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https://youtu.be/sUyjA0muVgM Tom Kirkham, Founder and CEO of Kirkham IronTech, believes business should create value for everyone involved — employees, clients, vendors, and the broader community. After overcoming major personal challenges and rebuilding his perspective on leadership, Tom embraced stakeholder capitalism and built a company culture focused on long-term partnerships, trust, and continuous learning. In this conversation, Tom shares the IronTech Framework — a practical approach to modern IT management built around three core pillars: Generate ROI and Productivity, Make Cybersecurity Core, and Surround it with a Governance Layer. He explains why businesses should stop treating IT as an expense and instead view it as a strategic investment that improves productivity, protects the company from cyber threats, and aligns technology with leadership goals. Tom also dives into the massive scale of the cybercrime industry, why governance is often the missing piece in cybersecurity, and how proactive IT strategy can dramatically improve business performance. — Turn Your IT into Your Growth Engine with Tom Kirkham Good day. Steve Preda here with the Management Blueprint Podcast, and today’s guest is Tom Kirkham, the Founder and CEO of Kirkham IronTech, where he helps businesses build strong, secure IT foundations, whether fully managed, co-managed, or cybersecurity only. Tom is a keynote speaker on cybersecurity, and he’s the author of two books, Hack the Rich and The Cyber Pandemic. Tom, welcome to the show.  Oh, it’s great to be here, Steve.  Well, great to have you here. And I am curious to dive in, and would like to ask you my favorite question. What is your personal ‘Why’, and how are you manifesting it in Kirkham IronTech?  That’s a great question. So the company’s about twenty-six years old. I went through a lot of personal health problems, and then my wife was real sick, and she ended up passing away—it's been about eleven years ago now. And I was fortunate enough to put a friend of mine in the company, and he was able to take over while I was dealing with this for a couple of years. And when most of it was done, I took some time off and did a lot of traveling and a lot of thinking and a lot of reading. And I’m a lifelong reader, a lifelong learner, and I went back through my history of investing techniques, understanding what makes a good company great. If you’ve read Jim Collins, you know what I’m talking about. And so during those times, I was reflecting, studying philosophy, studying biographies of other CEOs like Elon Musk, Steve Jobs, Andy Grove—gosh, the list goes on and on. Whether you like them or hate them, it doesn’t matter, right? There’s always something you can learn. And I came upon and read a lot about stakeholder capitalism. Like Peter Drucker says, “Culture eats strategy for breakfast.” And I understood what that meant, and it was kind of weird. So when I re-engaged with the company, I identified one of the weaknesses, and I said, “Well, if we need to do marketing in this business—which we have to do in any business—I really need to master marketing.” So I spent a lot of time with marketing gurus, most of them are what I would consider household names these days, and re-engaged with the company to do marketing to establish a great culture around stakeholder capitalism. In other words, we exist as a for-profit business not just for the shareholders but for everyone—the community, vendors, employees. And I really wanted to be around people I enjoyed being around. I wanted them to enjoy coming into work.Share on X And so we’ve been trying to perfect that system in the culture for the past ten years. Of course, no one's perfect, but if you pursue perfection, you can achieve excellence. And I think we've done a really good job. We have very low turnover. Everyone seems genuinely happy to be there, and it's really fulfilling. It's more of a personal feeling because I've been a successful investor practically my whole adult life. I started investing in stocks when I was nineteen, and I'm sixty-four now. So I didn't really need the company. I could have just closed it up or sold it or whatever. But I really wanted to have my own reasons. Those are the things that drive me, and I hope they drive everyone else too.  What resonated with you with this idea of stakeholder capitalism? It just made sense. The obvious part is with employees—all of that is true. That's obvious to any good leader or manager, right? As you well know, there's a difference between leadership and management, and understanding that distinction, and the difference between sales and marketing, and understanding those things. A good example is dealing with vendors. There are all sorts of vendors that supply products and services to us, so we carefully vet these tools and vendors to see if their values align with ours, just like we do with prospects. But especially with vendors, if it's something new—a new tool that we're going to invest a lot of time, money, and energy into to make their product or service successful for us and successful for them—we make a commitment to that vendor.  So it's not about the money or how cheap I can get it. What I want is a good partnership with every stakeholder. And I want to make sure that when I'm dealing with a vendor, if it fails for us, it's not our fault—it's their fault, right? Either they oversold the product or they didn't deliver on the service component. I didn't want it to be because we failed to do the right training, or didn't communicate properly, or missed all the other things that are just part of doing business the right way. And that applies to our employees, our local community, and every stakeholder in the company.  Yeah. I like it. So you're looking for partnership-based relationships where it's win-win. And yeah, if you want people to stick around, it has to make sense for them too. You can't exploit your partners forever without consequences. So that makes a lot of sense. So Tom, let me ask you this other question. This podcast is called The Management Blueprint because I'm always looking for frameworks—something practical that helps businesses achieve results. Usually it's some kind of three-to-five-step process that helps you grow the business, get customers, improve operations, or understand something at a deeper level. So when I ask about your favorite business framework, what comes to mind?  Well, we have a thing we call the IronTech Framework.  Okay.  And it was something that we came up with many years ago and started practicing seven or eight years ago, and it's a framework. It's like the NIST Cybersecurity Framework. I looked at NIST and there's five components to it, and it's about cybersecurity. And I looked at this and I go, “None of this works without the right policies and procedures in place.” The security training—it's not enough just to throw it out there and tell all your people to take it. You've got to follow up, you've got to manage, and coach, and everything like that. And so I started adding this governance component to the way we sold it, presented it, and practiced what we do for our clients day in and day out. Help them develop the policies and procedures for all of the different things, the protocols.  If somebody accidentally fires off a ransomware attack, they need to know they're not going to be penalized for it. We need to know as soon as possible to stop it. And just little things like that, there's a lot that really improve the effectiveness of all of these tools and services that we provide to their clients. And unbeknownst to me, NIST, who has the cybersecurity framework, they added governance about three years ago to the other five things. And so that was kind of nice to know that we were exhibiting some thought leadership. And so when we go in, it's all well and good if you want to put these protections in and these particular products, but we're a best-of-breed company. Like one of our critical tools that's required for our clients to put in place, to buy it and use it every single day on every single computer, is what's known as an EDR. And it's basically an AI-based super turbo antivirus.  To even call it an antivirus is not doing it justice. So there's three legs to the IronTech Framework. We want to make sure that you're getting a return on your investment in IT, because that's why you buy it. If you treat IT as an expense, you need to kind of change the way you're thinking. You want to improve productivity and efficiency.Share on X The second leg is cybersecurity, because a bad cyberattack can put you out of business. I think the last stats I saw were something like 40 to 60% of businesses go out of business within two years of a significant cyberattack. And then finally, the third is governance. That's the three legs of our IronTech Framework. So part of governance is engaging with our clients' management and leadership—the CEO, finance, of course the CIO, the CISO or security officer, and maybe even the board sometimes. Really getting to know: what are your objectives, and how can we utilize our services to best help your company realize those objectives? Because for most companies, there's no other vendor they engage with as much as us.  We're talking to Susie every day. We're talking to Bill every day. We know that Mary's out sick and Steve's on vacation. I mean, when you're running help desk, stopping attacks, providing training, and all the support we provide along those lines, we get to know their company better than practically any other vendor by far. So it really helps if our clients treat us as a partner to help them realize their goals and objectives. And when all of that clicks into place, then it makes recommending things easier.Share on X “Okay, you need to replace these 30 laptops that are four years old. You're not getting an ROI on them.” “This server's five years old. Let's start thinking about replacing it.” “We have this new tool that's really excellent. We're recommending everybody get it.” And because we've developed that trust, those conversations become pretty easy. For the most part, everybody just says yes. But of course, we don't sell just to sell, especially when it comes to things like hardware. That's not really what we're here for. We're here for the day-in, day-out work: keeping things running, stopping breaches, and putting the policies and procedures in place to run your company as smoothly as possible.  Yeah. I love that. So when I had an IT back in the 2000s, I had an IT person who was a contractor, but he was very active in my business, and I always wanted to talk to him and pick his brain. What are the new things out there? How can we make our business more efficient, more effective, more attractive to employees? Cooler. I wanted to be cool. So I wanted everyone to have a PDA in the early 2000s with email on it—a PalmPilot. And we had multiple screens, and I was looking at, okay, how can we manage data in the cloud and on our server so we don't have to deal with it in the office? That kind of stuff. And I really thought about it as a great investment because it was much cheaper than hiring people. And if you give people good tools, they're going to be more motivated and more effective. So I thought it was a no-brainer.  Yes, but there's still a subset of people that treat IT as an expense. Then there are some companies that tend to put IT under the finance guy because the finance guy usually has a lot of IT experience, but never actually did it as a career or a job, right? And those situations are hard because I need CEO-level or owner-level approval, and I need a direct route to that person.  Yeah, that makes sense. So Tom, tell me, what drives growth in your business?  Yeah. From a growth perspective, for us, number one is maintaining our clients and reducing churn. Number two is—I don't know if you're asking about tactics or strategy—but of course we want to get new clients for the right reasons. So we prefer inbound strategies. We don't cold call people unless we've already contacted them in another way, if that's what you're asking.  Yeah. I'm asking what the real driver of growth is. I understand that you do marketing and inbound marketing, but what makes people want to have an IT service partner like you? Well, they understand those three pillars of the IronTech Framework. They may not believe in stakeholder capitalism, but they don't treat IT as an expense. And they understand—especially after talking to me—the true risk of being hacked. A lot of people don't understand the size and scale of that industry. It's a $10 to $12 trillion industry now.  Wow.  If it were a country, it would have the third-largest GDP. The US would be first, China second, and then the hacking industry. It is an industry that hacks at scale. So when these companies—maybe a small 10-person accounting firm in North Dakota in the middle of nowhere—get these ransomware emails and someone tries to hack them, and we alert on it and trap it, and nothing goes wrong, everything's fine… If they don't already understand it, they go, “Well, why are they trying to hack me?” And I say, “You don't understand. That email was one of 100,000 emails that got blasted out. They don't know who you are, nor do they care who you are.” They're playing a numbers game. And it's kind of like marketing. They're looking at conversion numbers. Yeah.  Let's say it's 100,000 emails. They got a list of all the certified public accountants in 10 different states. They set up the email, they send it all out, and let's say 1% become victims. And let's say they collect an average of $10,000 per victim. Well, that's a multi-million dollar payday for about a week or two of work. And then they rinse and repeat. It's done at scale, and it's a much bigger industry than that. That's just a taste of it. Some of our clients are targeted. In other words, hackers are investing time, money, and energy specifically into that company. We're one of them. Any law firm that does intellectual property law—especially around patents, manufacturing, and things like that—you've got China and other nation states not only trying to get into your client, but you're also a threat vector. You're a way to get into that client's patents and secrets.  So we've got to treat that differently. It's not just about the money. There are different types of threat actors, and we have to educate clients, bring them up to speed, and say, “Well, because of this case, you need this other service and tool that we're offering to prevent China from breaking in.” Or, “You need to follow this practice.” Maybe you don't publicly talk about one of your clients being Ford Motor Company or NVIDIA. You just keep that quiet. You don’t want that to be public knowledge. That's one of the things we do. You spent time on our website, and you didn't see a single client name on there. And that's just one of the small things we do to protect our clients' security and privacy, because privacy and security go hand in hand. Yeah. That is fascinating. So what is it that you’re trying to figure out in your business right now? What’s the big thing for you?  I think because of all the chaos in the United States, making a decision to do anything—everybody's kind of frozen. There are a lot of hiring freezes. I know we've got a freeze on right now because we're looking to see, well, do we really need to add somebody, or can we do this with AI? The hackers do the same thing. That's one of the challenges, is getting people over the hump. No matter what you do, if you've got an IT company doing your stuff and you only call them when things are broken, there's a much more profitable way to do that. You're spending more money.  So there are benchmarks in industries, right? Basically, the research—and these aren't numbers we made up, this is legitimate research from many independent sources—says the average professional service provider, like law firms, accounting firms, healthcare providers, and on and on, should be spending 6 to 12% of their revenue on IT and cybersecurity. And that's everything. I'm talking servers, wiring, cloud, security, defense—all of those things should be 6 to 12%. We know that. That's the way it works. So when we engage with a prospect and find out they're only spending 3 or 4%, then I already know they have gaps. I don't even have to do an assessment to see what they're not doing.  They're either not getting a return on investment, or they're not secure. That's it. If all the accounting firms are spending 6%, and you're only spending 4%, don't just pat yourself on the back. That's one of those moments where you should ask, “What am I missing?” Because I do that often. Someone on the management team will come up with an idea, and we all agree. Well, that's a red flag for me. I want to know: what are we missing? If we all agree on this, is there some gotcha or something we haven't uncovered? And those are some of the things we try to educate our clients on. They don't have to tell us their revenue. I can give them the numbers. I can do the math. I can show them the numbers for something like laptop replacement. Maybe it's $1,000 to $3,000 depending on the industry. If the employee using that laptop is making $100,000 a year, why are you trying to squeeze another year out of a $2,000 investment when it's hurting productivity by 10% or more? Yeah. That’s a no-brainer.  Yeah. It should be.  Yeah. It's not just in IT. I had a client years ago in civil engineering, and they had a rule that they would never keep equipment longer than four years. And they were selling equipment that still looked brand new. And I asked them, “Why are you doing this? It seems like this equipment still has a lot of life left in it. Why are you selling it or giving it back to the lease company?” And he said, “We did the math, and we figured out that this is the optimal time to replace it.” If they got rid of the equipment at that point, they wouldn't have to deal with fixing it. There would be less disruption. They would stay state-of-the-art all the time. And their clients would be impressed. And it actually worked for them. It was a high-margin civil engineering firm.  Precisely. I mean, we're so tuned into that that we're a Mac house. We all use Macs. We all have laptops, and we all have setups with screens at home and in the office. We spare no expense on that. If somebody wants an extra screen for their house—alright, here it is. We'll order it and get it there for you. We're so tuned into that, that we went all Mac back when they were still Intel Macs. And I don't know how much you know about Macs, but they were…  I have a couple. Okay. Yeah, we're Mac people too. Yeah, so they were running Intel processors. Well, Apple decided to build their own processor and moved to the M-chip. And so I bought an M1, and it was like, holy cow, everybody in the company has got to have one of these. And I don't think there was a single one more than two years old at that time. So we replaced them all. Now, the M-series generations themselves—M1, M2, M3, and on—those changes aren't as dramatic as going from Intel to the first M-series chip. But it's still unusual. I said two years, but there are probably people right now with a three-year-old laptop. But we definitely trade them in. That's where the sweet spot is on trade-in value. We rotate them every two to three years and they're out. I think mine is maybe a year old, but I'll probably keep this one for a couple more years.  By the way, you're the first IT company and MSP I've met that doesn't use PCs—you use Macs. Yeah. And I long had this theory that all the IT companies I worked with were always anti-Mac, and I never understood why. And when I got my first Mac, I realized I actually didn't need them anymore since I had the Mac.  Yeah, that's kind of funny because it really started with me during Covid. It may not have been seven years now, but whatever it was, it kind of started with Covid. And for years I was a PC guy. I tried Macs briefly back in the old MacBook days—you know, the white plastic ones? Whatever that was, 15 or more years ago.  Yeah. Classic. Very classic.  Yeah. But what I kept trying to do with a Windows laptop—and I like Dell, I had Dell XPSs, good Dell computers, and we're a Dell partner— What I could never get a Windows computer to do was seamlessly come off a docking station and then plug into another monitor at my house. It would always blue screen or something. So when I went back to a Mac, I was like, “Holy cow, it doesn't break. It doesn't mind being unplugged from a docking station. It just works.” Yeah.  And then all the other things—that they're generally built better, they have a longer lifespan, and they hold their resale value longer, and all of that. Even as old as I was, I forced myself to really get proficient at using a Mac. And when we sent everybody home during Covid, I said, “Well, everybody's going Mac.” And, oh, there was a revolt. And I said, “Just give it a few months.”  Yeah.  About half the office resisted it. And I said, “You gotta try it because I think you'll like it, and if you don't, then we'll deal with it then.” We had Linux people, PC people. So then I said, “Well, maybe we should open it up and let people pick what they want.” Yeah, I love it. Yeah. So our time is coming to an end, but if someone is running on Mac and they're finally talking to an IT service company that's not anti-Mac, and they want to connect with you immediately, where should they go and where can they learn more about Kirkham IronTech and maybe connect with you personally? The website is the best place to go. It's www.kirkhamirontech.com. Just give us a call, fill out a form, let us know what you're thinking, because we want to know what you're thinking and see if there's a fit with the way we do things. Macs started becoming important with executives. That's where we first started seeing it. So even though they may still have to run Windows, the owners and executives wanted to carry Macs for the very reasons I mentioned. So we're perfectly happy with that.  Yeah. Okay. Very good. So if you're listening to this and you enjoyed hearing about how to make your IT work—how to increase ROI, make sure you're doing cybersecurity right, and implement governance so you can use IT as a strategic tool to run your business better—then definitely reach out to Tom Kirkham. Or stay tuned to this show, because you're going to hear from other entrepreneurs who are very smart about business. And preferably do both. Tom, thank you for coming and sharing your wisdom, and thank you for listening.  Oh, it’s been my pleasure, Steve. Important Links: Tom's LinkedIn Tom's website

