil cut boosts Russian economy and hurts U.S. consumers / (MB) https://www.morningbrew.com/daily/stories/2022/10/05/opec-oil-cut-boosts-russia-bruises-the-us?On October 6, 1942, inventor Chester Carlson patented xerography / (SciHi Blog) http://scihi.org/chester-carlson-xerography/Lawsuit over Rust movie paid; movie to go forward and deceased cinematographer's husband will be an executive producer / (AP) https://apnews.com/article/alec-baldwin-rust-shooting-settlement-3281f25bacdecade5495e8681078956f?Tom S talks about March Madness and the 64 teamsRecord breaker pro-baseball player Aaron Judge played for the Anchorage Glacier Pilots in 2011 / (ADN) https://www.adn.com/sports/alaska-baseball/2022/10/05/a-special-kid-the-inside-story-of-home-run-king-aaron-judges-season-with-the-anchorage-glacier-pilots/NASA astronaut Nicole Mann became the first Native American woman to go to space, joining three others on a trip to the International Space Station aboard a SpaceX Crew Dragon vehicle / (WSJ) https://www.wsj.com/articles/elon-musks-spacex-nasa-set-for-latest-crew-launch-to-space-station-11664974462?Dalton from Mat-Su with an anti-LGBTQ rantHOUR 2Why are gas prices jumping so high in Alaska? (ANS) https://www.alaskasnewssource.com/2022/10/05/gas-prices-jump-way-up-why/Tax consequences for selling or donating Aaron Judge's 62nd hit ball / (FOX News) https://www.foxbusiness.com/sports/fan-who-caught-aaron-judge-historic-homer-catch-big-tax-billMan dies crossing the Glenn Hwy at Boniface / (ADN) https://www.adn.com/alaska-news/anchorage/2022/10/06/man-crossing-glenn-highway-on-foot-struck-and-killed-by-pickup-police-say/Mat-Su votes to end the use of machines to count ballots / (ADN) https://www.adn.com/politics/2022/10/05/mat-su-assembly-bans-voting-machines-for-borough-elections-starting-next-year/Gary from East Anchorage is for hand count ballots and discussed the cats in his neighborhood and why people should adopt them
A ficção, por mais longe do nosso mundo que esteja, sempre traz uma visão sobre a realidade, pois é feita por pessoas que nela estão inseridas. Ao analisar uma obra de ficção, podemos entender melhor o nosso mundo e, claro, enriquecer a leitura de nossas obras preferidas. One Piece é conhecido por sua riqueza no desenvolvimento de mundo e nos apresenta um sistema político muito peculiar, com paralelos e diferenças com a nossa organização. Embarque nesse cast em parceria com o pessoal da Opex para entender melhor o Governo Mundial e as relações entre os países do mundo de One Piece.
Customer experience is the top competitive advantage for brands today. We're not making this stuff up—studies consistently show consumers are willing to pay more for great experiences, while they're more likely to take their business elsewhere after bad ones.You're looking at CX all day every day, battling budget constraints, lowering OpEx, trying to hold onto talent, all while refocusing on the customer. And customer experience is definitely a competitive advantage in today's marketplace. But on the flip side, if you're not looking forward and evolving, it'll become your downfall. We're all about looking forward around here, so Sam's rounded up some innovative and advanced strategies to make your brand stand out for its experiences. Still hungry?Let us know what you think on Linkedin or by emailing email@example.com.Hear more at getmindful.com/podcasts/
Carly Blanchett is a trainer + manager at noble clay fitness the only non-profit OPEX training center in the country. She earned her B.S. in Kinesiology + minor in sports business management + is also a certified OPEX CCP Coach. We dive in to Carly's intuition with her body + ability to advocate for herself in her health journey-- from menstrual cycles to mold exposure. If you're someone who needs a push to advocate for yourself in their health + learning about the importance of listening to your body-- this conversation is for you! Find her on instagram @seaayeareelwhy Looking for someone to partner with you in your health journey? If you're someone who is looking for answers + not bandaids as + are willing to put in the work, let's connect + talk about working together to help you live a full, healthy life. Click HERE.
Faut-il donc écouter sa chanson réalisée avec Gael Faye et Ben Mazue « Qui a kidnappé Benjamin Biolay ? » Et André Dussollier, après 50 ans de carrière, quel regard porte-t-il sur la crise actuelle du cinéma français ? « Tin men », est-ce un faux groupe dans un vrai film, «I used to be famous » ? A propos de « famous », que devient Naomi Watts ? Fait-elle un retour gagnant dans «Good night mummy » ? Pourquoi l'album posthume d'Arno s'appelle-t-il « Opex » ? Et la découverte de Katerine, Clair, ça ressemble à du Katerine ? Le plein de questions, le plein de réponses dans « La semaine des 5 heures » de ce mercredi 21 septembre
There's a good chance you already have a tool from the Stanley Black & Decker family in your toolkit. They're household names, quality, reliable tools, and we wanted to hear more about the manufacturing process behind them. Antonio Hill, Head of Manufacturing Digital Solutions, Global Supply Chain at Stanley Black & Decker, joins Manufacturing Happy Hour to talk about his career, the challenges of managing supply chains, the impact of Industry 4.0, and what lean manufacturing means to him. We hear how Antonio made the jump from HR to manufacturing (bringing some important skills with him) and how he's grown in his career since. We hear some top advice on starting with a lean process, building a “culture of lean,” and managing supply chain issues now and in the future. We cover a lot of ground in this episode, so you won't want to miss it! In this episode, find out: How Antonio made the jump from HR to manufacturing What lean manufacturing is How Industry 4.0 affects Antonio's work Why data is the key to building more efficient processes Why you need a “culture of lean” in manufacturing Why you need to know your facility inside-out The challenges of managing supply chains (especially in a pandemic) The coolest thing about working at Stanley Black & Decker Enjoying the show? Please leave us a review here. Even one sentence helps. It's feedback from Manufacturing All-Stars like you that keeps us going! Tweetable Quotes: “No one can predict the future, so in order for us not to go and try to hire Nostradamus, let's go ahead and create processes where we're getting the right information in order to make the best decision for our organization.” “We're always trying to improve the marginal cost and reduce costs to improve our business. We want our business to be the best.” “I think that a lot of times people get laser-focused on what they're on and not necessarily take the holistic approach.” Links & mentions: https://manufacturinghappyhour.com/AMS2022 (AMS Summit), learn from manufacturing leaders about the most impactful trends in manufacturing – from workforce development to lean & OpEx – talking place October 11-12 in Houston, TX https://www.stanleyblackanddecker.com/ (Stanley Black & Decker), manufacturer of iconic tools from household names such as BLACK+DECKER, DEWALT, CRAFTSMAN, STANLEY, and more Make sure to visit http://manufacturinghappyhour.com/ (http://manufacturinghappyhour.com) for detailed show notes and a full list of resources mentioned in this episode. Stay Innovative, Stay Thirsty.
Dave Hochberg is the man responsible for getting Max El-Hag into a CrossFit gym. He put him through his first workout (Fight Gone Bad), introduced him to Brannen Dorman, connected him to OPT (now OPEX), provided business mentorship to TTT, and talked a ton of trash along the way. Dave, 57 years young, now has his eye set on getting back in shape to counteract nature so that he can be in the best shape possible for his 4-month-old child. Dave stopped by TTT HQ, to get some movement screens with our on-site PT Kyle Habdo, and perform some initial testing with Max. Our plan is to document this journey. Most of you know us for working with elite CrossFit athletes, but what you don't know is how many cases like this we take on. Get to know a little bit more about Max and Dave in this episode of the Corpus Animus Podcast.
In this episode, Paul Deane and I discuss his three core pillars to an operational excellence journey. What You'll Learn: Three Core Pillars of an operational excellence journey. The biggest drivers for an organization to adopt Lean. The biggest challenges organizations face when embarking on a Lean journey. Paul's biggest 'win' he has seen organizations achieve having implemented effective Lean. How do you get buy-in for Lean? About The Guest: Paul Deane has over 25 years working with large global organizations all over the world leading manufacturing and service operations, and successfully deploying business improvement methodologies. An innovative continuous Improvement practitioner, with strengths in operationalizing LEAN systems, ISO9001, manufacturing best practice and DMAIC projects. CSSC/ISSP certified 6 Sigma Black and Green Belts. Over 15+ years implementing OPEX systems from zero base within global organizations with strong insight into engaging front line staff. His operational, service and manufacturing experience has covered chemical, industrial and food industries. Paul also spoke at the Virtual Lean Summit 2022. Important Links: Paul Deane | LinkedIn YouTube --- Support this podcast: https://anchor.fm/leansolutions/support
In this episode, Patrick Ceresna and Kevin Muir welcome Rob Arnott to the show to discuss value versus growth stocks, the yield curve and whether it's predicting or causes recessions, and why Rob thinks inflation will stay persistently high. Then Brent from SpotGamma is here to talk OPEX. Visit Research Affiliates: https://www.researchaffiliates.com Download Brent's Charts 📈📉https://bit.ly/3L13IFL ⭐️Visit our merch store!!! 👉https://www.markethuddlemerch.com/ ⭐️ *Got questions for Kevin and Patrick? Submit your questions to: 📩firstname.lastname@example.org To receive our emails with the charts and links each week, please register at: https://markethuddle.com/
Christa Dodoo, CFM, CIWFM, FMP, CMQ-OE is Head of Facilities Management Services at the United Nations World Food Programme where she has extensive experience in operations maintenance, real estate, vendor contract management and budgeting (OPEX and CAPEX). Mike Petrusky asks Christa about her journey throughout the world of FM and her passion for advancing the profession while encouraging leaders to take advantage of the unique opportunities available to them today. They discuss the evolution of the workplace, change management and the power of technology in the future of work with a focus on human experiences. Mike and Christa offer practical advice and inspiration for facility management leaders across the globe while encouraging you to be an asset champion in your organization. Connect with Christa on LinkedIn: https://www.linkedin.com/in/christa-dodoo-cfm/ Learn more about the UNWFP: https://www.wfp.org/ Attend IFMA's World Workplace: https://worldworkplace.ifma.org/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/ Learn more about the iOffice + SpaceIQ Asset Division and explore more interviews at: https://www.assetchampion.com/ Share your thoughts with Mike via email: podcast@iOFFICECORP.com
In this 116th episode of The G2 on 5G, Anshel and Will Cover:1. How AT&T is managing its monster $1.6B electricity bill to reduce OpEx tied to its 5G network - is it a model for other operators?2. Apple iPhone 14 Launch and New 5G Bands, satellite connectivity, eSIM only in US3. Will's impressions from his visit to the Curiosity Lab at Peachtree Corners and how 5G plays a pivotal role4. Lockheed Martin & AT&T test private 5G for Helicopter data5. Orange forges new partnerships to leverage Open RAN for a 5G SA trial - will it see production? 6. NTT DoCoMo demonstrates 5G NR DC with Qualcomm-based devices from Samsung and Sony, achieving 4.9 Gbps download and 1.1 Gbps upload speeds.
Le 15 août 2022 à 00h01, le dernier soldat français de la force Barkhane au Mali refermait le portail de la plateforme opérationnelle désert de Gao. Onze heures plus tard, le dernier détachement militaire franchissait la frontière avec le Niger, mettant un terme à près de dix années de présence de l'armée française dans ce pays. Quelques jours auparavant, le dernier convoi logistique quittait ce qui fut la plus grande base Opex depuis l'Afghanistan. Installée sur quelque 200 hectares, elle a accueilli jusqu'à 3 000 hommes. Notre envoyée spéciale a exceptionnellement pu se rendre sur place pour assister à ce départ. ► Reportage photos Mounia Daoudi
Christa Dodoo, CFM, CIWFM, FMP, CMQ-OE is Head of Facilities Management Services at the United Nations World Food Programme where she has extensive experience in operations maintenance, real estate, vendor contract management and budgeting (OPEX and CAPEX). Mike Petrusky asks Christa about her journey throughout the world of FM and her passion for advancing the profession while encouraging leaders to take advantage of the unique opportunities available to them today. They discuss the evolution of the workplace, change management and the power of technology in the future of work with a focus on human experiences. Mike and Christa offer practical advice and inspiration for facility management leaders across the globe while encouraging you to be a workplace innovator in your organization. Connect with Christa on LinkedIn: https://www.linkedin.com/in/christa-dodoo-cfm/ Learn more about the UNWFP: https://www.wfp.org/ Attend IFMA's World Workplace: https://worldworkplace.ifma.org/ Discover free resources and explore past interviews at: https://www.workplaceinnovator.com/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/ Share your thoughts with Mike via email: podcast@iOFFICECORP.com
Attitudes about cloud are maturing and organizations are putting the abstractions that they provide to work in better ways. Research Director Melanie Posey returns to the podcast to look at these changes and explore study data with host Eric Hanselman. The shift from capex to opex is no longer the main challenge. The data point to some success stories that these mature approaches are bringing. Will there be a time when we no longer talk about cloud?