Batters up! Marty Miller and Missy McIntosh are stepping up to the plate to discuss SATC S2E1 “Take Me Out to the Ball Game.”  Post-Big breakup, Carrie is click-clacking around the city looking DUMPED and rebounds with The New Yankee, Miranda is not beating the lesbian allegations in those overalls and is pissed no one wants to talk about her new PalmPilot, Samantha tries to coach James and his tiny penis on how to hit a home run, and Charlotte dates a ball-grabber.  We chat about the euphoric victory of running into your ex whilst looking hot on a date with someone famous, how Dua Lipa is the next Reese Witherspoon in a literary sense, the lost art of wearing stilettos in Manhattan, and if flirting without the intention of sex is healthy or cruel. Plus, no one is safe when Evan puts on a fur.  Catch Marty and Missy at UCB's Maude & Betty nights in New York, or find them at: @itsmartymiller @missy.mcintosh Save 20% Off Honeylove by going to honeylove.com/GIRLSREWATCH! #honeylovepod #ad Learn more about your ad choices. Visit megaphone.fm/adchoices

Too many options isn't freedom. It's paralysis dressed up as possibility. David Epstein, investigative journalist and author of the bestseller Range, is back with a counterintuitive idea: the constraints you've been avoiding might be the exact thing that unlocks your best work. His new book, Inside the Box: How Constraints Make Us Better, makes the case that boundaries don't limit you. They focus you. You'll hear how a company in the early nineties assembled arguably the greatest collection of tech talent ever, had unlimited resources, and still collapsed under the weight of its own options. Meanwhile, two people who left that company with small, focused projects built eBay and the Palm Pilot. The lesson isn't about talent. It's about the bounding box. David introduces his BCS Press Release framework: batch your work so you're not toggling all day, make your commitments visible so you can actually subtract the right ones, use satisficing rules to make decisions without drowning in choices, and write the press release before you start anything, so you know what matters before you're too deep in to see clearly. This conversation also gets personal. David talks about the childhood arm injury that ended his baseball career and pushed him toward running and memory techniques he still uses today. He opens up about forgiveness, about the grudges that are hard to shake, and about the Harvard Study of Adult Development, the longest study of human happiness ever conducted, which concluded that happiness is love. Real relationships. Mutual obligation. The stuff you keep forgetting to schedule. David's socials: Website Instagram X David's books: Inside the Box: How Constraints Make Us Better Range: Why Generalists Triumph in a Specialized World The Sports Gene: Inside the Science of Extraordinary Athletic Performance In this episode you will: Discover why having too many options can kill your creativity and how the psychology of the path of least resistance explains it Learn the BCS Press Release framework for batching work, making commitments visible, and using satisficing rules to stay focused Understand the difference between kind and wicked learning environments and why the 10,000-hour rule only applies to one of them Explore what MIT, Northwestern, and Census Bureau research reveals about the average age of fast-growing startup founders and why late bloomers have an edge Apply the subtractive neglect bias and the subtraction game to cut commitments and create more clarity in your work and relationships For more information go to https://lewishowes.com/1932 For more Greatness text PODCAST to +1 (614) 350-3960 Follow The Daily Motivation for essential highlights from The School of Greatness More SOG episodes we think you'll love: Lewis Howes Solo [5-Step Mental Reprogramming Process] Emma Grede Kevin Love TOPICS David Epstein, Inside the Box, Range, constraints and creativity, BCS Press Release framework, kind vs. wicked learning environments, 10000-hour rule, Harvard Study of Adult Development, satisficing rules, subtractive neglect bias Get more from Lewis! Get my New York Times Bestselling book, Make Money Easy!Get The Greatness Mindset audiobook on SpotifyText Lewis AIYouTubeInstagramWebsiteTiktokFacebookX Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Alejandro Szilágyi es un business mentor de alta dirección y cofundador de Campus2SP. Su experiencia le ha enseñado que grandes empresas con poderosas marcas como Kodak, Nokia, PanAmerican o Palm Pilot, así como muchas otras pequeñas y medianas, han visto desplomar su éxito por no tomar ciertas decisiones a tiempo. En esta columna enseña cómo tomar decisiones estratégicas y operativas para mantener el ritmo empresarial adecuado, que depende de las buenas decisiones.

While many of us wish we had more resources, more options, and more time, David Epstein suggests that it's scarcity and constraints that lead us to better outcomes. This notion might feel counterintuitive, but David explains the research and reasoning behind his terrific new book, Inside the Box: How Constraints Make Us Better, including examples from Apple, Southwest Airlines, NASA, and others.    Chapters:  00:00 Welcome David Epstein to Blue Sky  Host Bill Burke introduces David Epstein, author of Range and the new book Inside the Box. David shares his career transition from science to journalism, explaining his passion for synthesizing and sharing new knowledge rather than specializing in one field.  03:03 From Range to Inside the Box David discusses the inspiration behind "Inside the Box," which emerged from reader questions about applying broad skills and his personal struggle with inefficient project boundaries.   05:52 The Green Eggs and Ham Effect  David explains the 'Green Eggs and Ham effect,' illustrating how Dr. Seuss's creativity flourished under severe word count constraints for his iconic books. This phenomenon demonstrates that limitations can force novel approaches, as our brains tend to avoid new thoughts unless truly compelled.  10:09 Jesse Jackson's Green Eggs and Ham  This chapter recounts David Epstein's fascination with the 'Green Eggs and Ham' effect, where constraints boost creativity. It also includes a special soundbite of Reverend Jesse Jackson's memorable reading of the Dr. Seuss classic on Saturday Night Live.  11:55 General Magic and Too Many Resources  David discusses General Magic, a company that envisioned the iPhone but failed due to an excess of resources and lack of clear constraints, leading to an over-complicated product. This contrasts with the Palm Pilot and eBay, which emerged from General Magic alumni who embraced limitations to solve specific problems.  17:24 Tony Fadell and the iPod's Constraints  David explains how Tony Fadell, traumatized by General Magic's failure, became a zealot for constraints, leading to the rapid and successful development of the iPod. Fadell's approach, emphasizing tight deadlines and limited resources, also guided the creation of the simplified Nest thermostat.  20:09 Apollo 13 and Long Leash, Narrow Fence  Bill and David discuss the Apollo 13 mission as a prime example of creativity under extreme constraints, where limited resources forced ingenious problem-solving. David highlights how the 'long leash, narrow fence' approach, giving freedom within strict boundaries, consistently leads to innovative solutions in various fields, including NASA missions and product design.  22:59 CNN and Southwest Airlines: Scrappy Success  Bill shares the story of CNN's founding, highlighting how Ted Turner's severe financial and time constraints forced innovative, cost-effective solutions that outmaneuvered larger, resource-rich networks. David then parallels this with Southwest Airlines' early success, demonstrating how extreme limitations can drive creative problem-solving and long-term profitability.  29:39 Optimism and the Power of Constraints  David connects the concept of constraints to optimism, explaining how obstacles can be reframed as opportunities for clarity and creativity, challenging the negative perception of limitations.   35:02 AI, Scarcity, and the Generalist Advantage  David discusses how AI, despite its abundance of resources, paradoxically emphasizes the importance of defining clear problems before seeking solutions, cautioning against 'drowning in started things.'  

Rok 1996. Doba, kdy se herní světy začaly lámat do polygonů, CD mechaniky se stávaly standardem a Windows 95 definitivně potvrzovaly svou nadvládu. V dalším díle pořadu Rewind vás Mirek Pakr provede rokem, ve kterém hry začaly mít jedinečný styl, humor a nečekanou drzost.V oblíbené rubrice Nad dopisy posluchačů ožijí vaše bizarní i dojemné vzpomínky – od tragické výměny počítače za pultový mrazák až po hraní v bundě a s aktovkou na zádech, aby se neztratila ani vteřina. Společně pak prolistujeme Excalibur, Level a Score z května 1996. Čekají nás reklamy na počítače za cenu slušného ojetého auta, reportáže z Londýna o „lepších“ teniskách i drsné redakční apríly, které by dnes internet nepřežil.Samozřejmě nesmí chybět tři herní hádanky. Dokážete podle zvuků a indicií poznat hláškujícího akčního hrdinu, temnou 3D střílečku pro Amigu nebo poslední oficiální bojovku pro Atari Jaguar? Pro tři nejrychlejší z vás je připraveno půlroční předplatné Retro Nation na Patreonu.Tipy posílejte na rewind@retronation.cz nebo do facebookové skupiny Retro Nation.V technologickém okénku si připomeneme revoluční PalmPilot, příchod stabilních Windows NT 4.0, legendární Nintendo 64 s Mariem, grafické kouzlo 3DFX Voodoo a zrod formátu DVD. A filmy? Rok 1996 nabídl totální kontrast: na jedné straně bláznivou parodii Agent WC40 s Leslie Nielsenem a na straně druhé syrový kultovní nářez Trainspotting.O podcastech Retro NationPodcasty a další obsah RetroNation.cz můžeme natáčet kvůli podpoře od komunity na Patreonu. Děkujeme vám za ni! Jakékoliv dotazy a připomínky pište na email retronationrulez@gmail.com.

Read my new book, The Price of Becoming. www.LearningLeader.com/Becoming The Learning Leader Show with Ryan Hawk This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My guest: David Epstein is the #1 New York Times bestselling author of Range and The Sports Gene. A former investigative reporter at ProPublica and senior writer at Sports Illustrated. His new book is called Inside the Box: How Constraints Make Us Better. Notes   Be part of "Mindful Monday" -- Text Hawk to 66866 Key Learnings The easier move is to let it go. David found a factual error in Ryan's new/my new book. David was supposed to read it and write a blurb on it - but went further and challenged a factual error. The kind move, what great leaders actually do, is being willing to point things out, even if it could cause a little friction.  There is such a thing as too much autonomy. After Range became mega viral, David optimized for autonomy. He individualized his whole life. He no longer was writing about what others assigned him. A year later, he realized there is a thing as too much autonomy. He missed the structure of a work day, the deadlines, the annoyances of working with other people's schedules. This total freedom ended up feeling terrible. "The great thing about being committed by your own choice is that you can stop wondering how to live and start living."  This quote by Mihaly Csikszentmihalyi hit David when he was on a dating app for book topics, just swiping and swiping. That day he said, "I'm really interested in constraints. I need some myself. I'm writing a book proposal on this." Two weeks later he was 10 times more interested because he decided to dive into it. Cal Newport says "system shutting down" at the end of his workday. It seems silly, but when you have all that freedom, you need something to close the workday so you can recover and be ready for the next day. Your brain is made for preventing you from having to think whenever possible. Cognitive scientist Daniel Willingham says thinking is energetically costly. So when your calendar is too open, all you'll do is what's convenient. Your brain will be lazy. The path of least resistance. The mere urgency effect: when schedule and structure is too open, people do things that seem urgent even if they're unimportant. When you're too unstructured, you end up doing huge volumes of low value stuff just to have checked off doing something. What David's workday looks like now:  Batching work: people at work check their email on average 77 times a day. The way people are usually doing that is they're toggling all the time between email and something else. When you do that, it lowers your productivity and massively increases your stress. David doesn't start his day with his inbox. He'll check it at the end of the workday because emails can take him away from the most important work at the beginning of the day.  Stress + Rest = Growth. The workday ends when David's son gets home. When writing, you have to program in rest, just like you would if you were an athlete in training.  Daniel Kahneman said writing "Thinking Fast and Slow" was the worst few years of his life. David had lunch with Kahneman and praised the book. Kahneman said, "Never again." He said it was so isolating. He was used to working with a partner or multiple partners and colleagues. He felt so isolated that he said he'd never write a book again, or if he did, he would write it with somebody else. And that's what he did. And David could empathize with that.  David made a one-page architectural outline for how "Inside the Box" would look. If it's not on that page, it is not in the book. He wrote as small as possible to try to defeat his own system. The book's 20% shorter than his other two. He thinks it's much tighter writing. He was so much more efficient that he doesn't feel nearly as burned out. After a mega hit book, two things matter: (1) A lot is out of your control, and (2) Identify as a craftsman. David's colleague at Sports Illustrated told him, "If a book about genetics and vampires comes out the same day, you're screwed, and there's nothing you can do about it." He was right. But David very strongly identifies as a writer now, as a craftsman. He's taken fiction writing courses just to learn about craft. With Inside the Box, he did a structural experiment that he found so engaging because he was focused on the craft itself, not just the commercial outcome. "Docendo discimus" - by teaching, we learn. This is a quote from Seneca. If people think they're going to have to teach certain material, they organize it more coherently in their own mind. They start pulling out main ideas and attaching different ideas together. Teaching it is even better, but just making someone think they're going to have to teach it makes them learn in a much more coherent way. Narrative values: the recurring themes that give coherence to a life. David went back and looked at his life and identified: curiosity, open-mindedness, diligence, and resilience. Now that he's started telling his story in that way, it shows up everywhere. But going forward, he also wanted some things in his story that he didn't have. So he identified forgiveness in particular because that has not been a strong suit for him. Ben Helfgott: the only living Olympian to have survived a concentration camp. Almost everybody in his family was killed in the Holocaust. He just preached forgiveness all the time. When David saw what Ben did, these petty grudges he's holding are nothing. You're just poisoning yourself when you hold these grudges. So David decided he wanted forgiveness to become one of his narrative values.  Herbert Simon won the highest award in computer science, psychology, and the Nobel Prize in economics. His quote serves as the epigraph of the book: "It is a myth, widely believed but not less mythical for that, that people are most creative when they're most free." Simon coined the term "satisficing." It's a combination of satisfy and suffice. It means having good enough decision rules. He contrasted that with maximizing. From a mountain of psychological research, it is almost always bad to be a maximizer. Maximizers are less happy with their decisions, less happy with their lives, more prone to regret. There's not much evidence they actually make better decisions most of the time. Simon was a proactive satisficer. He said you need three sets of clothing: one on your back, one in the wash, and the next one ready to wear. He simplified all the decisions in his life so he could save cognitive bandwidth for the really important ones. He famously said, "The perfect is the enemy of the good." Choose when to choose. Choose when to save and when to use your cognitive bandwidth.  Good enough doesn't mean you have low standards. It means you're saving your bandwidth for the most important things. "How you do anything is how you do everything" is completely wrong. This is one of David's least favorite quotes. It's wrong. Herbert Simon did the same mundane thing, the same breakfast every day, the same socks, so he could crush it in his work. He wasn't doing everything the way he was doing his work. The Fredkins Paradox: We spend the most energy on the least important decisions because we agonize when the options are really similar. General Magic: They invented the smartphone in 1990. The iPhone would not exist without them. They had infinite degrees of freedom. They could do anything. When the device came out, it didn't solve a clear customer problem. It had a 200-page manual. They sold 3,000 units in the first six months. Meanwhile, people inside General Magic who bit off much smaller chunks had success. One low-level engineer started Auction Web. His bosses said no, too small. He left and changed the name to eBay. Another created Graffiti. He said "I'm going to solve a clear customer problem. Busy professionals want contacts and calendars on the go." He did just a calendar, contacts, and a memo pad. That was the Palm Pilot. By doing way less. By doing something, not everything. Tony Fadell (the "podfather"): "If you don't have constraints, make up constraints."  Bill Gurley said, "We have a saying in venture: more startups die of indigestion than starvation." When Tony co-founded Nest, he made his team work inside a literal box. He made them prototype the box before they had the product. If it didn't fit in that box, it was not a priority. Reflection Questions What area of your life has too much freedom right now? Where could you add a constraint (a deadline, a ritual, a boundary) that would actually make you more productive or creative? If you had to pick three narrative values that run through your life story, what would they be? Are they the ones you want, or do you need to add an aspirational value like David did with forgiveness? What's one decision you're maximizing (trying to find the perfect choice) when you should be satisficing (good enough and move on)? How much time and energy would you free up if you applied Herbert Simon's approach? More Learning #310 - David Epstein: Why Generalists Will Rule the World #582 - Cal Newport: Obsess Over Quality #660 - James Clear: The 4 Laws to Behavioral Change Podcast Chapters00:00 The Price of Becoming - Ryan's New Book 01:15 Meet David Epstein 02:39 The Fact Checker: What Great Leaders Do 04:27 Dedication Easter Eggs 05:50 The Problem With Too Much Autonomy 10:47 Why You Actually Need Constraints 12:29 Batching Work: The 77 Email Checks Problem 17:20 Lunch with Kahneman: Thinking Fast and Slow Was Miserable  22:18 What To Do After A Viral Book 27:07 Docendo Discimus: By Teaching, We Learn  29:13 Why Leaders Should Regularly Teach 31:09 Desirable Difficulties 31:56 Narrative Values: The Themes That Define Your Life 34:31 Adding Forgiveness As an Aspirational Value 36:13 Chips on Shoulders vs. Proving People Right 39:10 Herbert Simon: The Man Who Won Everything 40:20 Satisficing Over Maximizing 42:40 Choosing When To Choose 44:29 Good Enough Doesn't Mean Low Standards 46:13 Why "How You Do Anything" is Completely Wrong 47:25 General Magic: Do Something, Not Everything 52:49 One Year From Now: What Are You Celebrating? 54:54 EOPC

iPod saved Apple from chapter 11 and there would be no iPhone with it either. Oh, and Jony Ive helped, a little, too! Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom-and-pop to major brands. Steven Semple is a marketing consultant, story collector and storyteller. I’m Steven’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [Seaside Plumbing Ad] Dave Young: Welcome back to the Empire Builders Podcast. I’m Dave Young and Steve Semple’s here and we’re talking about empires. When you told me the topic for today here just a few seconds ago, it’s like, “Oh, we’re talking about an empire inside an empire. We’re talking about an empire that changed lots of things.” Stephen Semple: Yes. Dave Young: So we’re going to talk about the iPhone. Stephen Semple: Correct. Dave Young: Oh, man. Man, did it change things? Stephen Semple: Well- Dave Young: I mean, so- Stephen Semple: Yes. Dave Young: … you think people that aren’t… Gosh, I keep thinking that, gosh, there were a lot of years I didn’t have a cell phone, let alone an iPhone. Stephen Semple: Correct. Dave Young: But cell phones changed everything, and then iPhone changed it more. And gosh, what year are we talking about? Early 2000s? 2000-ish-four, ’05, ’06, somewhere in there? Stephen Semple: Yeah. Dave Young: Is that about right? I’m just trying to think of when I got one. Stephen Semple: Oh, you’re talking about when it launched? 2007 is when I- Dave Young: Seven. Okay. Stephen Semple: Yeah. 2007 is when it launched. And when you think about it, we used to have our Palmpilot for our contacts, we had our dicsman for our music, we had our cell phone for telephone calls, and we had internet cafes for our internet access. Dave Young: For our laptops and all of that. Yeah. Yeah. Stephen Semple: Right. Dave Young: All these devices. Stephen Semple: And today, it’s both the bestselling phone of all time, the best-selling camera of all time, the bestselling music player of all time, the best-selling GPS of all time, and the best-selling game console of all time. Dave Young: Crazy, isn’t it? It’s a ubiquitous product, really. Stephen Semple: Yes. It’s the most profitable product of all time. 2.3 billion have been sold. One fifth of humanity has one. Dave Young: Man. Stephen Semple: Right? Dave Young: Yeah. Stephen Semple: It created a whole brand new economy called the App Store that did not exist before. And it was not an obvious product. Steve Jobs initially hated the idea. I want to say this again. Steve Jobs initially hated the idea. He thought smartphones would never take off and they were a dumb idea. Dave Young: Okay. Stephen Semple: This is how not obvious the product was. Dave Young: Yeah. Every now and then you hear somebody saying, “Oh, I wish I could go back to a flip phone.” And you think, “Yeah, that would be nice.” But then it’s like, “Well, no. No, I don’t know if I could get by without all this stuff.” Stephen Semple: Yeah. It’s really incredible. The birth of the iPhone, to really understand the birth of the iPhone, is you actually have to go back to the iPod. It’s predated the iPhone. And Tony Fidel invented the iPod. Here’s what’s really important about the iPod, is Apple was on the verge of bankruptcy, and the iPod saved them from bankruptcy. The iPod is what saved Apple. And basically Tony Fidel, back when he was 12, he bought an Apple 2, and it was really his first true consumer product. And in 1991, he graduated. And of course, that was the early days of the internet. We forget how even new the internet is. And a couple of people had left Apple to start a company called General Magic to build handheld computers. Tony joins General Magic, and it’s amazing. There’s lots of ideas. But what he found is there was these tons of ideas and no focus, nothing ever made it to development. And that frustrated him because he actually wanted to develop things. So he goes over to Phillips, and Phillips had an MP3 player. And Napster came along, which was allowing people to download music, but it’s free, but it’s kind of illegal and maybe sketchy and all that other stuff going on. Basically he looked at it and he said he wanted to start to develop this unified digital music player in a site where people could download things legally, because he felt people wanted that. And Steve Jobs also felt people wanted that and Jobs got wind of what he was working on. This is 2000 when the dotcom bubble happens. Jobs gets wind of this idea and is back at Apple at this point and reaches out to him and says, “Come on over and help us to develop this.” Now, Jobs had a bit of a windfall. The iMac comes out and the Apple is back because iMac had some pretty good success, but the iMac was still only 3% of the marketplace. So Jobs hires Tony to come and lead up this idea of music, right? So in 2001, iTunes is launched. So iTunes predates the iPod, but here’s the thing, it was not for purchasing. It was just for ripping and organizing music. That’s what you could do with it. And then in October, the iPod is launched. So in October of 2001, the iPod is launched. Dave Young: So they have this solution that lets you rip all your CDs and organize them on your computer, but you can’t carry them around with you yet. Stephen Semple: Right. Not yet. So in January, they launched that. October, not that many months later, they launched the iPod. And people can also go over to sticky sales stories where Matthew Burns and I did the whole thing on the advertisements around the iPod because it was brilliant. Every other MP3 player out there was advertising, “Oh, this many megabytes or whatever.” Dave, you and I can remember, “A thousand songs in your pocket.” Dave Young: “A thousand songs in your pocket.” Silhouettes of people dancing, colorful silhouettes, it put you in the ad. Stephen Semple: Yes. Dave Young: And they didn’t talk about technical specs, didn’t talk about any of that stuff. It was just, “A thousand songs in your pocket.” Stephen Semple: They ran three ads, three different types of ads, “A thousand songs in your pocket.” And then when they came up with the version that would work for both Windows and Mac, Windows and Mac. But not a thousand, it would be one or the other, and then the last one would be the price. But that was it. But a thousand songs in your pocket were all like, “Oh my God, that’s incredible. A thousand songs in your pocket.” Dave Young: Mind blowing. Stephen Semple: Yeah. So April of 2003, a couple years later, the store comes out that allows people to buy music. But I remember my first iPod. Yeah, I couldn’t buy music. I just downloaded all my CDs, loaded them on my computer and put them on the iPod and that was amazing. Then you could start buying music and that was really, really cool. And very, very quickly, this whole space grew to $4 billion in sales and five years later, $20 billion in sales. And Apple ends up becoming three quarters of the entire MP3 market. Just dominated it. Now, at this point, mobile phones are starting to get smarter. The interface is still not great, but a lot of people inside the walls at Apple start feeling the writings on the wall. The writing is on the wall here because they’re going to get better and they believe that the smartphone will kill the iPod, but Jobs still hates the idea and sees phones as a niche. And he basically is famous to saying, “Apple is not a phone company.” But the internal people keep working away on him. And by 2005, Jobs green lights making a phone because others convince him of the trend. Now, when Jobs does something, he’s all in and he reaches out to the best people inside of Apple and basically asks them to join this super secret project. And here’s the crazy thing. Could you imagine this? You’re working at Apple and you get this email basically saying, “Do you want to join this super secret project? It’s going to be X number of years long. You are going to dedicate your life to it. You’re going to probably burn out. It’s going to cost you relationships.” They literally said this to people, “And we can’t tell you what it is until you sign this non-disclosure agreement.” Then when you signed the non-disclosure agreement, they told you what it was and you had to sign another non-disclosure agreement, but they got people to join the project. So they approached this as being, their first thought process on the iPhone was, this is an iPod that we’re going to attach a phone to. So what did the first iteration have? Clickwheel. Dave Young: Okay. Stephen Semple: Because the clickwheel was beautifully elegant on the iPod, but that they really quickly learned, not good on a phone. Dave Young: Not good on a phone. Yeah. Stephen Semple: It was a nightmare to text. It was a nightmare to do all these other things. You couldn’t put a keyboard. Then they looked at the Blackberry and they went, “Well, this keyboard on a phone’s not great because you lose half your real estate is lost to keyboard.” Dave Young: Just these little buttons. Yeah. Stephen Semple: Yeah. So enter Johnny Ives who had designed the iMac. And he loves buttons and he loves function, he loves design, he loves sleek tech, but he was like, “How do we get rid of all these things?” And he’s playing around with this idea on a new device. Now this device doesn’t go anywhere, but it’s where he first develops the whole idea of the pinch. Dave Young: Okay. Stephen Semple: But he starts looking and going, “I think this would work for the iPhone.” He creates this massive interface, this giant multi-touch pad that he’s working on for this other department. But he all of a sudden realizes, “Wait a minute, if we shrink this idea down and make it work on a screen, we could get rid of the keypad.” Dave Young: Altogether, yeah. Stephen Semple: Altogether. But here’s the problem, current touchscreen technology at that time couldn’t do it because it was pressure sensitive. Then they came across this new screen called compassitive, which detects electronic signals, which means that it could detect where your fingers were- Dave Young: Actually were. Yeah. Stephen Semple: And whether it’s two fingers and all of that. They also realized they had to create a new OS and all these other things. So in January of 2007, they get it pretty much good enough that Jobs can do a demo, but it’s glitchy. The demo he does in 2007, people should go to YouTube and watch this because it’s a beautiful demo. It’s a beautiful, beautiful demo. And in fact, right now we’re going to insert the little thing about how he introduces the launch of the iPhone. Steve Jobs: So three things, a wide screen iPod with touch controls, a revolutionary mobile phone, and a breakthrough internet communications device. An iPod, a phone, and an internet communicator. An iPod, a phone. Are you getting it? Stephen Semple: Okay. But you still want to go to the YouTube thing and watch this because his demo, it looks so slick. But here’s the interesting thing… Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off and trust me, you haven’t missed a thing. Stephen Semple: The technology was so glitchy that they literally were like, “This is the only map you can do. This is the only phone call you can make.” They literally found this one single path where they could show everything that they knew it wouldn’t glitch. Dave Young: Yeah. Stephen Semple: But Jobs being the way Jobs was, he made it seem like, “Oh, I’m just going to do this and I’m just going to do this.” It was like they had spent weeks like, “Oh no, this is the only way we can make this work.” Dave Young: We’ll work the rest out before it goes to market. Stephen Semple: Yeah. So basically they announced it in 2007 and basically what Jobs does, he goes to Maps and he calls up Starbucks and he orders 4,000 cups of coffee. But the point is, they also say, “Hey, this is going to be launched in six months.” So the team’s now got six months to actually get this sucker working, and they get it finished. But the interesting thing is, there were still a lot of people on Wall Street and things like that who didn’t think it was going to be that great because it was two times the price of everything else. It was twice as expensive as any [inaudible 00:15:03]- Dave Young: I mean, it still kind of is. Stephen Semple: Yes. Dave Young: Yeah. Stephen Semple: And AT&T, because AT&T did a development deal with them, AT&T was the only carrier it was available on for the first bunch of years. It was first four years that it was only available on AT&T, which was a brilliant move for AT&T, because AT&T- Dave Young: It really was. Stephen Semple: Yeah. Dave Young: I can tell you how I got my first iPhone. Stephen Semple: Okay, let’s hear it. Dave Young: I didn’t get iPhone 1. Well, I did. I got an iPhone one, but I got it secondhand. When the iPhone 2 came out, our partner, Michelle Miller, said, “Hey, anybody want to buy my iPhone 1 because I’m going to get a 2.” And I’m like, “Well, dang it. It doesn’t work in…” I was living in Western Nebraska. We didn’t have AT&T. And so, “Shoot, what do I do?” But then I read AT&T, you can sign up for AT&T and get a contract with them on the website. So you just sign up and I’m like, “Okay. But I’m in Nebraska.” And I found out that the weird local cell phone company that I had actually had a, I don’t know what you call it, a roaming agreement with AT&T. So there were no extra charges to be on the AT&T network on the local thing that I had. But I needed a Colorado address. I couldn’t just change my existing cell phone number to AT&T because I wasn’t in their coverage area. So I got a 303 area code and signed up for an AT&T contract and then activated this used phone on that account. And the address I gave them was Denver International Airport. Stephen Semple: Oh, fantastic. Dave Young: So I have a 303 phone number and my address is Denver International Airport. In the back of my mind, I think somewhere tucked away in a back corner of an office at AT&T is a pile of mail waiting for me. And if I ever walked in there, they’d say, “Oh yeah, we’ve been waiting for you to come get your mail.” Stephen Semple: As you know, I’m Canadian. We had to wait a couple of years because AT&T actually had the international rights and it took a little while for one of the Canadian cell phone companies did a deal with AT&T. So I think the iPhone was out a couple of years before we were able to get them here in Canada. But even with all of those hurdles, in the first week, they sold 250,000 of these phones in the first week. Dave Young: Yeah. Just creating this scarcity at first by limiting it to one carrier and a slow rollout across borders. When you saw someone with one, you went, “Oh, I want that. I want that.” Stephen Semple: Yeah. Now here’s the other part- Dave Young: I still have it somewhere. I was just looking for it in a drawer behind me. If I’d known- Stephen Semple: Yeah, but I don’t ever tell you [inaudible 00:17:50]- Dave Young: … sooner than five seconds before we start, I’d have had my iPhone out. Stephen Semple: All right. Well, you have to send a picture. Send me a picture of yourself with it. Dave Young: You know what’s amazing about it holding it? The first ones were so small. Stephen Semple: Yeah, they were actually. Dave Young: They’re so big now, but they were tiny. Stephen Semple: Remember, the whole thing was phones went from big… I find the phone evolution funny because phones went from big to teeny, tiny, to now getting back to being- Dave Young: Now bigger and bigger. Stephen Semple: … bigger and bigger. Dave Young: Screens that fold out. Stephen Semple: But here’s the other thing that changed at Apple. So when the iPhone came out, because all of a sudden now there was this people started developing apps for it. And in fact, Jobs was against initially apps being developed outside of the Apple infrastructure, but then people were just breaking the infrastructure, even though it validated the warranty. He then relented and said, “Okay, well then we do need to create the App Store,” and the App Store now is one of their most consistent products. So the thing I find that’s remarkable about all of this, one of the most consistent revenue streams for Apple is the App Store. Their most successful product is the iPhone, both of which initially Jobs was very against. And yet we think about jobs as being this amazing visionary. He was very against both these products. But here’s why I’ll give him credit as a CEO. He clearly, even though he said no to stuff, people could still bring the idea back to him because they did. And unlike a lot of other CEOs, he was open to change in his mind. Because he did on both of these things. Dave Young: And I think the standard that he said was, “Hey, okay, we’ll do it, but we’re not going to half-ass it.” Stephen Semple: Right. Because once he decided to do it… Oh no, once he decided to do it was like all the chips into the middle of the table, we’re going to do this and this is going to be fricking awesome. Like, yes. Dave Young: The ironic thing is, it ain’t going out with that wheel from the iPod. Stephen Semple: Right. Well, and that’s the other interesting thing, is when you think about the design approach, they first thought of it as adding a phone to the iPod and that locked them into the click wheel. And then they went, “Well, maybe it’s a phone with an iPod,” but then that locked them into the keyboard. Then all of a sudden realized it’s neither it’s something new. Dave Young: It’s a new thing altogether. Stephen Semple: It’s a new thing altogether. And that’s what made it magical. It was a new thing altogether. Dave Young: Ironically, you could say that it killed- Stephen Semple: And its inspiration came from the computer trackpad. That’s where the inspiration was. Sorry. Dave Young: Yeah. And you could make the case that it killed the iPod. Stephen Semple: It did. Dave Young: But I think it became the iPod. iPod just got absorbed into it. You don’t need an iPod anymore. Stephen Semple: And I’m glad you pointed that out because I meant to mention this. Because here’s the other part where I will give Steve Jobs a lot of credit, because how many businesses have we seen have failed because they were unwilling to destroy their own products? Their most successful, most profitable product was the iPod. And what was going to get killed in this? Was the iPod and they were willing to do it. Dave Young: It wouldn’t have caught on to the level that it did if it was like, “Oh, wait. Now we have to buy two devices from Apple. I have to carry two of these things around. That doesn’t make any sense.” Stephen Semple: And when you listen to Steve Jobs’ presentation of the iPhone, he lays it right out, that you don’t need the iPod anymore, that this was a killer. Now look, think about- Dave Young: And you don’t need a GPS in your pocket and you don’t need all the things. Stephen Semple: Right, right. But this willingness to destroy your own most successful product. Look, Xerox was unable to do that. Dave Young: Who? Stephen Semple: Xerox died because it was unwilling to kill its own products. How many other companies have we seen that happen, where it’s like, “Well, no, we can’t do that because that’s how we make money.” And Jobs was like… So when you say fully on board, once he was fully on board, it was like, “Yeah, yeah. Oh yeah. No, the iPods days are numbered. We know that.” Dave Young: Yeah. You want to hear my pet peeve about it? Stephen Semple: Sure. Dave Young: Being a broadcaster at the time, I guess it was after I left the radio business, but one thing that they could have easily done, and I’ve heard that the circuitry is already built into it, but they opted not to do it, was put an AM/FM radio in it so that you could actually listen to the radio on the same device. And I think they opted for selling you songs instead of letting you listen to your local radio station. Because they could have easily done that, right? Stephen Semple: Interesting. Dave Young: There were walkmans that had AM/FM built into them. Stephen Semple: It’s interesting because there’s- Dave Young: But they opted not to do that. Stephen Semple: And it’s interesting that no… From the best of my knowledge, none of the cell phone companies have opted to do that. It seems like if you’re going to listen to somebody’s radio station now, it’s through their app. Dave Young: Yeah, you have to stream it. Stephen Semple: Yeah. Dave Young: But not over the air. We could go into a whole list of things, but I think one of the biggest issues with that is safety, right? If you have a device that can pick up over the air transmissions and you don’t need an internet connection to do it, you can listen to a tornado warning without- Stephen Semple: Yeah, it’s true. Dave Young: … those kinds of things, you can tune into things that are going on. Not that radio stations anymore are doing much of that. But anyway, I always thought they could easily do this. They just didn’t. Stephen Semple: Yeah. I don’t know much about that, but the part- Dave Young: But I still have one. Stephen Semple: Yeah. But the part, again, that I found interesting about this was, he was against it. He came for it. Once he was for it, he was fully in and they were willing to destroy their most profitable product to replace it with another product. Because once he saw the writing was on the wall, it was like, “No, we’re going to do this and we’re going to do it awesome.” Dave Young: Yep. Well, it’s a great story and it’s a great product. I still have one and they keep adding things that I don’t even know how to use. Stephen Semple: That’s very true. Dave Young: Isn’t that the truth? But I can still listen to my music and answer my phone calls. Stephen Semple: And take pictures. Dave Young: Yeah, the cameras, to me, one of the best parts of it. Stephen Semple: It really is. Dave Young: I have some old grainy photos that I took with the little pocket. What did you call them? Just the little PDAs that were out just before- Stephen Semple: Oh, I never had any of those, so I don’t know. Palm pilots and things like that? Dave Young: Yeah, the Palm Pilots. Stephen Semple: Oh, did they have a camera in them? I never had one with a camera in it. Dave Young: Yeah. I have a bunch of grainy photos that I took with a Sony version of a Palm Pilot that had a grainy little camera in it. So it was about the same kind of camera you’d get in a flip phone. Stephen Semple: Okay. All right. Dave Young: I have cool pictures of… From 2004, Roy Williams took me onto the land that they had just bought that was going to become Wizard Academy. Those were taken on my little Palm Pilot phone. Stephen Semple: There you go. Dave Young: Wish I’d have had an iPhone back then. Stephen Semple: Right. Well, and that’s the thing. We have it with us all the time. All right, cool. Dave Young: Thank you, Steven. Stephen Semple: And I know it’s not our typical thing to talk about, but look, the iPhone changed the world. Dave Young: That’s true. Stephen Semple: Let’s just face it. It changed the world. Dave Young: In many ways still doing it. Stephen Semple: It sure is. Yeah. Dave Young: Thanks for bringing us the iPhone. It looks like I’ve got some notifications I got to go check, Steven, so let’s put a pin in this one. Stephen Semple: All right. Thanks, Dave. Dave Young:Thanks for listening to the podcast. Please share us. Subscribe on your favorite podcast app and leave us a big, fat, juicy five star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute empire building session, you can do it at empirebuildingprogram.com