About AlexAlex is the Chief Product Officer of Twingate, which he cofounded in 2019. Alex has held a range of product leadership roles in the enterprise software market over the last 16 years, including at Dropbox, where he was the first enterprise hire in the company's transformation from consumer to enterprise business. A focus of his product career has been using the power of design thinking to make technically complex products intuitive and easy to use. Alex graduated from Stanford University with a degree in Electrical Engineering.Links Referenced:twingate.com: https://twingate.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Sysdig. Sysdig secures your cloud from source to run. They believe, as do I, that DevOps and security are inextricably linked. If you wanna learn more about how they view this, check out their blog, it's definitely worth the read. To learn more about how they are absolutely getting it right from where I sit, visit Sysdig.com and tell them that I sent you. That's S Y S D I G.com. And my thanks to them for their continued support of this ridiculous nonsense.Corey: This episode is sponsored in part by Honeycomb. When production is running slow, it's hard to know where problems originate. Is it your application code, users, or the underlying systems? I've got five bucks on DNS, personally. Why scroll through endless dashboards while dealing with alert floods, going from tool to tool to tool that you employ, guessing at which puzzle pieces matter? Context switching and tool sprawl are slowly killing both your team and your business. You should care more about one of those than the other; which one is up to you. Drop the separate pillars and enter a world of getting one unified understanding of the one thing driving your business: production. With Honeycomb, you guess less and know more. Try it for free at honeycomb.io/screaminginthecloud. Observability: it's more than just hipster monitoring.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. This promoted episode is brought to us by our friends at Twingate, and in addition to bringing you this episode, they also brought me a guest. Alex Marshall is the Chief Product Officer at Twingate. Alex, thank you for joining me, and what is a Twingate?Alex: Yeah, well, thanks. Well, it's great to be here. What is Twingate? Well, the way to think about Twingate is we're really a network overlay layer. And so, the experience you have when you're running Twingate as a user is that network resources or network destinations that wouldn't otherwise be accessible to you or magically accessible to you and you're properly authenticated and authorized to access them.Corey: When you say it's a network overlay, what I tend to hear and the context I usually see that in, in the real world is, “Well, we're running some things in AWS and some things in Google Cloud, and I don't know because of a sudden sharp blow to the head, maybe Azure as well, and how do you get all of the various security network models of security groups on one side to talk to their equivalent on the other side?” And the correct answer is generally that you don't and you use something else that more or less makes the rest of that irrelevant. Is that the direction you're coming at this from, or do you view it differently?Alex: Yeah, so I think the way that we view this in terms of, like, why we decide to build a product in the first place is that if you look at, sort of like, the internet in 2022, like, there's one thing that's missing from the network routing table, which is authentication and authorization on each row [laugh]. And so, the way that we designed the product is we said, “Okay, we're not going to worry about everything, basically, above the network layer and we're going to focus on making sure that what we're controlling with the client is looking at outbound network connections and making sure that when someone accesses something and only when they access it, that we check to make sure that they're allowed access.” We're basically holding those network connections until someone's proven that they're allowed to access to, then we let it go. And so, from the standpoint of, like, figuring out, like, security groups and all that kind of stuff, we're basically saying, like, “Yeah, if you're allowed to access the database in AWS, or your home assistant on your home network, fine, we'll let you do that, but we'll only let you go there once you've proven you're allowed to. And then once you're there, then you know, we'll let you figure out how you want to authenticate into the destination system.” So, our view is, like, let's start at the network layer, and then that solves a lot of problems.Corey: When I call this a VPN, I know a couple of things are going to be true. One, you're almost certainly going to correct me on that because this is all about Zero Trust. This is the Year of our Lord 2022, after all. But also what I round to what basically becomes a VPN to my mind, there are usually two implementations or implementation patterns that I think about. One of them is the idea of client access, where I have a laptop; I'm in a Starbucks; I want to connect to a thing. And the other has historically been considered, site to site, or I have a data center that I want to have constantly connected to my cloud environment. Which side of that mental model do you tend to fall in? Or is that the wrong way to frame it?Alex: Mm-hm. The way we look at it and sort of the vision that we have for what the product should be, the problem that we should be solving for customers is what we want to solve for customers is that Twingate is a product that lets you be certain that your employees can work securely from anywhere. And so, you need a little bit of a different model to do that. And the two examples you gave are actually both entirely valid, especially given the fact that people just work from everywhere now. Like, resources everywhere, they use a lot of different devices, people work from lots of different networks, and so it's a really hard problem to solve.And so, the way that we look at it is that you really want to be running something or have a system in place that's always taking into account the context that user is in. So, in your example of someone's at a Starbucks, you know, in the public WiFi, last time I checked, Starbucks WiFi was unencrypted, so it's pretty bad for security. So, what we should do is you should take that context into account and then make sure that all that traffic is encrypted. But at the same time, like, you might be in the corporate office, network is perfectly safe, but you still want to make sure that you're authorizing people at the point in time they try to access something to make sure that they actually are entitled to access that database in the AWS network. And so, we're trying to get people away from thinking about this, like, point-to-point connection with a VPN, where you know, the usual experience we've all had as employees is, “Great. Now, I need to fire up the VPN. My internet traffic is going to be horrible. My battery's probably going to die. My—”Corey: Pull out the manual token that rotates with an RSA—Alex: Exactly.Corey: —token that spits out a different digital code every 30 seconds if the battery hasn't died or they haven't gotten their seeds leaked again, and then log in and the rest; in some horrible implementations type that code after your password for some Godforsaken reason. Yeah, we've all been down that path and it's like, “Yeah, just sign into the corporate VPN.” It's like, “Did you just tell me to go screw myself because that's what I heard.”Alex: [laugh]. Exactly. And that is exactly the situation that we're in. And the fact is, like, VPNs were invented a long time ago and they were designed to connect to networks, right? They were designed to connect a branch office to a corporate office, and they're just to join all the devices on the network.So, we're really, like—everybody has had this experience of VPN is suffering from the fact that it's the wrong tool for the job. Going back to, sort of like, this idea of, like, us being the network overlay, we don't want to touch any traffic that isn't intended to go to something that the company or the organization or the team wants to protect. And so, we're only going to gate traffic that goes to those network destinations that you actually want to protect. And we're going to make sure that when that happens, it's painless. So, for example, like, you know, I don't know, again, like, use your example again; you've been at Starbucks, you've been working your email, you don't really need to access anything that's private, and all of a sudden, like, you need to as part of your work that you're doing on the Starbucks WiFi is access something that's in AWS.Well, then the moment you do that, then maybe you're actually fine to access it because you've been authenticated, you know, and you're within the window, it's just going to work, right, so you don't have to go through this painful process of firing up the VPN like you're just talking about.Corey: There are a number of companies out there that, first, self-described as being, “Oh, we do Zero Trust.” And when I hear that, what I immediately hear in my own mind is, “I have something to sell you,” which, fair enough, we live in an industry. We're trying to have a society here. I get it. The next part that I wind up getting confused by then is, it seems like one of those deeply overloaded terms that exists