“If you could change just one small thing to feel safer, healthier, or happier—would you do it?” That question sits quietly at the heart of this fast-moving, laugh-out-loud, thought-provoking episode of The Sandy Show—an episode that somehow manages to jump from yoga mats to movie legends, from microwave clocks stuck in French to serious conversations about women's safety… and makes it all feel perfectly connected.

This week Terry and Paul were checking out Palm Pilots when they meet Mr. Sean Moore, an owner of a very successful coffee company that is on the verge of being bought for a lot money. After an uncomfortable interview about the origins of his success, he finds an old autographed baseball in his desk that shouldn't be there... 

Corey's $100,000 Dollar Jacket: The jacket that is so valuable it was stolen twice! Corey tells the tale!Bonus Documentary Scenes: Thanks to Marcie Hume, we have some more bonus scenes from the Corey Feldman Vs The World Documentary!Corey's Twitter: Corey and HDM are out here on one on Twitter.COREY FELDMAN!, SHOW STOPPER!, LET'S JUST TALK!, DON CHEADLE!, BOOGIE NIGHTS!, JIM AND THEM IS POP CULTURE!, PO BOX!, SHOUT OUTS!, REAL ONES!, HACKAMANIA!, PROMO CODE THEM!, REAL ONES!, ALL DAY GOONS!, ERADICATED!, HUMP DAY!, MIDWEEK HANG!, PALM PILOT!, OUTLOOK!, LUCK TURN AROUND!, LISA!, DIAMOND ART!, WHAT'S POPPIN TWIN!?, JACKET LORE!, INTERVIEW!, DREAM A LITTLE DREAM!, COREY HAIM!, BAD!, TERRIBLE!, LIES!, 100,000 DOLLARS!, THE BURBS!, STOLEN!, MEDIA STUNT!, PRESS!, PEE WEE'S BIG ADVENTURE!, BOSTON MARATHON!, TMZ!, SWATTING!, BOMBING!, COREY'S ANGELS!, ATTRACTIVE!, PICKUP ARTIST!, NEG!, COREY'S ANGELS TWITTER!, BASICALLY A DOCTOR!, DARK MEDIA!, CHUCK!, SHUT UP!, CHUCK'S BIKE-O-RAMA!, FREAKOUT!, CRASH OUT!, TALK OVER ME!, IN FOUR!, MARGOT!, ARGUMENT!, LAST WORD!, HDM!, VOICEMAIL!, KNOWS YOUR NAME!, RANT!, LIES!, SERVE YOU!, LEGAL!, ASCENSION MILLENIUM! You can find the videos from this episode at our Discord RIGHT HERE!

An airhacks.fm conversation with Daniel Terhorst-North (@tastapod.com) about: first computer experience with the ZX81 and its 1K memory, the 1K chess game on ZX81, the ZX Spectrum with 16K and later 48K memory, the Amstrad 128K, typing in game listings from computer magazines, Dan's brother John hacking ZX spectrum games using a hardware freeze device and memory peeking/poking, cracking game encryption and copy protection on 8-bit tape cassette games, the arms race between game publishers and hackers, cracking the Star Wars game security before its release, ZX Spectrum fan sites and retro gaming communities, classic games including 3D Monster Maze and Manic Miner and Jet Set Willy, sprite graphics innovation on the Z80 chip, first internship at Domark publishing Empire Strikes Back on ZX Spectrum and Commodore 64, second internship at IBM Hursley Park working on CICS in PL/1 and Rexx, the contrast between casual game studio culture and IBM corporate culture in the 1980s, IBM's role as a founding partner of J2EE Enterprise Java, JMS wrapping MQ Series, the reliability of MQ Series compared to later messaging technologies, finding and reporting a concurrency bug in MQ Series with JUnit tests and IBM's rapid response with an emergency patch, IBM alphaWorks portal and experimental technologies, IBM Aglets mobile Java agent framework compared to modern A2A agent protocols, Jini and JavaSpaces from Sun Microsystems with leasing and self-healing, JXTA peer-to-peer technology, IBM Jikes Compiler performance compared to javac, IBM's own JVM, JVM running on Palm Pilot around 1999, VisualAge for Java as a port of VisualAge for SmallTalk with its image-based architecture and no file system exposure, Java's coupling of class and package names to files and directories as a design weakness, the difficulty of refactoring without IDE support, Eclipse as the first IDE with proper refactoring, NetBeans IDE performance compared to Visual Studio Code, third internship writing X-ray machine control software in Turbo Pascal doing digital image processing, the pace of technological innovation slowing from kaikaku (abrupt change) to kaizen (continuous improvement), Douglas Adams quote about technology perception by age, DEC Alpha 64-bit Unix performance, commodity Linux hardware replacing exotic RISC machines, Apple M series chips rediscovering RISC Architecture and system-on-chip design, innovation fatigue and signal-to-noise ratio in modern tech, LLMs and the trillion-dollar bet on the wrong technology, electric cars as an example of ongoing innovation, Tailwind CSS shutting down due to AI-generated code replacing paid expertise, Stack Overflow in trouble due to AI summarization, open source innovation continuing with tools like Astral's uv replacing the python toolchain, cross-community collaboration between rust and Python and Ruby ecosystems, first graduate job at Crossfield (Fuji/DuPont joint venture) doing electronic pre-press and color transformation through 4D CMYK color cubes, writing a TIFF decoder from scratch in C, Raster Image Processor technology and its connection to Adobe, transition from C++ to Java feeling quirky, joining ThoughtWorks in 2002 for enterprise Java work Daniel Terhorst-North on twitter: @tastapod.com

Favour Obasi-ike, MBA, MS demonstrates an integrated marketing approach in real time — from AI prompt to website article to LinkedIn to Threads to podcast to Clubhouse, all within the first 15 minutes.He used an AI assistant to scan 85+ articles on his website and generate five bottom-of-funnel topics, then built an entire content chain across platforms from one topic.The episode features the "Did You Know" series revealing how major brands started with different products — IKEA with pens, Sony with rice cookers, Samsung as a grocery store, Lamborghini as tractors.Favour connects this to the lesson that businesses evolve and what you start with is not what you become.Keith shares the PayPal origin story, and Liverpool's Finest emphasizes knowing your target audience before executing any strategy.Key TakeawaysUse AI to mine existing content for new topics.Build content chains across platforms.Every brand evolves — your starting product is not your final product.Test emails technically, not just visually.Position your podcast through strategic RSS feeds.Omni-channel marketing starts with one thought and multiplies through execution.Book SEO Services? Save These Quick Links for Later>> ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Book SEO Services with Favour Obasi-ike⁠>> Visit Work and PLAY Entertainment website to learn about our digital marketing services>> ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join our exclusive SEO Marketing community⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠>> Read SEO Articles>> ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to the We Don't PLAY Podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠>> Purchase Flaev Beatz Beats Online>> Favour Obasi-ike Quick Links>> Start Recording your Podcast with Riverside Today | Sign Up with My Affiliate Link HereTimeline and Timestamps[00:06] Welcome and introduction.[02:53] How the topic was born — AI scanning 85+ website articles.[05:10] Five bottom-of-funnel topics AI generated from the website.[09:02] Topics: Pinterest SEO, email marketing, keyword research, Clubhouse alternatives, integrated marketing.[11:18] Live demo of the integrated marketing workflow.[18:50] Podcast playback — "Did You Know" series begins.[22:54] Brand origins: IKEA, Sony, Nokia, Samsung, Nike, Lamborghini, and more.[28:12] The moral: start early, grow fast.[32:41] Recap of the integrated content chain.[37:15] Keith on PayPal's origin — from Palm Pilot app to payments.[38:16] Most millionaires took 22 years to make their first million.[39:54] Liverpool's Finest on integration, portability, and target audience.[45:40] Email testing — technical vs. cosmetic testing.[48:51] Podcast positioning through RSS feeds with depth.[51:33] Web3, IP protection, and applied AI.[53:05] Omni-channel marketing: ideation to execution.Memorable Quotes"The business you're starting is not going to be the same business in 10 years.""It's not that your podcast is not being heard — it's not positioned to be heard.""I'd rather not send that email at all than send it and have question marks behind it.""Most millionaires took on average 22 years to make their first million." — Keith"If your marketing is not reaching your audience, you're wasting money." — Liverpool's FinestFAQs AnsweredWhat is an integrated marketing approach?Creating one piece of content and distributing it across multiple platforms so each channel feeds the next.How can AI help with content planning?Prompt AI to scan your existing content and generate bottom-of-funnel topics, then build content chains from those topics.What is technical email testing?It analyzes which providers receive your emails and whether your text-to-HTML ratio triggers spam filters — beyond just checking for typos.Why does podcast positioning matter?Strategic RSS feed placement connects your episodes to distribution channels that expand reach beyond a single app.Keywordsintegrated marketing, omni-channel marketing, podcast SEO, AI content strategy, email marketing testing, RSS feed distribution, brand evolution, bottom-of-funnel content, Web3 SEO, LinkedIn marketing, podcast positioningSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Thank goodness Vinnie was discovered. Happy Friday!

This show has been flagged as Clean by the host. References in order of first mention Daytimer - https://www.daytimer.com/ PalmPilot - https://en.wikipedia.org/wiki/PalmPilot Gina Trapani - https://en.wikipedia.org/wiki/Gina_Trapani Todo landing page - http://todotxt.org/ Todo file format - https://github.com/todotxt/todo.txt Dropbox - https://www.dropbox.com/ Simpletask - https://github.com/mpcjanssen/simpletask-android/ QTodoTxt - https://github.com/QTodoTxt/QTodoTxt Synology DS220J NAS - https://global.download.synology.com/download/Document/Hardware/DataSheet/DiskStation/20-year/DS220j/enu/Synology_DS220j_Data_Sheet_enu.pdf Ice_recur - https://github.com/rlpowell/todo-text-stuff Py_recur - https://github.com/TASpinner/py_recur Microsoft todo - https://to-do.office.com/tasks/ Provide feedback on this episode.

professorjrod@gmail.comIn this episode, we explore the Palm Pilot not just as a retro gadget but as a pioneering example of human-centered technology that aligns closely with modern IT skills development. Discover how Palm's approach to trust, speed, and minimal distraction offers valuable lessons for technology education and tech exam prep. Whether you're preparing for your CompTIA exam or seeking effective study group strategies, this episode highlights how a device that respects user attention can inspire innovative thinking relevant to today's IT certification tips and study guides.We unpack Jeff Hawkins's cognitive approach to design, the lessons of Apple Newton's public failure, and why Graffiti's learnable alphabet beat early handwriting AI. HotSync emerges as more than a cable and a cradle; it became a daily ritual that made backup visible and certainty tangible. Doctors, pilots, executives, and students adopted Palm not because it dazzled, but because it disappeared into their work—an invisible companion that remembered everything and never argued.Then the ground shifted. Connectivity turned from a feature into infrastructure, BlackBerry redefined urgency with always-on email, and the iPhone reframed the phone as a platform for presence and identity. We trace Palm's move from elegant minimalism to spec chasing, the philosophical split with Handspring over openness, and the beautiful ambition of WebOS that arrived after momentum had already moved. Along the way, personal stories of SD-card movies, subway reading, and email sync show how reliability felt in the hand—and where it started to fray.The takeaway is pointed: being right isn't enough. Reliability, restraint, and love can't outrun a behavior shift. If you design products or care about humane tech, this story is a compass—build for trust, but watch where everyday life is heading. If this resonated, follow the show, share with a friend, and leave a review to help others find it. What part of Palm's DNA do you wish today's devices would bring back?Support the showArt By Sarah/DesmondMusic by Joakim KarudLittle chacha ProductionsJuan Rodriguez can be reached atTikTok @ProfessorJrodProfessorJRod@gmail.com@Prof_JRodInstagram ProfessorJRod

Welcome back to the Fintech Takes podcast. Today's episode kicks off a new long-form interview format I'm calling Diving Deep. And in this episode, that's exactly what we do with Max Levchin, co-founder and former CTO of PayPal and co-founder and the current CEO of Affirm. This is what makes Max one of the most influential people in the history of fintech. We start with Max's early PayPal years, when building encrypted mobile wallets and secure handheld payments for Palm Pilots taught Max a lesson about timing, distribution, and the danger of solving puzzles before the market needs them (being right about the future means very little if you're early in the wrong way). From there, the conversation follows the spine of Affirm's business, underwriting. Max explores how his experience at PayPal pushed him toward lending at the point of sale, which unlocked a different kind of math (and how Affirm built an internal engine that could evolve as machine learning grew smarter, without losing reliability, repeatability, or regulatory discipline). That logic runs straight into product design. No late fees, treated as a constraint, not a revenue stream. Full Truth in Lending disclosures shown at checkout every time, even when advisers warned the extra screen would kill conversion. Credit bureau reporting when most other BNPL players avoided it. The throughline is incentives: design the system so the lender only wins when the customer does, and culture has a fighting chance to scale. We end in the future, with agentic commerce. As machines get better at optimizing decisions, the financial products that survive will be the ones that were honest to begin with (but also what happens when software starts flagging bad financial deals before people do?).  Sign up for Alex's Fintech Takes newsletter for the latest insightful analysis on fintech trends, along with a heaping pile of pop culture references and copious footnotes. Every Monday and Thursday: https://workweek.com/brand/fintech-takes/ And for more exclusive insider content, don't forget to check out my YouTube page. Follow Max Levchin: LinkedIn: https://www.linkedin.com/in/maxlevchin/ Follow Alex Johnson:  YouTube: https://www.youtube.com/channel/UCJgfH47QEwbQmkQlz1V9rQA/videos LinkedIn: https://www.linkedin.com/in/alexhjohnson X: https://www.twitter.com/AlexH_Johnson

Question? Text our Studio direct.

A young undercover FBI operative risks everything to expose America's most devastating traitor — revealing how Cold-War spycraft evolved into today's cybercrime economy.The shocking true story of Robert Hanssen — the FBI mole who sold America's deepest secrets to Russia for over 20 years, leading to the execution of multiple double agents and triggering the worst intelligence breach in U.S. history.

Send us a textWelcome back to Please Don't Spoil The Movie! In this episode, we spoil the 2004 romantic comedy Little Black Book starring Brittany Murphy. The movie follows Stacey as she, with the help of her boyfriend's PalmPilot, interviews his exes to uncover the truth about their relationship, only to realize it's not at all what she expected. Tune in to hear us discuss Jordon's wedding, the Murdocks, and chaos demons. 

Learn how today's guest went from eBay to AI-driven marketing. Discover his secrets to LinkedIn growth, UGC blitz campaigns, trade show ROI, and mastering AEO optimization. Rob Stanley, a trailblazer in the e-commerce realm since the late '90s, shares his unique journey from selling parts for Palm Pilots on eBay to pioneering iPhone repair sales via YouTube. With nearly three decades of experience, Rob uncovers the secrets behind maximizing LinkedIn presence and the power of user-generated content strategies. He also recounts his remarkable transformation from being the "money man" to collaborating with companies challenging giants like Shopify. His stories are not just about past achievements but offer a roadmap for today's e-commerce professionals looking to make a mark in a dynamic industry. Our conversation takes an exciting turn as we explore the captivating world of trade shows and the art of standing out. Rob shares vivid anecdotes on how to create unforgettable trade show experiences, emphasizing the need for creative hooks and interactive booth presentations to capture attendees' attention. Further, we dive into the art of crafting compelling LinkedIn posts that spur engagement, complete with insights on using varied content types and scheduling tools to maintain a vibrant online presence. With Rob's clever strategies, listeners will find themselves equipped with the tools to transform their LinkedIn and trade show tactics into genuine business growth. In the final segment, Rob and Kevin explore the future of e-commerce, with a spotlight on AI optimization tools and emerging trends. We discuss the innovative potential of Super User-Generated Content and the evolution of e-commerce platforms, such as Miva. Rob offers compelling insights into how AI tools are reshaping search engine strategies, ensuring that brands stay visible in an increasingly digital world. From driverless technology to the evolution of sales dynamics, Rob's expert perspective provides a glimpse into the future, urging listeners to stay ahead of the curve in this ever-evolving landscape.  In episode 471 of the AM/PM Podcast, Kevin and Rob discuss: 00:00 - E-Commerce Journey With The "Money Man" Rob Stanley 07:51 - Discussion on Trade Shows and Feedback 08:46 - Maximizing Trade Show ROI 14:00 - Standing Out at Trade Shows 18:23 - Maximizing LinkedIn for E-Commerce Success 20:01 - Maximizing LinkedIn Engagement Strategies 24:41 - Promoting Brands and Products on LinkedIn 31:06 - Strategic Super UGC Marketing Blitz 38:11 - E-Commerce Industry Trends and Insights 44:33 - AI Optimization Tools for E-Commerce 48:47 - Chat GPT and AEO Rise 53:40 - Evolution of E-Commerce and AI 55:10 - Social Media Reach Out Tips

Evil Finds Its Way Home. We're wrappping up Halloween month up with -- What Else?? -- A Halloween movie! An internet livestream reality show set in Michael Myers' abandoned house draws six unsuspecting participants. When the infamous killer returns, the night turns into a deadly game of survival. Yep! This week we cover the infamous 2002 sequel Halloween: Resurrection. Also this week: Reviewing the BK Monster Menu, our new mascot "King Poopa", and can you text on a Palm Pilot? All this--and a whole lot more--on this week's episode of NEON BRAINIACS!! "Trick or treat, motherf---er!" ----- Check out our Patreon for tons of bonus content, exclusive goodies, and access to our Discord server! ----- Halloween: Resurrection (2002) Directed by Rick Rosenthal Written by Larry Brand and Sean Hood Starring Jamie Lee Curtis, Busta Rhymes, Bianca Kajlich, Katee Sackhoff, Sean Patrick Thomas, Thomas Ian Nicholas, Tyra Banks, and Brad Loree ----- 00:00 - Intro & Opening Banter 33:40 - "The Shpiel" 57:40 - Film Breakdown 01:45:40 - Stump The Brainiacs & Outro

Our special "Trick 'r(esident) Tre(vil)" month concludes, with the 2021 cinematic reboot of the Resident Evil series. We've lost Milla Jovovich and Paul W.S. Anderson (except for an in-name-only producer credit), but hey, we've got a crap-ton of 1998 references to make up for it! That's because Resident Evil: Welcome to Raccoon City promised to be a more faithful adaptation of the original video game source material, condensing the first two games into one movie. And yet, even with this allegedly more accurate representation of the beloved video game series, Welcome to Raccoon City clearly did not spawn the same sort of long-running, financially successful franchise that Paul W.S. Anderson's less faithful adaptation did. But...why? We pull out our Palm Pilots and investigate. Our Twitter Our Facebook Our Instagram Our YouTube Trev's Letterboxd Chris' Letterboxd

This week, Jerri and Jamie are joined by Tony Vincent, an educator whose creative, practical ideas have inspired teachers for years. As the mind behind Learning in Hand, Tony has dedicated his career to helping educators design student-centered, technology-rich learning experiences that spark curiosity and creativity.Tony shares how thoughtful design and meaningful choice can transform engagement and deepen learning. From his early days as a fifth-grade teacher to his work as an edtech consultant, Tony's journey is a masterclass in curiosity, creativity, and authentic teaching. Tune in for fresh insights, inspiring ideas, and the wisdom of an educator who continues to guide and energize teachers everywhere.---ABOUT OUR GUESTTony Vincent is an educator, innovator, and creative force in edtech. His 26-year journey began as a fifth-grade teacher in Nebraska, where his class pioneered the use of Palm Pilots, sparking the creation of his Learning in Hand website. Now based in Iowa, he continues to teach, speak, and share practical ideas that blend creativity, technology, and authentic learning.---SUBSCRIBE TO THE SERIES: ⁠⁠⁠YouTube⁠⁠⁠ | ⁠⁠⁠Spotify⁠⁠⁠ | ⁠⁠⁠Apple Podcasts⁠⁠⁠ | ⁠⁠⁠YouTube Music⁠⁠⁠ | ⁠⁠⁠Overcast⁠⁠⁠FOLLOW US: ⁠⁠⁠Website⁠⁠⁠ | ⁠⁠⁠Facebook⁠⁠⁠ | ⁠⁠⁠Twitter⁠⁠⁠ | ⁠⁠⁠LinkedIn⁠⁠⁠POWERED BY CLASSLINK: ClassLink provides one-click single sign-on into web and Windows applications, and instant access to files at school and in the cloud. Accessible from any computer, tablet, or smartphone, ClassLink is ideal for 1to1 and Bring Your Own Device (BYOD) initiatives. Learn more at ⁠⁠⁠classlink.com⁠⁠⁠.

Mix of the Week #604 is by Freak Out! Follow and include @freakfreakfreakfreak in your track ID requests Fueled by an outlaw spirit, Freak Out!—the DJ duo comprised of Break Mode @gumar and Palm Pilot @palmpilottt —compels dance floors to do exactly that. Their sets stitch together rock & roll attitude with house, electro, EBM, and disco, creating a sound that's as unpredictable as it is dance inducing. -- ✉️ DC Email list: eepurl.com/dN23Jw

This week on the GeekWire Podcast: How artificial intelligence is reshaping media and advertising, and what it says about the future of the creative process. Our guest is Jay Richman, an Amazon vice president of product and technology who leads the technology team developing AI tools used by sellers and brands to create and deploy ads across Amazon's platforms. His career has tracked the evolution of digital media, from early apps for the Palm Pilot to the first wave of streaming at NBC Universal, and the reinvention of podcast ads and monetization at Spotify. Richman, who's based in New York, was in town this week for Amazon's Accelerate seller conference, where he announced new agentic AI capabilities within Amazon's Creative Studio. Related Post: Amazon unveils new agentic AI tools for sellers amid heightened scrutiny With GeekWire co-founder Todd Bishop. Audio editing by Curt Milton. See omnystudio.com/listener for privacy information.

SHOEBOX PROPER x KURLEE DADDEE PRODUCTIONS - PALM PILOT-P From the Upcoming Album - GRIMEY DEMO TAPE

Clinical trials are growing more complex, and nowhere is that more evident than in oncology and obesity research. As sponsors push for reliable, real-time patient data, the role of electronic clinical outcome assessments (eCOAs) has never been more critical. These tools determine not only how patients report on their quality of life but also how sponsors capture the endpoints that drive regulatory approval. In this episode of the AI in Business podcast, Emerj Editorial Director Matthew DeMello speaks with Anthony Mikulaschek, Vice President of Commercial Strategy at IQVIA Technologies. Anthony unpacks the evolution of eCOAs, from their early days on Palm Pilots to today's AI-enabled platforms. He explains how thoughtful design reduces patient and clinician burden, why cultural and linguistic nuance matters for global trials, and what digital libraries and compliance automation mean for faster, more resilient studies. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the ‘AI in Business' podcast! If you've enjoyed or benefited from some of the insights of this episode, consider leaving us a five-star review on Apple Podcasts, and let us know what you learned, found helpful, or liked most about this show!

Episode Overview In this episode of The Design Vault, hosts Albert Shum and Thamer Abanami explore the remarkable story of the PalmPilot—the device that solved the PDA puzzle through radical constraint. When Jeff Hawkins carved a block of wood into the shape of a shirt-pocket computer and carried it everywhere, pretending to use it throughout his day, he wasn't just prototyping a product—he was designing the first truly successful bridge between desktop and mobile computing. From its 1996 launch to its $53 billion peak valuation to its eventual absorption into smartphones, the PalmPilot's journey reveals timeless lessons about simplicity versus complexity, the power of ecosystem thinking, and why being first doesn't guarantee survival. This episode uncovers how three taps, 160x160 pixels, and a simplified alphabet called Graffiti almost gave us the smartphone era five years early. Episode Length: 39:21 Original Air Date: September 9, 2025 Hosts: Albert Shum, Thamer Abanami Key Segments & Timestamps Setting the Stage: The Gadget Graveyard (00:00:20 - 00:04:35) The 1990s digital device explosion: Casio organizers, Sharp Wizards, and others Apple Newton's $700 failure and handwriting recognition jokes The junk drawer problem: expensive solutions looking for problems Enter Jeff Hawkins: The Wooden Computer (00:04:43 - 00:08:04) Hawkins' background: electrical engineering, neuroscience, and Grid Systems Palm Computing's founding in 1992 with Donna Dubinsky and Ed Colligan The wooden prototype: carrying a carved block of wood for months Pretotyping in practice: fake meetings with a fake device Design Philosophy: The Zen of Palm (00:08:04 - 00:14:31) Form factor constraints: 4.7" x 3.2" x 0.7", under 6 ounces 160x160 monochrome display as design driver Graffiti: making humans adapt to the machine (97% accuracy) The three-tap rule and Rob Haitani's tap counter Instant-on philosophy: no boot time, no waiting The HotSync Revolution (00:14:31 - 00:21:42) Creating the first seamless desktop-to-mobile bridge Conflict resolution algorithms for two-way synchronization Email on the go: the killer app emerges Building the third-party app ecosystem Market Triumph: Fastest Growing Computer Product (00:24:04 - 00:28:26) Launch reception: 1 million units in 18 months The magic $299 price point 70% market share by 2000 Healthcare, sales teams, and executive adoption Corporate Turbulence and Competition (00:25:27 - 00:33:17) Microsoft's Windows CE entry and desktop replication strategy The Handspring betrayal: founders becoming competitors BlackBerry's wireless disruption and enterprise email dominance Palm's split into hardware and software divisions WebOS development: the moonshot that came too late The iPhone Moment and Legacy (00:32:27 - 00:39:21) 2007: The disruption nobody could adapt to Palm's $53 billion peak valuation during the dot-com bubble HP's acquisition and the LG TV connection Timeless lessons: constraint-driven innovation and simplicity Why "almost right" in tech often means complete failure Connect With The Design Vault The Design Vault explores iconic products from the innovation-rich 1970s-early 2000s, extracting strategic insights for today's designers, engineers, and business leaders. Each episode combines nostalgic storytelling with actionable lessons for modern product development. Subscribe: Available on all major podcast platforms including Spotify, Apple, and more Follow us: Instagram: @thedesignvaultpodcast, LinkedIn: Thamer Abanami, Albert Shum We'd love to hear your thoughts, episode ideas and feedback via the links above. Credits Hosts: Albert Shum and Thamer Abanami Editor: Rachel James Intro Music: Red Lips Media Brand Design: Rafael Poloni  