to, more or less—in some cases to be very direct—well, we've been selling this thing for 15 years and that's the buzzword, so now we're going to describe it as the thing we do with a fresh coat of paint on it.Other times it seems to be something radically different. And, on some level, I feel like I could wind up building an entire security suite out of nothing other than things self-billing themselves as Zero Trust. What is it that makes Twingate different compared to a wide variety of other offerings, ranging from Seam to whatever the hell an XDR might be to, apparently according to RSA, a breakfast cereal?Alex: So, you're right. Like, Zero Trust is completely, like, overused word. And so, what's different about Twingate is that really, I think goes back to, like, why we started the company in the first place, which is that we started looking at the remote workspace. And this is, of course, before the pandemic, before everybody was actually working remotely and it became a really urgent problem.Corey: During the pandemic, of course, a lot of the traditional VPN companies are, “Huh. Why is the VPN concentrator glowing white in the rack and melting? And it sounds like screaming. What's going on?” Yeah, it turns out capacity provisioning and bottlenecking of an entire company tends to be a thing at scale.Alex: And so, you're right, like, that is exactly the conversation. We've had a bunch of customers over the last couple years, it's like their VPN gateway is, like, blowing up because it used to be that 10% of the workforce used it on average, and all of a sudden everybody had to use it. What's different about our approach in terms of what we observed when we started the company, is that what we noticed is that this term Zero Trust is kind of floating out there, but the only company that actually implemented Zero Trust was Google. So, if you think about the situations that you look at, Zero Trust is like, obvious. It's like, it's what you would want to do if you redesigned the internet, which is you'd want to say every network connection has to be authorized every single time it's made.But the internet isn't actually designed that way. It's designed default open instead of default closed. And so, we looked at the industry are, like, “Great. Like, Google's done it. Google has, like, tons and tons of resources. Why hasn't anyone else done it?”And the example that I like to talk about when we talk about inception of the business is we went to some products that are out there that were implementing the right technological approach, and one of these products is still in use today, believe it or not, but I went to the documentation page, and I hit print, and it was almost 50 pages of documentation to implement it. And so, when you look at that, you're, like, okay, like, maybe there's a usability problem here [laugh]. And so, what we really, really focus on is, how do we make this product as easy as possible to deploy? And that gets into, like, this area of change management. And so, if you're in IT or DevOps or engineering or security and you're listening to this, I'm sure you've been through this process where it's taken months to deploy something because it was just really technically difficult and because you had to change user behavior. So, the thing that we focus on is making sure that you didn't have to change user behavior.Corey: Every time you expect people to start doing things completely differently, congratulations, you've already lost before you've started.Alex: Yes, exactly. And so, the difference with our product is that you can switch off the VPN one day, have people install a Twingate client, and then tomorrow, they still access things with exactly the same addresses they used before. And this seems like such a minor point, but the fact that I don't have to rewrite scripts, I don't have to change my SSH proxy configuration, I don't have to do anything, all of those private DNS addresses or those private IP address, they'll still work because of the way that our client works on the device.Corey: So, what you're saying is fundamental; you could even do a slow rollout. It doesn't need to be a knife-switch cutover at two in the morning where you're scrambling around and, “Oh, my God, we forgot the entire accounting department.”Alex: Yep, that's exactly right. And that is, like, an attraction of deploying this is that you can actually deploy it department by department and not have to change all your infrastructure at the same time. So again, it's like pretty fundamental point here. It's like, if you're going to get adoption technology, it's not just about how cool the technology is under the hood and how advanced it is; it's actually thinking about from a customer and a business standpoint, like, how much is actually going to cost time-wise and effort-wise to move over to the new solution. So, we've really, really focused on that.Corey: Yeah. That is generally one of those things, that seems to be the hardest approach. I mean, let's back up a little bit here because I will challenge—likely—something that you said a few minutes ago, which is Google was the first and only company for a little while doing Zero Trust. Back in 2012, it turned out that we weren't calling it that then, but that is fundamentally what I built out of the ten-person startup that I was at, where I was the first ops hire, which generally comes in right around Series B when developers realize, okay, we can no longer lie to ourselves that we know what we're doing on an ops side. Everything's on fire and no one can sleep through the night. Help, help, help. Which is fine.I've never had tolerance or patience for ops people who insult people in those situations. It's, “Well, they got far enough along to hire you, didn't they? So, maybe show some respect.” But one of the things that I did was, being on the corporate network got you access to the printer in the corner and that was it. There was no special treatment of that network.And I didn't think much of it at the time, but I got some very strange looks and had some—uh, will call it interesting a decade later; most of the pain has faded—discussions with our auditor when we were going through some PCI work, and they showed up and said, “Great. Okay, where are the credentials for your directory?” And my response was, “Our what now?” And that's when I realized there's a certain point of scale. Back when I started as an independent consultant, everything I did for single-sign-on, for example, was my 1Password vault. Easy enough.Now, that we've scaled up beyond that, I'm starting to see the value of things like single-sign-on in a way that I never did before, and in hindsight, I'd like to go back and do things very differently as a result. Scale matters. What is the point of scale that you find is your sweet spot? Is it one person trying to connect to a whole bunch of nonsense? Is it small to midsize companies—and we should probably bound that because to me, a big company is still one that has 200 people there?Alex: To your original interesting point, which is that yeah, kudos to you for, like, implementing that, like, back then because we've had probably—Corey: I was just being lazy and it was what was there. It's like, “Why do I want to maintain a server in the closet? Honestly, I'm not sure that the office is that secure. And all it's going to do—what I'm I going to put on that? A SharePoint server? Please. We're using Macs.”Alex: Yeah, exactly. Yeah. So it's, we've had, like, I don't know at this point, thousands of customer conversations. The number of people have actually gone down that route implementing things themselves as a very small number. And I think that just shows how hard it is. So again, like, kudos.And I think the scale point is, I think, really critical. So, I think it's changed over time, but actually, the point at which a customer gets to a scale where I think a solution has, like, leveraged high value is when you get to maybe only 50, 75 people, which is a pretty small business. And the reason is that that's the point at which a bunch of tools start getting implemented a company, right? When you're five people, you're not going to install, like, an MDM or something on people's devices, right? When you get to 50, 75, 100, you start hiring your first IT team members. That's the point where them being able to, like, centralize management of things at the company becomes really critical.And so, one of the other aspects that makes this a little bit different terms of approach is that what we see is that there's a huge number of tools that have to be managed, and they have different configuration settings. You can't even get consistency on MDM is across different platforms, necessarily, right? Like, Linux, Windows, and Mac are all going to have slight differences, and so what we've been working with the platform towards is actually being the centralization point where we integrate with these different systems and then pull together, like, a consistent way to create those authentication authorization policies I was talking about before. And the last thing on SSO, just to sort of reiterate that, I think that you're talking about you're seeing the value of that, the other thing that we've, like, made a deliberate decision on is that we're not going to try to, like, re-solve, like, a bunch of these problems. Like, some of the things that we do on the user authentication point is that we rely on there being an SSO, like, user directory, that handles