HP-97/67 Programmable Calculator, Part 3 With Wlodek Mier-Jedrzejowicz Patreon: https://www.patreon.com/FloppyDays Sponsors: 8-Bit Classics  Arcade Shopper   FutureVision Research  Videos of this and other episodes at the YouTube channel: https://www.youtube.com/channel/UC6DQ3cyp8h373H0lXSJ8yqQ  Hello, and welcome to episode 152 of the Floppy Days Podcast for June, 2025.  My name is Randy Kindig and I'm the host for this lovefest for vintage computers and programmable calculators from the late 70's thru the 80's.  If you love old computers, you've found the right place! This month, I'm completing the ongoing series of episodes about the HP 97/67 programmable calculators.  This is the third and final in the series that provides us with a terrific co-host who is able to provide a lot of color about these machines: that being HP calculator historian Wlodek Mier-Jedrzejowicz (“Vwahdek Meer-Yeng SHAY of itch”).  No one knows more about HP calculators than Wlodek and all of us are honored to get his insight into these HP calculator gems. New Acquisitions HP History Book by Wlodek - “A Guide to HP Handheld Calculators and Computers” - https://amzn.to/4hl1Yq1 (affiliate link)  PalmPilot Personal - https://en.wikipedia.org/wiki/PalmPilot  Upcoming Shows KansasFest - July 18-20 - Virtual only - https://www.kansasfest.org/  INIT HELLO Apple II Conference - July 26-27 - System Source Computer Museum in Hunt Valley, MD - https://init-hello.org/  VCF West - August 1-2 - Computer History Museum in Mountain View, CA - https://vcfed.org/2025/03/05/vcf-west-2025-save-the-date/  Fujiama - August 11-17 - Lengenfeld, Germany - http://atarixle.ddns.net/fuji/2025/  VCF Midwest - September 13-14, 2025 - Renaissance Schaumburg Convention Center in Schaumburg, IL - http://vcfmw.org/  Tandy Assembly - September 26-28 - Courtyard by Marriott Springfield - Springfield, OH - http://www.tandyassembly.com/  Portland Retro Gaming Expo - October 17-19 - Oregon Convention Center, Portland, OR - https://retrogamingexpo.com/  Chicago TI International World Faire - October 25 - Evanston Public Library, Evanston, IL - https://www.chicagotiug.org/home  Schedule Published on Floppy Days Website - https://docs.google.com/document/d/e/2PACX-1vSeLsg4hf5KZKtpxwUQgacCIsqeIdQeZniq3yE881wOCCYskpLVs5OO1PZLqRRF2t5fUUiaKByqQrgA/pub  Feedback (videos) “A 67 or 97 is a good deal” - https://www.youtube.com/watch?v=0z8UiZz2Bm0  “Coca cola” - https://www.youtube.com/watch?v=3FN5eCvkoPM  Season's greetings - https://www.youtube.com/watch?v=libGuLCyikY  Some examples of words you could show - https://www.youtube.com/watch?v=_jXGb-CR1Tg  HP Poem expressing sadness the early HP's had been discontinued - https://www.youtube.com/watch?v=JMuMz623ub4  Books manuals - Can purchase document set on USB stick - https://www.hpmuseum.org/cd/cddesc.htm  Better Programming on the HP-67 & 97 by Richard Nelson, Kolb, Kennedy - http://www.hp41.org/LibView.cfm?Command=Image&ItemID=94&FileID=2325  Wlodek's book - A Guide to HP Handheld Calculators and Computers - https://amzn.to/4hl1Yq1 (affiliate link)  RCL40: Recollection, Reinvention and HP Calculators - RCL40: Recollection, Reinvention and HP Calculators  Software Software available from collection at Museum of HP Calculators  - https://www.hpmuseum.org/cd/cddesc.htm  Emulators HP Calculator Simulators - https://www.cuveesoft.ch/  RPN-67/97 Pro - Apple App Store - (iOS) itms://itunes.apple.com/app/rpn-97-pro/id816249055  HP-97 Emulator by Michael O'Shea (Windows): HP-97 - https://www.limpidfox.com/hp97.htm  HP-67 - https://www.limpidfox.com/hp67.htm  HP-97 Emulator by Michael O'Shea (Android, iOS) - https://www.limpidfox.com  Buying One Today Getting one repaired: waterhosko (Mark Hoskins) - https://www.ebay.com/sch/i.html?item=324196333178&rt=nc&_trksid=p4429486.m3561.l161211&_ssn=waterhosko  Mainely Calculators (Adam Jones) - https://www.ebay.com/str/mainelycalculator?_trksid=p4429486.m145687.l149267  Modern Upgrades Replacement CPU Boards for HP-67 and HP-97 - https://www.Teenix.org  Community Facebook HP Calculator Fan Club - https://www.facebook.com/groups/hpcalculatorclub  Real Engineers Use HP Handheld Calculators - https://www.facebook.com/groups/hpcalc  Forums The Museum of HP Calculators - https://hpmuseum.org/forum/index.php  Reddit HPCalc - https://www.reddit.com/r/hpcalc/  Current Web Sites and Videos Article in Byte Magazine, Vol. 3 No. 6 - https://archive.org/details/byte-magazine-1978-06/page/n113/mode/1up  Article in HP Journal on the HP-67/97 - http://hparchive.com/Journals/HPJ-1976-11.pdf  HHC 2015 in Nashville, Tennessee, showing off RPN-97 Pro - https://www.cuveesoft.ch/rpn67/img/RPN-97HHC.mp4  HP - https://www.hp.com/hpinfo/abouthp/histnfacts/museum/personalsystems/0041/index.html   Eric Rechlin's hpcalc.org - http://www.hpcalc.org  Craig Finseth's HPDATABase - http://www.finseth.com/hpdata/  The Hewlett Packard Calculator Page by Rick Furr - http://www.vcalc.net/hp.htm  The Calculators of HP poster - https://www.vcalc.net/poster.htm#hp  series of articles by Wlodek Mier-Jedrzejowicz. They were published in DATAFILE - https://www.vcalc.net/hp-jhi.htm  Old HP and TI Calculators by Gene Wright - http://www.rskey.org/gene/hpgene/  HP Calculator Internals - http://www.brouhaha.com/~eric/hpcalc/  HP-97 at rskey.org - https://www.rskey.org/hp97  References Wikipedia - https://en.wikipedia.org/wiki/HP-67/97#67  Museum of HP Calculators (David Hicks) - https://www.hpmuseum.org/hp6797.htm   

Sachin Kansal is chief product officer at Uber, where he oversees the Rider, Driver, Delivery, Grocery, and New Verticals product lines used for 33 million daily trips worldwide. He's been in product for over 25 years (at Google, Palm, Flywheel, and now Uber). He is known for his “extreme dogfooding” ethos—personally completing almost a thousand Uber driving and delivery trips to sharpen his product insight and user empathy—and his “ship, ship, ship” mantra, which drives rapid iteration across Uber's global teams.What you will learn:1. Dogfooding at scale2. “Ship, ship, ship” as a cultural mantra3. Obsession with inputs over outputs4. Uber's hybrid marketplace vision for autonomy5. How Uber changed its culture to focus on profitability6. What to do when data says “no” but your gut says “yes”7. Career advice: maximize cycles8. AI as a research assistant, not an oracle9. Uber rider etiquette tips—Brought to you by:• Paragon—Ship every SaaS integration your customers want• Stripe—Financial infrastructure to grow your revenue• Coda—The all-in-one collaborative workspace—Where to find Sachin Kansal:• LinkedIn: https://www.linkedin.com/in/sachinkansal/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Sachin's background(05:00) Dogfooding in practice(11:24) Empathy and understanding drivers(20:18) Balancing metrics and user experience(22:04) Operationalizing dogfooding(24:26) Challenges and solutions in dogfooding(29:49) The motto: “ship, ship, ship”(36:37) Product announcements and live demos(40:49) Career advice for product managers(43:51) The evolution of product management with AI(46:55) Collaboration between engineers and product managers(49:36) Uber's vision for self-driving cars(55:59) Uber's path to profitability(01:01:58) Balancing data and gut decisions(01:07:21) AI tools in product management(01:10:14) Failure corner(01:13:48) Lightning round and final thoughts—Referenced:• Uber: https://www.uber.com/• Oracle: https://www.oracle.com/• Snowflake: https://www.snowflake.com/en/• Fivetran: https://go.fivetran.com/• Uber for Business: https://www.uber.com/us/en/business• McDonald's: https://www.mcdonalds.com/• Domino's: https://www.dominos.com• PalmPilot: https://en.wikipedia.org/wiki/PalmPilot• Praveen Neppalli Naga on LinkedIn: https://www.linkedin.com/in/pneppalli/• May Mobility: https://maymobility.com/• Uber strikes deal with May Mobility to deploy ‘thousands' of robotaxis: https://www.theverge.com/news/659563/uber-may-mobility-autonomous-ridehail-partnership• Waymo: https://waymo.com/• WeRide: https://www.weride.ai/• Uber and Avride Announce Autonomous Delivery and Mobility Partnership: https://investor.uber.com/news-events/news/press-release-details/2024/Uber-and-Avride-Announce-Autonomous-Delivery-and-Mobility-Partnership/default.aspx• Dara Khosrowshahi on X: https://x.com/dkhos• Uber Elevate: https://www.uber.com/us/en/elevate/vision/• Uber AV: https://www.uber.com/us/en/autonomous/• Uber Reserve: https://www.uber.com/us/en/ride/how-it-works/reserve/• Uber for teens: https://www.uber.com/us/en/ride/teens/• Flywheel: https://www.flywheel.com/• ChatGPT: https://chatgpt.com/• Gemini: https://gemini.google.com/app• NotebookLM: https://notebooklm.google/• Behind the product: NotebookLM | Raiza Martin (Senior Product Manager, AI @ Google Labs): https://www.lennysnewsletter.com/p/googles-notebooklm-raiza-martin• BlackBerry: https://en.wikipedia.org/wiki/BlackBerry• Peaky Blinders on Netflix: https://www.netflix.com/title/80002479• Deep research: https://openai.com/index/introducing-deep-research/—Recommended books:• Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies: https://www.amazon.com/Blitzscaling-Lightning-Fast-Building-Massively-Companies/dp/1524761419• Nobody Wants to Read Your Sh*t: Why That Is And What You Can Do About It: https://www.amazon.com/Nobody-Wants-Read-Your-Sh-ebook/dp/B01GZ1TJBI• Steve Jobs: https://www.amazon.com/Steve-Jobs-Walter-Isaacson/dp/1451648537• Elon Musk: https://www.amazon.com/Elon-Musk-Walter-Isaacson/dp/1982181281• The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers―Straight Talk on the Challenges of Entrepreneurship: https://www.amazon.com/Hard-Thing-About-Things-Building/dp/0062273205—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.lennysnewsletter.com/subscribe

Jim talks with Jeff Hawkins and Viviane Clay about the Thousand Brains Project and Jeff's book A Thousand Brains: A New Theory of Intelligence. They discuss Mountcastle's theory of the neocortex's universal algorithm, cortical columns & their structure, learning modules in AI sensory systems, reprogramming of the neocortex, the 6 layers of cortex, mini-columns & macro-columns, the visual cascade, reference frames as essential for knowledge representation, "voting" for perceptual consensus, how the project differs from deep learning & LLM approaches, William Gibson's concept of affordances, the "Jennifer Aniston neuron" idea, current state of the Monte project, solving fundamental problems vs making impressive demos, avoiding "old brain" traits in AI systems, and much more. Episode Transcript Perceptual Neuroscience: The Cerebral Cortex, Vernon B. Mountcastle On Intelligence, Jeff Hawkins and Sandra Blakeslee (2004) A Thousand Brains: A New Theory of Intelligence, Jeff Hawkins Monte Project – Open-Source Implementation Superintelligence: Paths, Dangers, Strategies, Nick Bostrom Jeff Hawkins is a scientist whose life-long interest in neuroscience led to the creation of Numenta and its focus on neocortical theory. His research focuses on how the cortex learns predictive models of the world through sensation and movement. In 2002, he founded the Redwood Neuroscience Institute, where he served as Director for three years. The institute is currently located at U.C. Berkeley. Previously, he co-founded two companies, Palm and Handspring, where he designed products such as the PalmPilot and Treo smartphone. Jeff has written two books, On Intelligence (2004 with Sandra Blakeslee) and A Thousand Brains: A New Theory of Intelligence (2021). Viviane Clay is the director of the Thousand Brains Project. She received her doctorate degree in Cognitive Computing and master's degree in Cognitive Science at University of Osnabrück in Germany, where she focused on sensorimotor learning as a key aspect in intelligence. She brings to Numenta fifteen years of coding experience, along with her background in neuroscience, psychology, and machine learning.

Pour conclure notre 6ᵉ saison podcast, nous plongeons dans l'histoire fascinante de Palm, précurseur de nos smartphones,Et si nous plongions dans une époque où les smartphones n'étaient qu'un rêve, et où des visionnaires posaient les premières pierres d'une révolution technologique ? Dans cet épisode, nous explorons l'histoire fascinante de Handspring, cette startup audacieuse qui a osé imaginer, bien avant Apple et l'iPhone, que nos téléphones deviendraient bien plus que des outils pour appeler. Nous vous racontons une aventure pleine de rebondissements : des débuts prometteurs avec le Palm Pilot, à l'expérimentation modulaire du slot Springboard, jusqu'aux défis titanesques face à un marché encore hésitant. Vous découvrirez comment une équipe soudée, presque comme une famille, a innové avec passion malgré des ressources limitées et une industrie parfois sceptique.Qu'est-ce qui distingue Handspring des géants comme Apple ? Pourquoi certaines idées révolutionnaires échouent-elles quand d'autres triomphent ? Ce podcast ne se contente pas de raconter une histoire : il vous invite à réfléchir aux enjeux de l'innovation, à l'importance du timing et au rôle de la culture d'entreprise dans la réussite (ou l'échec). Bien que Handspring ait disparu, ses concepts continuent de définir la manière dont nous interagissons avec la technologie aujourd'hui. Ce n'est pas seulement une histoire d'échecs ; c'est celle d'une vision trop en avance sur son temps, et d'un héritage qui inspire encore les leaders de l'industrie.Ce test rudimentaire a confirmé l'intérêt potentiel du produit, le motivant à investir dans un prototype réel, qui a finalement conduit au lancement du Palm Pilot. Ce PDA est devenu un produit révolutionnaire, non seulement pour son succès commercial mais aussi pour avoir inspiré la conception des smartphones modernes. L'approche visionnaire de Jeff Hawkins incarne les principes modernes d'innovation, notamment l'importance de valider un concept avant d'investir massivement. Le Palm Pilot a également marqué l'histoire en établissant un standard de conception et en prouvant l'importance d'adapter la technologie à des besoins simples et concrets. Pas d'abonnement payant chaque mois pour le podcast, mais une offre premium pour les entrepreneurs de passer un moment pendant l'enregistrement avec nous, puis d'échanger avec l'invitée en posant vos questions après l'enregistrement. Chaque personne reçoit un NFT unique du moment ! https://plus.acast.com/s/135-grammes. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Pour conclure notre 6ᵉ saison podcast, nous plongeons dans l'histoire fascinante de Palm, précurseur de nos smartphones,Et si nous plongions dans une époque où les smartphones n'étaient qu'un rêve, et où des visionnaires posaient les premières pierres d'une révolution technologique ? Dans cet épisode, nous explorons l'histoire fascinante de Handspring, cette startup audacieuse qui a osé imaginer, bien avant Apple et l'iPhone, que nos téléphones deviendraient bien plus que des outils pour appeler. Nous vous racontons une aventure pleine de rebondissements : des débuts prometteurs avec le Palm Pilot, à l'expérimentation modulaire du slot Springboard, jusqu'aux défis titanesques face à un marché encore hésitant. Vous découvrirez comment une équipe soudée, presque comme une famille, a innové avec passion malgré des ressources limitées et une industrie parfois sceptique.Qu'est-ce qui distingue Handspring des géants comme Apple ? Pourquoi certaines idées révolutionnaires échouent-elles quand d'autres triomphent ? Ce podcast ne se contente pas de raconter une histoire : il vous invite à réfléchir aux enjeux de l'innovation, à l'importance du timing et au rôle de la culture d'entreprise dans la réussite (ou l'échec). Bien que Handspring ait disparu, ses concepts continuent de définir la manière dont nous interagissons avec la technologie aujourd'hui. Ce n'est pas seulement une histoire d'échecs ; c'est celle d'une vision trop en avance sur son temps, et d'un héritage qui inspire encore les leaders de l'industrie.Ce test rudimentaire a confirmé l'intérêt potentiel du produit, le motivant à investir dans un prototype réel, qui a finalement conduit au lancement du Palm Pilot. Ce PDA est devenu un produit révolutionnaire, non seulement pour son succès commercial mais aussi pour avoir inspiré la conception des smartphones modernes. L'approche visionnaire de Jeff Hawkins incarne les principes modernes d'innovation, notamment l'importance de valider un concept avant d'investir massivement. Le Palm Pilot a également marqué l'histoire en établissant un standard de conception et en prouvant l'importance d'adapter la technologie à des besoins simples et concrets. Pas d'abonnement payant chaque mois pour le podcast, mais une offre premium pour les entrepreneurs de passer un moment pendant l'enregistrement avec nous, puis d'échanger avec l'invitée en posant vos questions après l'enregistrement. Chaque personne reçoit un NFT unique du moment ! https://plus.acast.com/s/135-grammes. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Jerry Kolber really knows his GTD. He began his journey with a paper system, then was an early adopter of the Palm Pilot and later Palm devices, using Life Balance. He has steadily upgraded his system with newer apps, most recently OmniFocus and Things. With each of these tools, he has maintained a deep commitment to refining his approach to productivity and mindfulness. That has helped with his busy career in media production, including work on groundbreaking shows like "Sex and the City," "Queer Eye," and as the Emmy-nominated creator of "Brain Games" and "Brainchild." You can read his bio and find out more about his projects on the Atomic Entertainment website. You can watch this entire conversation from August 2024 in its entirety over at GTD Connect. -- This audio is one of many available at GTD Connect, a learning space and community hub for all things GTD. Join GTD practitioners from around the world in learning, sharing, and developing the skills for stress-free productivity. Sign up for a free guest pass Learn about membership options Knowing how to get the right things done is a key to success. It's easy to get distracted and overwhelmed. Stay focused and increase productivity with GTD Connect—a subscription-based online learning center from the David Allen Company. GTD Connect gives you access to a wealth of multimedia content designed to help you stay on track and deepen your awareness of principles you can also learn in GTD courses, coaching, and by reading the Getting Things Done book. You'll also get the support and encouragement of a thriving global community of people you won't find anywhere else. If you already know you'd like to join, click here to choose from monthly or annual options. If you'd like to try GTD Connect free for 14 days, read on for what's included and how to get your free trial. During your 14-day free trial, you will have access to: Recorded webinars with David Allen & the certified coaches and trainers on a wide range of productivity topics GTD Getting Started & Refresher Series to reinforce the fundamentals you may have learned in a GTD course, coaching, or book Extensive audio, video, and document library Slice of GTD Life series to see how others are making GTD stick David Allen's exclusive interviews with people in his network all over the world Lively members-only discussion forums sharing ideas, tips, and tricks Note: GTD Connect is designed to reinforce your learning, and we also recommend that you take a course, get individual coaching, or read the Getting Things Done book. Ready to start your free trial?

It's the Halloween edition of the Light Reading extra podcast, where our editors and an esteemed guest walk through the digital cemetery looking for gadget zombies and technologies that still haunt us. Palm Pilots, Secret Senders, weird Wi-Fi phones and Slacker music are some things that creep up in this freewheeling conversation. Hosted on Acast. See acast.com/privacy for more information.

The Real Housewives of Salt Lake City are settling into their season and letting us get to know the new gals, one of which is married to a Palm Pilot legend, and the other is possibly instagram official after her Osmond boyfriend posted a pic of them together at a Costco. Over on Orange County Housewives, the drinks are flowing and accusations flying at Katie's dinner party. RHOC Recap: 44:16ishORDER DANNY'S NEW BOOK: https://linktr.ee/jolliestbunchDANNY'S (OTHER) BOOK: Smarturl.it/unrememberTwitter: @DannyPellegrinoInstagram: @DannyPellegrinoYouTube: www.YouTube.com/DannyPellegrino1TikTok: @DannyPellegrinoPatreon: www.Patreon.com/EverythingIconic Hosted on Acast. See acast.com/privacy for more information.

We got a look into Bronwyn's house and I'm so delighted by her fresh asthetic to the HW franchise! Emily Dorezas and I discuss Palm Pilots, Shakshuka, Bath Bomb Lab, Costco and Cosby. For more Drama, Darling, and tons of content, subscribe to my Patreon: http://Patreon.com/dramadarlingGet 15% off OUAI with the promo code DRAMA at: TheOuai.comGet 15% off OneSkin with promo code DRAMA at:https://www.oneskin.co/Get 15% off LolaVie with the Promo Code DRAMA at:https://www.lolavie.com/dramaDrama, Darling with Amy Phillips is sponsored by BetterHelp Get 10% off your first month at: Betterhelp.com/DD

What do lizards have to do with product growth? In this episode, Gojko Adzic reveals how unusual user behaviors can unlock massive opportunities for product innovation. Discover the four steps to mastering "Lizard Optimization" and learn how you can turn strange user actions into game-changing insights. Overview In this episode of the Agile Mentors Podcast, host Brian Milner chats with Gojko Adzic about his new book, Lizard Optimization. Gojko explains the concept of finding product growth signals in strange user behaviors, sharing examples where unexpected user actions led to product breakthroughs. He outlines a four-step process for optimizing products by learning, zeroing in, removing obstacles, and double-checking. Gojko also discusses helpful tools like session recorders and observability tools that can enhance product development by uncovering and addressing unique user behaviors. References and resources mentioned in the show: Gojko Adzic 50% OFF Lizard Optimization by Gojko Adzic Mismatch: How Inclusion Shapes Design by Kat Holmes Trustworthy Online Experiments by Ron Kohavi Advanced Certified Scrum Product Owner® Subscribe to the Agile Mentors Podcast Join the Agile Mentors Community Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Gojko Adzic is an award-winning software consultant and author, specializing in agile and lean quality improvement, with expertise in impact mapping, agile testing, and behavior-driven development. A frequent speaker at global software conferences, Gojko is also a co-creator of MindMup and Narakeet, and has helped companies worldwide enhance their software delivery, from large financial institutions to innovative startups. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors podcast. I'm with you as always, Brian Milner. And today, very special guest we have with us. have Mr. Goiko Atshich with us. I hope I said that correctly. Did I say it correctly? Close enough. Okay. Well, welcome in, Goiko. Glad to have you here. Gojko (00:15) Close enough, close enough. Brian (00:21) Very, very, very happy to have Goiko with us. If you're not familiar with Goiko's name, you probably are familiar with some of his work. One of the things I was telling him that we teach in our advanced product owner class every time is impact mapping, which is a tool that Goiko has written about and kind of come up with on his own as well. Gojko (00:21) Thank you very much for inviting me. Brian (00:47) But today we're having him on because he has a new book coming out called Lizard Optimization, Unlock Product Growth by Engaging Long Tail Users. And I really wanted to talk to him about that and help him explain, have him explain to us a little bit about this idea, this new concept that his new book is about. So, Goiko, let's talk about it. Lizard Optimization, in a nutshell, what do you mean by that? What is it? Gojko (01:14) We're going to jump into that, but I just need to correct one of the things you said. I think it's very, very important. You said I came up with impact mapping and I didn't. I just wrote a popular book about that. And it's very important to credit people who actually came up with that. It's kind of the in -use design agency in Sweden. And I think, you know, they should get the credit for it. I literally just wrote a popular book. Brian (01:19) Okay. Gotcha. Gotcha, gotcha. Apologies for that incorrect. Thank you for making that correction. So lizard optimization. Gojko (01:44) So, lizard optimization. Good. So, lizard optimization is an idea to find signals for product ideas and product development ideas in strange user behaviors. When you meet somebody who does something you completely do not understand, why on earth somebody would do something like that? Brian (02:03) Okay. Gojko (02:11) and it looks like it's not done by humans, it looks like it's done by somebody who follows their own lizard logic, using stuff like that as signals to improve our products. Not just for lizards, but for everybody. So the idea came from a very explosive growth phase for one of the products I'm working on, where it... had lots of people doing crazy things I could never figure out why they were doing it. For example, one of the things the tool does is it helps people create videos from PowerPoints. You put some kind of your voiceover in the speaker notes, the tool creates a video by using text to speech engines to create voiceover from the speaker notes, aligns everything and it's all kind of for you. People kept creating blank videos and paying me for this. I was thinking about why on earth would somebody be creating blank videos and it must be a bug and if it's a bug then they want their money back and they'll complain. So I chased up a few of these people and I tried to kind of understand what's going on because I originally thought we have a bug in the development pipeline for the videos. So... I started asking like, you know, I'm using some, I don't know, Google slides or, you know, keynote or whatever to produce PowerPoints. Maybe there's a bug how we read that. And the person, no, no, we, know, official Microsoft PowerPoint. They said, well, can you please open the PowerPoint you uploaded? Do you see anything on the slides when you open it? And the person, no, it's blank. Right? Okay, so it's blank for you as well. I said, yeah. So. Brian (03:48) Yeah. Gojko (03:54) What's going on? so what I've done is through UX interviews and iterating with users and research, we've made it very, very easy to do advanced configuration on text -to -speech. And it was so much easier than the alternative things that people were creating blank PowerPoints just to use the text -to -speech engines so they can then extract the audio track from it. Brian (03:54) Yeah, why? Gojko (04:23) and then use that and it was this whole mess of obstacles I was putting in front of people to get the good audio. It wasn't the original intention of the tool. It wasn't the original value, but people were getting unintended value from it. And then I ended up building just a very simple screen for people to upload the Word document instead of PowerPoints. And it was much faster for users to do that. A month later, there was many audio files being built as videos. Two months later, audio... production overtook video production. then at the moment, people are building many, many more audio files than video files on the platform. So it was an incredible growth because of this kind of crazy insight of what people were doing. kind of usually, at least kind of in the products I worked on before, when you have somebody abusing the product, product management fight against it. There's a wonderful story about this in... Founders at work a book by Jessica Livingston and she talks about this kind of group of super smart people in late 90s who Came up with a very very efficient Cryptography algorithm and a way to compute the cryptography so they can run it on low -power devices like Paul pilots Paul pilots were you know like mobile phones, but in late 90s and Then they had to figure out, how do we monetize this? Why would anybody want to do this? So they came up with the idea to do money transfer pumping, Palm pilots, you know, why not? And kind of the built a website. This was the late nineties as a way of just demoing this software to people who didn't have a Palm pilot device next to them. The idea was that you'd kind of see it on the website, learn about it, then maybe download the Palm pilot app and use it in anger. People kept just using the website, they're not downloading the Palm Pilot app. So the product management really wasn't happy. And they were trying to push people from the website to the Palm Pilot app. were trying to, they were fighting against people using this for money transfer on the web and even prohibiting them from using the logo and advertising it. They had this whole thing where nobody could explain why users were using the website because it was a demo thing. It was not finished. It was not sexy. It was just silly. And Jessica kind of talks to one of these people who insists that it was totally inexplicable. Nobody could understand it. But then a bit later, they realized that the website had one and half million users and that the Pongpilot app had 12 ,000 users. So they kind of decided, well, that's where the product is really. And that's like today, people know them as PayPal. They're one of the biggest payment processes in the world because kind of, you know, they realized this is where the product is going. And I think in many, many companies, people Brian (07:03) Ha ha. Gojko (07:18) stumble upon these things as happy accidents. And I think there's a lot more to it. We can deliberately optimize products by looking for unintended usage and not fighting it, just not fighting it. just understand this is what people are getting as value. And I think for me as a solo product founder and developer and product manager on it, One of the really interesting things is when you have somebody engaging with your product in an unexpected way, most of the difficult work for that user is already done. That person knows about you, they're on your website or they're using your product, the marketing and acquisition work is done. But something's preventing them from achieving their goals or they're achieving some value that you did not really know that they're going to achieve. you know, that's something the product can do to help them and remove these obstacles to success. So that's kind of what lizard optimization is making this process more systematic rather than relying on happy accidents. And by making it more systematic, then we can help product management not fight it and skip this whole phase of trying to fight against our users and claim that users are stupid or non -technical or... They don't understand the product, but they're trying to figure out, well, that's what the real goals are. And then following that. Brian (08:47) That's awesome. So the pivot, right? The pivot from here's what we thought our problem was we were solving to now here's what we're actually solving and we should organize around this actual problem, right? Gojko (09:02) or here's what we're going to solve additionally. This is the problem we've solved, but hey, there's this problem as well. And then the product can grow by solving multiple problems for people and solving related problems and solving it for different groups of people, for example. And that's the really interesting thing because I think if you have a product that's already doing something well for your users and a subset of them are misusing it in some way, then kind of... Brian (09:04) Yeah. Gojko (09:30) The product might already be optimized for the majority of users, but there might be a new market somewhere else. So there might be a different market where we can help kind of a different group of users and then the product can grow. Brian (09:43) Yeah, I like to focus on the user. There's an exercise that we'll do in one of our product owner classes where we have a fake product that is a smart refrigerator. And one of the exercises we try to get them to brainstorm the different kinds of users that they might have for it. And one of the things that always comes out in that class is as they're going through and trying to describe the types of users, they inevitably hit to this crossroads where they start to decide Well, yes, we're thinking of this as a home product, something for people to use in their homes. But then the idea crosses their mind, well, what about commercial kitchens? What about people who might use this in another setting? And it's always an interesting conversation to say, well, now you've got a strategic choice to make, because you can target both. You can target one. You can say, we're ignoring the other and we're only going in this direction. So to me, I think that's kind of one of the interesting crossroad points is to say, how do I know when it's time to not just say, great, we have this other customer segment that we didn't know about, but actually we should start to pivot towards that customer segment and start to really target them. Gojko (11:03) Yeah, think that's a fundamental question of product development, isn't it? Do you keep true to your vision even if it's not coming out or if something else is there that's kind more important than I think? For me, there's a couple of aspects to that. One is, laser focus is really important to launch a product. You can't launch a product by targeting... the whole market and targeting a niche type, figuring out, you know, user personas, figuring out like really, really, this is the product who we think the product, this is the group who we think the product is for and giving them a hundred percent of what they need is much better than giving 2 % to everybody because then the product is irrelevant. But then to grow the product, we need to kind of grow the user base as well. And I think one of the things that... is interesting to look at and this comes from a book called Lean Analytics. It's one of my kind of favorite product management books is to look at the frequency and urgency of usage. If you have a group that's kind of using your product, a subgroup that's using your product very frequently compared to everybody else, that might be kind of the place where you want to go. The more frequently, the more urgently people reach for your product when they have this problem. the more likely they are going to be a good market for it. with kind of another product that I've launched in 2013, we originally thought it's going to be a product for professional users. And we aimed at the professional users. And then we found that a subcategory that we didn't really expect, were kind of teachers and children in schools. we're using it a lot more frequently than professional users. And then we started simplifying the user interface significantly so that it can be used by children. And it's a very, very popular tool in schools now. We are not fighting against other professional tools. We were kind of really one of the first in the education market there. And it's still a very popular tool in the education market because we figured a subgroup that's using it very frequently. Brian (13:14) Hmm. Yeah, that's awesome. How do you know when, you know, what kind of threshold do you look for to determine that, this is, because, you know, in your book, you're talking about, you know, behaviors that are not normal, right? People using your product in a way that you didn't anticipate. And what kind of threshold do you look for to that says, hey, it's worth investigating this? You know, I've got this percentage or this number of people who are using it in this strange way. At what point do you chase that down? Gojko (13:49) I think it's wrong to look at the percentages there. I think it's wrong to look at the percentages because then you get into the game of trying to justify economically helping 0 .1 % of the users. And that's never going to happen because what I like about this is an idea from Microsoft's Inclusive Design and the work of Kat Holmes who wrote a book called Mismatch on Brian (13:52) Okay. Gojko (14:17) assistive technologies and inclusive design for disabled people. And she talks about how it's never ever ever going to be economically justified to optimize a product to help certain disabilities because there's just not enough of them. And there's a lovely example from Microsoft where, Microsoft Inclusive Design Handbook where they talk about three types of, Brian (14:34) Yeah. Gojko (14:44) disabilities, one are permanent. So you have like people without an arm or something like that. And I'm going to kind of throw some numbers out now, order of magnitude stuff. I have these details in the book and there's kind of the micro -inclusive design handbook. Let's say at the moment, the 16 ,000 people in the U .S. without one arm or with a disabled arm. And then you have these kind of situational disabilities where because of an occupation like you have a bartender who needs to carry something all the time or a worker who does it, one arm is not available and they only have one arm to work on and this temporary like a mother carrying a child or something like that. So the other two groups are order of magnitude 20 -30 million. We're not, by making the software work well with one hand, we're not helping 16 ,000 people, we are helping 50 million people. But you don't know that you're helping 50 million people if you're just thinking about like 16 ,000. I think they have this kind of, one of the key ideas of inclusive design is solve for one, kind of help, design for one, but solve for many. So we are actually helping many, many people there. So think when you figure out that somebody is doing something really strange with your product, you're not helping just that one person. Brian (15:45) Right, right. Hmm. Gojko (16:13) you're helping a whole class of your users by making the software better, removing the obstacles to success. this is where I, you know, going back to the PowerPoint thing I mentioned, once we started removing obstacles for people to build the audios quickly, lots of other people started using the product and people started using the product in a different way. And I think this is a lovely example of what Bruce Torazzini talks about is the complexity paradox because He's a famous UX designer and he talks about how once you give people a product, their behavior changes as a result of having the product. So the UX research we've done before there is a product or there is a feature is not completely relevant, but it's a changed context because he talks about people have a certain amount of time to do a task. And then when they have a tool to complete the task faster, they can take on a more complicated task or they can take on an additional task or do something else. I think removing obstacles to use a success is really important. Not because we're helping 0 .1 % of people who we don't understand, but because we can then improve the product for everybody. And I think that's kind of the magic of lizard optimization in a sense, where if we find these things where somebody's really getting stuck. but if we help them not get stuck, then other people will use the product in a much better way. And I think this is, know, the name lizard optimization comes from this article by Scott Alexander, who talks about the lizard man's constant in research. And the article talks about his experiences with a survey that combined some demographic and psychological data. So they were looking at where you live and what your nationality is and what gender you are and then how you respond to certain psychological questions. he said, like there's about 4 % of the answers they could not account for. And one person wrote American is gender. Several people listed Martian as nationality and things like that. some of these, he says some of these things will be people who didn't really understand the question. they were distracted, they were doing something else, or they understood the question but they filled in the wrong box because, know, the thick thumbs and small screens, or they were kind of malicious and just, you know, wanted to see what happens. when you kind of add these people together, they're not an insignificant group. kind of, he says 4%. And if... we can help these people, at least some of these people, and say reduce churn by 1%. That can compound growth. Reducing churn, keeping people around for longer is an incredible way to kind of unlock growth. going back to what we were talking about, some people might be getting stuck because they don't understand the instructions. Some people might be getting stuck because they're using the product in a way you didn't expect. And some people might just like not have the mental capacity to use it the way you expected them to be used. But if we can help these people along, then normal users can use it much, easier. And you mentioned a smart fridge. I still remember there was this one wonderful bug report we had for my other product, which is a collaboration tool. we had a bug report a while ago. that the software doesn't work when it's loaded on a fridge. And it's like, well, it was never intended to be loaded on a fridge. I have no idea how you loaded it on a fridge. It's a mind mapping diagramming tool. It's intended to be used on large screens. Where does a fridge come in? And then we started talking to this person. This was before the whole kind of COVID and work from home disaster. The user was a busy mother and she was kind of trying to collaborate with her colleagues while making breakfast. breakfast for kids and kind of running around the kitchen she wasn't able to kind of pay attention to the laptop or a phone but her fridge had a screen so she loaded the software on the fridge and was able to kind of pay attention to collaboration there and you know we of course didn't optimize the software to run on fridges that's ridiculous but we realized that some people will be using it without a keyboard and without a mouse and then we kind of restructured the toolbar, we made it so that you can use it on devices that don't have a keyboard and then the whole tablet thing exploded and now you get completely different users that don't have keyboards and things like that. I think that's where I think is looking at percentages is a losing game because then you start saying, but 0 .1 % of people use this. But yeah, I think lizard optimization is about using these signals to improve the products for everybody. Brian (21:30) That's a great example. I love that example because you're absolutely right. You're not trying to necessarily solve that one problem because you don't anticipate there's going to be a lot of people who are going to want to run that software on a fridge. However, the takeaway you had from that of, we can do this for people who don't have a keyboard or a mouse. There's another way that they might operate this that could apply to lots of different devices and lots of different scenarios. Now we're talking about a much bigger audience. Now we're talking about opening this up to larger segments of the population. I love that. I think that's a great example. I know you talk about that there's kind of a process for this. Help us understand. You don't have to give away the whole candy story here from the book, but help us kind of understand in broad, terms what kind of process people follow to try to chase these things down. Gojko (22:26) So there's like a four step process that's crystallized for me. And the book is kind of more as a, like a proposal or a process. It's something that works for me and I'm hoping that other people will try it out like that. So it might not necessarily stay like that in a few years if we talk again. And I've narrowed it down to four steps and kind of the four steps start with letters L, Z, R and D. Lizard. And it's kind of so learn how people are misusing your products, zero in on one area, on one behavior change you want to improve, then remove obstacles to use a success and then double check that what you've done actually created the impact you expected to make. I think kind of when we look at people who follow their own logic or people who follow some lizard logic you don't really understand, by definition they're doing something strange. your idea of helping them might not necessarily be effective or it might not go all the way or it might. So double checking at the end that people are actually now doing what you expect them to do or doing something better is really, really, really important. And then using signals from that to improve the kind of feedback loop is critical. I had this one case where people were getting stuck on a payment format entering tax details and The form was reasonably well explained. There was an example in the forum how to enter your tax ID and people were constantly getting stuck. A small percentage of people was getting stuck on it. However, I don't want to lose a small percentage of people that want to pay me on the payment form. So I thought, well, how about if I remove that field from there? I speed it up for everybody and then I can guide them later into entering the tax details to generate an invoice. I thought that was a brilliant idea. tested it with a few users. Everybody loved it, so I released it. And then a week later, I realized that, yes, I've sold it for the people that were getting confused, but I've ended up confusing a totally different group of people that expects the tax fields there. So the net effect was negative. then I went back to the original form. so there's lots of these things where people don't necessarily behave the way you think they will. Brian (24:38) Hahaha. Gojko (24:48) Ron Kohavi has a wonderful book about that called Trustworthy Online Experiments. And he has data from Slack, from Microsoft, from Booking .com and... The numbers are depressive. on one hand, the numbers range from 10 to 30, 40 % success rate for people's ideas. And if leading companies like that do things that don't pan out two thirds of the time, then we have to be honest building our products and say, well, maybe this idea is going to work out, maybe not. Brian (25:03) Hahaha. Wow. Gojko (25:30) the more experimental the population is, the more risky that is. think monitoring and capturing weird user behaviors, capturing errors helps you understand that people are getting stuck. as you said, you don't want to follow everybody. There's going to be a lot of noise there. We need to extract signals from the noise. That's what the second step is about, focusing on one specific thing we want to improve. Then, try to remove obstacles and then double -checking that we've actually removed them. That's the four steps. And there's like a shorter version of all the four steps. It's easier to remember. It's listen alert, zooming, rescue them, and then double check at the end. that's again, LZRD. Brian (26:13) That's awesome. Yeah, I love the process and I love the kind of steps there. Are there tools that you recommend for this that are easier to try to determine these things or chase them down or are there tools that you find are more helpful? Gojko (26:32) So there's lots of tools today for things like A -B testing and looking at experiments and things that are very helpful to do this scale. And it's kind of especially useful for the last step. In terms of kind of focusing and things like that, the five stages of growth from the linear analytics are a good tool. Impact mapping is a good tool. Kind of any focusing product management technique that says, well, these are the business goals we're working on now, or these are the kind of user goals we're working on now. out of, know, 50 lizards we found last week, these three lizards seem to be kind of in that area. And for the first step, spotting when people are getting stuck, there's a bunch of tools that are interesting, like session recorders for web products. There's one from Microsoft called Clarity that's free. There's another called Full Story that's quite expensive. There's a couple of open source one, one is packaged within Matomo analytics application. There's a bunch of these other things. Any kind of observability or monitoring tool is also very useful for this because we can spot when people are getting stuck. One of the things I found particularly helpful is logging all user errors. When a user does something to cause an error condition in a product, the product of course tells them like, know, an error happened. But then... logging it and analyzing that information in the back is really critical. for something like that, people sometimes use web analytics tools or any kind of product analytics. I think what's going to be interesting in the next couple of years, and I think if people start doing this more, is we'll see. more like these technical exception analytics tracking tools mixed with this because most of the product analytics are showing people what they expect to see, not what they don't expect to see. And I'll just give you an example of this way. was really helpful. So I've mentioned the screen where people can upload the Word documents. Occasionally people would select weird file types. So they'll select images, they'll select, I don't know, what else. Brian (28:31) Yeah. Gojko (28:49) Sometimes I guess that's a result of, know, a fat finger press or somebody not selecting the right thing. I have a not insignificant percentage of users every day that try to upload Android package files into a text -to -speech reader. Android package files and application files, I don't know what the right way is to read out an Android application. My best guess is people are doing that. as a, you know, these things where you drop a USB in front of an office and somebody kind of mistakenly plugs it in. So maybe they're hoping that I'll know the Android application on my phone just because they've uploaded it. I don't know, but a small percentage of users was trying to upload files that had SRT and VTT extensions, which are subtitle files. And they were not supported, but Brian (29:31) Yeah. Gojko (29:45) I kept getting information that people are uploading those types of files. And then I said, well, this is interesting because it's a text to speech system. People are uploading subtitle files, there's text in, so why don't I just ignore the timestamps and read the text? I can do that. And I started supporting that. And then some people started complaining that, well, the voice is reading it slower than the subtitles. I said, well, yes, because... Brian (30:11) Ha Gojko (30:12) You know, you're uploading subtitles that were read by an actor in a movie. This is a voice that's reading it at their speed. And then we started talking and it turns out that these people were doing it for corporate educational videos where they have a video in English, they need it in French, German, Spanish and all the else, but they don't want to kind of re -edit the video. They just want an alternate audio track. Okay, I mean, I have the timestamps, we can speed up or slow down the audio, it's not a big deal. And we've done that and this was one of the most profitable features ever. Like a very small percentage of the users need it, but those that need it produce hundreds of thousands of audio files because they translate the corporate training videos. And now, you know, we're getting into that numbers game. If I said, you know, there's like 0 .1 % of people are uploading subtitle files. Brian (30:58) Yeah. Gojko (31:07) then it doesn't matter. if we start thinking about, this is potentially interesting use case, it creates growth on its own because then people find you. And I think my product was the first that was actually doing synchronous subtitles. Competitors are doing it now as well. But it opened the massive, massive market for us. And people, you know, I got there by monitoring user errors, by, you know, the fact that somebody uploaded a file that had an unsupported extension. That was our insight. Brian (31:38) Wow, that's really cool. That's a great story. This is fascinating stuff. And it makes me want to dive deeper into the book and read through it again. But I really appreciate you coming on and sharing this with us, Goiko. This is good stuff. Again, the book is called, Lizard Optimization, Unlock Product Growth by Engaging Long Tail Users. And if I'm right, we talked about this a little bit before. We're going to offer a discount to to the listeners, Gojko (32:07) Yes, we will give you a listen as a 50 % discount on the ebook. the ebook is available from Lean Pub. If you get it from the discount URL that I'll give you, then you'll get a 50 % discount immediately. Brian (32:24) Awesome. So we'll put that in our show notes. If you're interested in that, you can find the show notes. That's a great deal, 50 % off the book and it's good stuff. well, I just, I can't thank you enough. Thanks for making time and coming on and talking this through your book. Gojko (32:40) Thank you, it was lovely to chat to you.