authentication, that handles, like, creating user groups. And we want to reuse that when people are using Twingate to control access to network destinations.So, for us, like, it's actually, you know, that point of scale comes fairly early. It only gets harder from there, and it's especially when that IT team is, like, a relatively small number of people compared to number of employees where it becomes really critical to be able to leverage all the technology they have to deploy.Corey: I guess this might be one of those areas where I'm not deep enough in your space to really see it the same way that you do, which is the whole reason I have people like you on the show: so I can ask these questions directly. What is the painful position that I find myself in that I should say, “Ah, I should bring Twingate in to solve this obnoxious, painful problem so I never have to think about it again.” What is it that you solve?Alex: Yeah, I mean, I think for what our customers tell us, it's providing a, like, consistent way to get access into, like, a wide variety of internal resources, and generally in multi-cloud environments. That's where it gets, like, really tricky. And the consistency is, like, really important because you're trying to provide access to your team—often like it's DevOps teams, but all kinds of people can access these things—trying to write access is a multiple different environments, again, there's a consistency problem where there are multiple different ways to provide that, and there isn't a single place to manage all that. And so, it gets really challenging to understand who has access to what, makes sure that credentials expire when they're supposed to expire, make sure that all the routing inside those remote destinations is set up correctly. And it just becomes, like, a real hassle to manage those things.So, that's the big one. And usually where people are coming from is that they've been using VPN to do that because they didn't know anything better exists, or they haven't found anything that's easy enough to deploy, right? So, that's really the problem that they're running into.Corey: There's also a lot of tribal knowledge that gets passed down. The oral tradition of, “I have this problem. What should I do? I know, I will consult the wise old sage.” “Well, where can you find the wise old sage?” “Under the rack of servers, swearing at them.” “Great, cool. Well, use a VPN. That's what we've used since time immemorial.” And then the sins are visited onto yet another generation.There's a sense that I have that companies that are started now are going to have a radically different security posture and a different way of thinking about these things than the quote-unquote, “Legacy companies.”—legacy, of course, being that condescending engineering term for ‘it makes money—who are migrating their way into a brave new world because they had the temerity to found themselves as companies before 2012.Alex: Absolutely. When we're working with customers, there is a sort of a sweet spot, both in terms of, like, the size and role that we were talking about before, but also just in terms of, like, where they are, in, sort of like, the sort of lifecycle of their company. And I think one of the most exciting things for us is that we get to work with companies that are kind of figuring this stuff out for the first time and they're taking a fresh look at, like, what the capabilities are out there in the landscape. And that's, I think, what makes this whole space, like, super, super interesting.There's some really, really fantastic things you can do. Just give you an example, again, that I think might resonate with your audience quite a bit is this whole topic of automation, right? Your time at the tribal knowledge of, like, “Oh, of course. You know, we set up a VPN and so on.” One of the things that I don't think is necessarily obvious in this space is that for the teams that—at companies that are deploying, configuring, managing internal network infrastructure, is that in the past, you've had to make compromises on infrastructure in order to accommodate access, right?Because it's kind of a pain to deploy a bunch of, like, VPN gateways, mostly for the end-user because they got to, like, choose which one they're connecting to. You potentially had to open up traffic routes to accommodate a VPN gateway that you wouldn't otherwise want to open up. And so, one of the things that's, like, really sort of fascinating about, like, a new way of looking at things is that what we allow with Twingate—and part of this is because we've really made sure that the product is, like, API-first in the very beginning, which allows us to very easily integrate in with things, like, Terraform and Pulumi for deployment automation, is that now you have a new way of looking at things, which is that you can build a network infrastructure that you want with the data flow rules that you want, and very easily provide access into, like, points of that infrastructure, whether that's an entire subnet or just a single host somewhere. I think these are the ways, like, the capabilities have been realized are possible until they, sort of like, understand some of these new technologies.Corey: This episode is sponsored in part by our friend EnterpriseDB. EnterpriseDB has been powering enterprise applications with PostgreSQL for 15 years. And now EnterpriseDB has you covered wherever you deploy PostgreSQL on-premises, private cloud, and they just announced a fully-managed service on AWS and Azure called BigAnimal, all one word. Don't leave managing your database to your cloud vendor because they're too busy launching another half-dozen managed databases to focus on any one of them that they didn't build themselves. Instead, work with the experts over at EnterpriseDB. They can save you time and money, they can even help you migrate legacy applications—including Oracle—to the cloud. To learn more, try BigAnimal for free. Go to biganimal.com/snark, and tell them Corey sent you.Corey: This feels like one of those technologies where the place that a customer starts from and where they wind up going are very far apart. Because I can see the metaphorical camel's nose under the tent flap being, “Ah, this is a VPN except it doesn't suck. Great.” But once you wind up with effectively an overlay network connecting all the things that you care about within an organization, it feels like that unlocks a whole universe of possibility.Alex: Mm-hm. Yeah, definitely. I mean, I think you hit the nail on the head there. Like, a lot of people approach us because they're having a lot of pain with VPN and all the operational difficulties they were talking about earlier, but I think what sort of starts to open up is there's some, sort of like, not obvious things that happen. And one of them is that all of a sudden, when you can limit access at a network connection level, you start to think about, like, credentials and access management a little differently, right?So, one of the problems that well-known is people set a bastion host. And they set bastion host so that there's, like, a limited way into the network and all the, you know, keys are stored in that bastion host and so on. So, you basically have a system where fine, we had bastion host set up because, A, we want limited ingress, and B, we want to make sure that we know exactly who has access to our internal resources. You could do away with that and with a simple, like, configuration change, you can basically say, “Even if this employee for whatever reason, we've forgotten to remove—revoke their SSH keys, even if they still have those keys, they can't access the destination because we're blocking network access at their actual device,” then you have a very different way to restrict access. So, it's still important to manage credentials, but you now have a way to actually block things out at a network level. And I think it's like when people start to realize that these capabilities are possible that they definitely start thinking about things a little bit differently. VPNs just don't allow this, like, level of granularity.Corey: I am a firm believer in the idea that any product with any kind of longevity gets an awful lot of its use case and product-market fit not from the people building it, but from the things that those folks learn from their customers. What did you learn from customers rolling out Twingate that reshaped how you thought about the space, or surprised you as far as use cases go?Alex: Yeah, so I think it's a really interesting question because one of the benefits of having a small business and being early on is that you have very close relationships with all your customers and they're really passionate about your product. And what that leads to is just a lot of, sort of like, knowledge sharing around, like, how they're using your product, which then helps inform the types of things that we build. So, one of the things that we've done internally to help us learn, but then also help us respond more quickly to customers, is we have this group called Twingate Labs. And it's really just a group of folks that are outside the engineering org that are just allowed to build whatever they want to try to prove out, like, interesting concepts. And a lot of those—I say a lot; honestly, probably all of those concepts have come from our customers, and so we've been able to, like, push the boundaries on that.And so, it just gave you an example, I mean, AWS can be sometimes a challenging product to manage and interact with, and so that team has, for example, built capabilities, again, using that just the regular Twingate API to show that it's possible to automatically configure resources in AWS based on tags. Now, that's not something that's in our product, but it's us showing our customers that, you know, we can respond quickly to them and then they actually, like, try to accommodate some, like, these special use cases they have. And if that works out, then great, we'll pull it into the product, right? So, I think that's, like, the nice thing about serving a smaller businesses is that you get a lot of that back and forth to your customers and they help us generate ideas, too.Corey: One thing that stands out to me from the testimonials from customers you have on your website has been a recurring theme that crops up that speaks to I guess, once I spend more than ten seconds thinking about it, one of the most obvious reasons that I would say, “Oh, Twingate? That sounds great for somebody else. We're never rolling it out here.” And that is the ease of adoption into environments that are not greenfield because I don't believe that something like this product will ever get deployed to something greenfield because this is exactly the kind of problem that you don't realize exists and don't have to solve for until it's too late because you already have that painful problem. It's an early optimization until suddenly, it's something you should have done six months ago. What is the rolling it out process for a company that presumably already is built out, has hired a bunch of people, and they already have something that, quote-unquote, “Works,” for granting access to things?Alex: Mm-hm. Yeah, so the beauty is that you can really deploy this side-by-side with an existing solution, so—whatever it happens to be; I mean, whether it's a VPN or something else—is you can put the side-by-side and the deployment process, just to talk a little bit about the architecture; we've talked a lot about this client that runs on the user's device, but on the remote network side, just to be really clear on this, there's a component called a connector that gets deployed inside the remote network, and it does not have to be installed on every single destination host. You're sort of thinking about it, sort of like this routing point inside that network, and that connector controls what traffic is allowed to go to internal locations based on the rules. So, from a deployment standpoint, it's really just put a connector in place and put it in place in whatever subnet you want to provide access to.And so you're—unlikely, but if your entire company has one subnet, great. You're done with one connector. But it does mean you can sort of gradually roll it out as it goes. And the connector can be deployed in a bunch of different environments, so we're just talking with AWS. Maybe it's inside a VPC, but we have a lot of people that actually just want to control access to specific services inside a Kubernetes cluster, and so you can deploy it as a container, right inside Kubernetes. And so, you can be, like, really specific about how you do that and then gradually roll it out to teams as they need it and without having to necessarily on that day actually shut off the old solution.So, just to your comment, by the way, on the greenfield versus, sort of like, brownfield, I think the greenfield story, I think, is changing a little bit, I think, especially to your comment earlier around younger companies. I think younger companies are realizing that this type of capability is an option and that they want to get in earlier. But the reality is that, you know, 98% of people are really in the established network situation, and so that's where that rollout process is really important.Corey: As you take a look throughout what you're seeing customers doing, what you see the industry doing as a result of that—because customers are, in fact, the industry, let's be clear here—what do you think is, I guess, the next wave of security offerings? I guess what I'm trying to do here is read the tea leaves and predict what the buzzwords will be all over the place that next RSA. But on a slightly more serious note, what do you see this is building towards? What are the trends that you're identifying in the space?Alex: There's a couple of things that we see. So one, sort of, way to look at this is that we're sort of in this, like, Third Wave. And I think these things change more slowly than—with all due respect to marketers—than marketers would [laugh] have you believe. And so, thinking about where we are, there's, like, Wave One is, like, good old happy days, we're all in the office, like, your computer can't move, like, all the data is in the office, like, everything is in one place, right?Corey: What if someone steals your desktop? Well, they're probably going to give themselves a hernia because that thing's heavy. Yeah.Alex: Exactly. And is it really worth stealing, right? But the Wave One was really, like, network security was actually just physical security, to that point; that's all it was, just, like, physically secure the premises.Wave Two—and arguably you could say we're kind of still in this—is actually the transition to cloud. So, let's convert all CapEx to OpEx, but that also introduces a different problem, which is that everything is off-network. So, you have to, like, figure out, you know, what you do about that.But Wave Three is really I think—and again, just to be clear, I think Wave Two, there are, like, multi-decade things that happen—and I'd say we're in the middle of, like, Wave Three. And I think that everyone is still, like, gradually adapting to this, which is what we describe it as sort of people everywhere, applications are everywhere, people are using a whole bunch of different devices, right? There is no such thing as BYOD in the early-2000s, late-90s, and people are accessing things from all kinds of different networks. And this presents a really, really challenging problem. So, I would argue, to your question, I think we're still in the middle of that Wave Three and it's going to take a long time to see that play through the industry. Just, things change slowly. That tribal knowledge takes time to change.The other thing that I think we very strongly believe in is that—and again, this is, sort of like, coming from our customers, too—is that people basically with security industry have had a tough time trying things out and adopting them because a lot of vendors have put a lot of blockers in place of doing that. There's no public documentation; you can't just go use the product. You got to talk to a salesperson who then filters you through—Corey: We have our fifth call with the sales team. We're hoping this is the one where they'll tell us how much it costs.Alex: Exactly. Or like, you know, now you get to the sales engineer, so you gradually adopt this knowledge. But ultimately, people just want to try the darn thing [laugh], right? So, I think we're big believers that I think hopefully, what we'll see in the security industry is that—we're trying to set an example here—is really that there's an old way of doing things, but a new way of doing things is make the product available for people to use, document the heck out of it, explain all the different use cases that exist for how to be successful your product, and then have these users actually then reach out to you when they want to have more in-depth conversation about things. So, those are the two big things, I'd say. I don't know if those are translated buzzwords at RSA, but those are two big trends we see.Corey: I look forward to having you back in a year or two and seeing how close we get to the reality. “Well, I guess we didn't see that acronym coming, but don't worry. They've been doing it for the last 15 years under different names, so it works out.” I really want to thank you for being as generous with your time as you have been. If people want to learn more, where should they go?Alex: Well, as we're just talking about, you try the product at twingate.com. So, that should be your first stop.Corey: And we will of course put links to that in the show notes. Thank you so much for being as forthcoming as you have been about all this stuff. I really appreciate your time.Alex: Yeah, thank you, Corey. I really appreciate it. Thanks.Corey: Alex Marshall, Chief Product Officer at Twingate. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with a long angry ranty comment about what you hated about the episode, which will inevitably get lost when it fails to submit because your crappy VPN concentrator just dropped it on the floor.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
As we evolve into the future, hybrid workspaces will become more complicated, and this adds up to more cost, more time, and less productivity on all fronts. But the new world of hybrid working is here to stay, and it requires a new approach with higher levels of security, cloud adoption, and an OPEX mindset. Together, Citrix DaaS or VDI, and Flexxible IT are enabling the enterprise to migrate their past to the future, Desktop as a service where you want it and how you want it! Adam Cooperman from Flexxible IT and Manjunatha Gali from Citrix discuss how businesses can simplify their day-to-day life and hide all the complexities. We also discuss how together, they are enabling and facilitating your journey to the hybrid world by providing end-to-end operations and platform support.
Mike Michalowicz is back because it's an episode ending in “8.” We talk getting comfortable with the uncomfortable when it comes to making a transformation like moving from one business bank account to five. We also talk about how to apply the Pareto Principle to your customer roster and how your customers impact your profitability. Additionally, we provide recommendations on what and how much to keep in your vault account for OpEx. Don't forget that we have your back on where and how to open your five core accounts at https://www.profitfirstnation.com/step-1/
VMware's new vSphere offering is an industry-leading workload platform, that allows current and new on-premises infrastructures to be cloud connected while shifting to an OpEx-based consumption model with pay-as-you-grow subscription. This week on the Virtually Speaking Podcast Pete and John welcome Ken Werneburg and Dave Morera to discuss the details of this new offering. Read more
From Training Post-Covid to Strength Benchmark Testing to My Competitive Aspirations...this episode has a little something for everyone!Listen with Show Notes: https://zoarfitness.com/podcast/Watch on YouTube: https://www.youtube.com/playlist?list=PLy3rUWXhVEtP6kFMVi7FVRmlnKWdsef60Hire a Coach: https://www.zoarfitness.com/coach/Get Pro [Upgrade Your Fitness Knowledge]: https://zoarfitness.com/pro/The Protocol [Weekly Programming]: https://zoarfitness.com/theprotocol/Movement Breakdowns: https://www.zoarfitness.com/movements/Gymnastics Density University: https://www.zoarfitness.com/product/gymnastics-density-university/Gymnastics Density for the Big Five: https://www.zoarfitness.com/product/gymnastics-density-for-crossfit/Bulletproof Body: Accessory Work for Functional Fitness: https://www.zoarfitness.com/product/bulletproof-body/Cyclical Supremacy: https://www.zoarfitness.com/product/cyclical-supremacy/Your First Muscle-Up: https://www.zoarfitness.com/product/your-first-muscle-up-program/Follow ZOAR Fitness on Instagram: https://www.instagram.com/zoarfitness/Support the show
• Now, as you might know or may not know, I'm on a mission to try to increase my passive income, my cash flow through either fixing up properties and either holding them long-term and turning them into short-term rentals. Now, this book is written by Avery Carl, and it's super great for someone who is just wanting to put their toes into gaining knowledge about short-term rentals. So, I highly recommend it if you just kind of know nothing and you really just want to start digging deeper into, what does it look like to have a short-term rental? So, what I love even more than this book is the happy business woman behind this book, I wish I could have her on the show, so Avery, Ms. Avery, if you were listening, DME, I want you on the show. Not only did she write this book, she created what is called the short-term shop, and it's a real estate agency that only deals with investors who want to purchase short-term rentals. (01:05)• Now they go above and beyond just being your real estate agent, once you're in escrow, and you pass your inspections and you've released your inspection contingency, you go to a meeting with her husband, who does what's called Management Monday, and they teach investors how to set up their Airbnb account, how to source local house cleaners and handyman, or handy women, and all the things that you need to get your short-term rental up and running. And they really focus on self-management of that short-term rental, they really believe that property managers really steal the profit from you, so they're teaching self-management of the type of investment to keep more money in your pocket. Ain't you smart? Like Girl, high five! (02:51)• So, you may or may not know that I was an accountant for 10 plus years. I know traditional accounting, it's called GAP accounting, profit and loss statements and balance sheets are embedded into my psyche. But most of my life intuitively, I've done this weird cash bucket thing that my dad always just gives me a hard time about, because I have my little buckets all over the place. I have multiple bank accounts with basically no access to myself so that I could save money for various things, but not touch it, and it works. It works well for my brain, it works well for how I'm wired. That bucket is for a vacation, that bucket is for home repairs, that bucket is for college, and something else I've tried but kind of struggled with is Dave Ramsey's cash envelope system. I love the concept, and I love budgeting, but getting cash every month out of the bank is something I don't consistently do, because let's face it, we are a convenience type of society, and going to the bank every month to get cash is not super convenient. (05:21)• He suggests five key bank accounts. Yes, five separate bank accounts. Here are the bank accounts, income, OPEX; which is your operating expenses, taxes, profit, and owners compensation. How it works in the book, which you must read to get all of the juicy details and get way more information on how he actually suggests you break this down, is that each time a deposit comes in, you have percentages that are assigned to each account, and so that money, the money that comes into the income account gets divided up by percentages into each bank account. Yes, you actually transfer the money into each bank you account. Let me give you an example. When a deposit comes in, you allocate 5% to profit, 35% to taxes, 10% to owners compensation and 50% to operating expenses. So that means you only get 50% of that deposit to spend on your expenses, and yes, you're planning for your taxes, so when your taxes come, you have money in a bank account to be able to pay them. (09:00) LINKS TO BOOKS:• Short-Term Rental, Long-Term Wealth• Profit First WAYS TO CONNECT WITH STEFANIE…• Website: https://shebuildshomes.com• Facebook: https://www.facebook.com/shebuildsbetter• Instagram: https://www.instagram.com/shebuilds.homes• YouTube: https://www.youtube.com/shebuildsshow
Dawn Holly Johnson is a returning guest on The Lean Solutions Podcast. Back in episode 46, we discussed operational excellence and, at that time, Dawn was getting ready to release her book, What CEOs Need to Know: The #1 Reason Startups Fail and All Organizations Underperform. Well, now that Dawn has released her book, I am excited to catch up and learn how things have been going. What You'll Learn: 1. The reasons that companies struggle with OpEx. 2. What should OpEx leaders do instead? 3. Learn about Dawn's new book, What CEOs Need to Know: The #1 Reason Startups Fail and All Organizations Underperform. And why she wrote it. 4. How can OpEx leaders bring enterprise-wide change? About the Guest: As an Organizational Engineer with transformational experience in every major industry and in every size company, Dawn has been the catalyst for businesses to realize over $6B in cash flow improvements. She is the CEO of 3D value group and the author of the book, What CEOs Need to Know: The #1 Reason Startups Fail and All Organizations Underperform. Website: DawnHollyJohnson.com Book: Click Here for Amazon --- Support this podcast: https://anchor.fm/leansolutions/support
Intro to WarrenHow Warren describes RPRWarren's experience with RPR and Achilles tendinitisDesign and results of Warren's studyimportance of doing RPR correctlybelly breathingWarren's takeaway from his studyAddressing the skepticsAre there negative side effects?Limitations of RPRHow would Warren suggest an athlete warm up?What's next for Warren?Find Warren IG: @warren_workoutsThis podcast is brought to you by the Physiologic Flexibility Certification course. In the course, I talk about the body's homeostatic regulators and how you can train them. The benefit is enhanced recovery and greater robustness. We cover breathing techniques, CWI, sauna, HIIT, diet, and more.Helpful Links:https://www.reflexiveperformance.com/https://douglasheel.com/RPR with Mike Bledsoe on his podcast https://miketnelson.com/the-bledsoe-show-episode-95-training-the-core-for-strength-sports/RPR, Stress, and Trauma https://miketnelson.com/managing-high-stress-with-kristina-hoyer/RPR, Met Flex and HRV on the OPEX podcast https://miketnelson.com/opex049-met-flex-hrv-rpr/Coach and Author of Triphasic Training, Cal Dietz https://www.xlathlete.com/ and on IG https://www.instagram.com/cal.dietz/?hl=enOther published researchGraham, Elliot & Campbell, Owen & Lem, Jason & Ives, Stephen. (2020). The Acute Administration of Reflexive Performance Reset on Upper and Lower Body Muscular Power Output in Division III Male College Ice Hockey Players: A Preliminary Study. 3. 5.
Coach Francis Rosa nos dice sin tapujos que hay demasiada desinformación sobre el entrenamiento allá afuera. El nos habla de la importancia de la estructura a la hora de entrenar y el gran problema cuando vas a buscar rutinas a lo loco a YouTube sin saber realmente lo que quieres. En este episodio aprenderás la mantener tu entrenamiento simple mientras regulas el tempo en el ejercicio y en la vida.Suscríbete en YouTube aquí :http://www.youtube.com/ganatudiaAñade 10 horas a tu semana!!!www.anade10horas.comEste evento VA A CAMBIAR TU VIDA, oprime aquí :www.larutaganadora.comEnvía email a email@example.com para que añadirte a la lista de espera.Si quieres crear una estrategia para tu vida, coordina tu cita aquí:https://linktr.ee/CarlosFigueroahttp://www.ganatudia.comhttp://www.instagram.com/ganatudiahttp://www.instagram.com/carlosefigue...http://firstname.lastname@example.org
To kick off our latest podcast series on working in remote coaching, we are sharing our personal experience working online with athletes and how we got started. With all three of us coming from different places in coaching, coincidently, we all started at a similar period when working online was still a very new method of coaching in CrossFit. Several themes become apparent from each of our own stories, one of them being the importance of working with people in person. Although the coaching profession has elevated considerably in the last several years, there are still many people out there who haven't experienced the value of having a bit of feedback or coaching in person. Sometimes giving a lot of value here can be leveraged to gain remote coaching clients. Listen to episode 97 to hear old tails of qualifying for regionals, Jon's secret double under training for open workout 11.1 and how the online coaching space has developed over the years. If you're not already subscribed to our newsletter, head over to www.legionsc.com to get a weekly selection of training tips and our favorite articles. We run online workshops for coaches as well. Find out when our next workshop is here: https://legionsc.com/program-design-workshops These podcast are posted in video format on YouTube as well. Show Notes: [1:15] How Jon started with remote coaching [4:50] How Jon's competitive - regionals [8:00] Jon's secret training methods for Double Unders [9:30] When competitors started transitioning from blog programming to coaching [11:40] Luke's experience with coaching [16:00] Benefit of working with people in a hybrid setting [20:30] Shifts in client goals since the pandemic [21:45] How development in the sport is changing the typical client [24:40] Todd's story [27:00] Reality of being in the right place at the right time as a coach [28:30] The benefit of being in person with people [29:25] Influence of continuing education with OPEX for Todd and Luke [33:00] How people thought you should train for CrossFit pre 2014
Ben sits down with our new coach, Chris Hardenberg, to discuss benchmark fitness testing, data comparison, the pursuit of progress and training CrossFit athletes.Listen with Show Notes: https://zoarfitness.com/podcast/Watch on YouTube: https://youtu.be/pGOIrRTcxQAHire a Coach: https://www.zoarfitness.com/coach/Get Pro [Upgrade Your Fitness Knowledge]: https://zoarfitness.com/pro/The Protocol [Weekly Programming]: https://zoarfitness.com/theprotocol/Movement Breakdowns: https://www.zoarfitness.com/movements/Gymnastics Density University: https://www.zoarfitness.com/product/gymnastics-density-university/Gymnastics Density for the Big Five: https://www.zoarfitness.com/product/gymnastics-density-for-crossfit/Bulletproof Body: Accessory Work for Functional Fitness: https://www.zoarfitness.com/product/bulletproof-body/Cyclical Supremacy: https://www.zoarfitness.com/product/cyclical-supremacy/Your First Muscle-Up: https://www.zoarfitness.com/product/your-first-muscle-up-program/Follow ZOAR Fitness on Instagram: https://www.instagram.com/zoarfitness/Support the show
WFM Platform to reduce OpEx & enhace productivity
Now, here is a topic I didn't see coming. But why lend money to a charity, isn't that a bit mean, to ask for your money back if they're doing work you believe in? I spoke to Holger Westphely, Acting Head of CAF Venturesome, to find out how and why loans are sometimes better than donations. It's very difficult to raise grant funding for anything that isn't directly related to a charity programme. Anything that has the word 'admin' in it is an anathema to many philanthropists. And that's where we come in, because we believe that a well run organisation needs OpEx, it needs CapEx… Secondly, from a philanthropist point of view, it can help the capital go further And you can hear more of that on today's episode. As mentioned, you can learn more about CAF Venturesome at www.venturesome.org and more about the parent organisation at www.cafonline.org Holger also mentioned two very worthy causes in this chat, and you can learn more about both on each of their homepages - Ubuntu Pathways is at https://ubuntupathways.org/ and the Peaceful Change Initiative is at https://peacefulchange.org/ Or if it is me you're after, you can find me on my LinkedIn page (feel free to connect), and my action-adventure novels on Amazon, some versions even for free. If you have any feedback or questions, if you would like to participate in the show, or if you'd like to find full written transcripts with timestamps head on over to HowtoLendMoneytoStrangers.Show Regards, Brendan
Daniel Frumkin of Braiins joins me on the show to talk about calculating Bitcoin Mining profitability and a load of topics: Braiins insights dashboard Stratum v2 benefits Profitability calculator Cost to mine calculator CAPEX or OPEX costs for mining? How to think about mining ROI Updates coming Links: Twitter: @dfrumps Site: insights.braiins.com Sponsors: Swan Bitcoin Hodl Hodl Lend Braiins.com Unchained Capital (code LIVERA) CoinKite.com(code LIVERA) Stephan Livera links: Show notes and website Follow me on Twitter @stephanlivera Subscribe to the podcast Patreon @stephanlivera