A collaboration between interior designers and architects…seems like a match made in heaven, right? Today's guest, Gisela Schmoll walks us through the nitty gritty on creating those relationships - and keeping them. Stay tuned! Gisela Schmoll, a California licensed architect and industrial designer, is the luminary force behind Gisela Schmoll Architect, PC (GSA). With a multifaceted career that spans new residential projects and remodels, product design, and the iconic PalmPilot, Gisela crafts spaces that redefine the boundaries of design. Rooted in collaboration, GSA believes in the transformative power of good design, where the experience of being in a space becomes a profound journey. ***

Interview with Steve Leininger, Designer of the TRS-80- Model I Patreon: https://www.patreon.com/FloppyDays Sponsors: 8-Bit Classics  Arcade Shopper   0                                 Floppy Days Tune 1 min 13 sec              Vintage Computer Ads 1 min 42 sec              Intro 9 min 03 sec             bumper - Peter Bartlett  9 min 11 sec              New Acquisitions 17 min 11 sec             bumper - Ian Mavric  17 min 19 sec            Upcoming Computer Shows 21 min 53 sec            bumper - Myles Wakeham 21 min 58 sec            Meet the Listeners 28 min 37 sec            Interview with Steve Leininger 1 hr 20 min 29 sec    Closing This particular episode has a special meaning for me, personally.  You see, as I've mentioned on earlier episodes, the TRS-80 Model I from Tandy/Radio Shack was my first home computer (even though my first programmable device was a TI58C calculator).  I recall the joy and wonder of playing with the machine (it wasn't called the Model I at that time; just the TRS-80; as it was the first of the line) in the local Radio Shack store in 1977 and 1978 and the incredible rush of owning one in 1979; after my wife purchased a Level I BASIC machine for me as a gift for college graduation.  That machine only had 4K of RAM and 4K of ROM (Tiny BASIC), as it was the entry-level machine, but it was a thing of beauty.  I felt like I could do anything with that machine, even though my justification to the wife was that we could track our checkbook and recipes on it.  I think she knew better, but went along with it anyway.  The computer came with everything you needed, including a tape drive and black-and-white monitor, which was good for a poor recent college graduate.  I quickly, as finances allowed with my new engineering job, upgraded the computer to 16K of RAM and Level II BASIC (a powerful Microsoft 12K ROM BASIC) and enjoyed the machine immensely, even using it in my job supporting the build-out of a new nuclear power plant back in those days. I eventually sold off the Model I, in favor of a computer that had color graphics and sound (the Atari 800), but have always continued to have a huge soft spot for that first computer. When I started the Floppy Days Podcast, one of the people that has always been on my bucket list to interview has been Steve Leininger, who, along with Don French while at Radio Shack designed the TRS-80 Model I, among other things.  A few years back, I had the opportunity to participate in an interview with Steve for the Trash Talk Podcast, when I was co-hosting that show, but an ill-timed trip to the hospital for my son meant that I was not able to participate.  While my son's health is of paramount importance, of course, I always wanted to get another chance to talk with Steve.  Not only was Steve the designer of one of my favorite home computers of all time, but he also was a fellow Purdue University Boilermaker, who graduated just a year before I started there.  The thought that I could have met Steve on campus if I'd been there just a year earlier was very intriguing to me, and fueled my desire to talk with Steve even more. In the last episode (#141 with Paul Terrell) I talked about VCF Southeast in Atlanta in July of 2024.  After I had made plans to attend that show, I was flabbergasted to find out that Earl Baugh, one of the show organizers, had somehow managed to contact Steve and get him to come to the show!  I have to thank Earl for the work he did to make that happen.  Here was my opportunity to certainly meet Steve, and perhaps even talk with him!  I prepped some questions, just in case I was able to get an interview. While at the show, I met Steve and asked him if he would be willing to do a short interview for Floppy Days while at the show.  Amazingly, he was very kind and agreed to do that.  We found a quiet room and I was able to talk with Steve for almost an hour.  This show contains that interview. Another note on this: as you'll hear in the interview, the connection to Steve is even stronger than I realized!  He not only went to my alma mater, but also grew up in some of the same towns that myself and my wife did.  We personally peripherally know some of his relatives.  Things like this really do make you think the world is small! One other, final, note: This interview even ties into the recent and continuing interviews I've been publishing with Paul Terrell.  As you'll hear in upcoming episodes with Paul, and in this interview with Steve, Steve actually worked at the Byte Shop before getting the first job with Tandy, and in fact his work at the Byte Shop directly led to him getting hired by Tandy to design the Model I. Anyway, I hope you enjoy the interview as much as I enjoyed getting it.  I am overjoyed I finally got the chance to talk to one of my vintage computer heroes, Steve Leininger! New Acquisitions C64 Sketch and Design by Tony Lavioe - sponsored link https://amzn.to/4dZGtt2  Compute's Mapping the IBM PC and PC Junior by Russ Davies - sponsored link https://amzn.to/3yQmrlP  The Best of SoftSide - Atari Edition - https://archive.org/details/ataribooks-best-of-softside-atari-edition  ZX81+38 - https://github.com/mahjongg2/ZX81plus38  magnifying glasses - sponsored link https://amzn.to/4cBQYla  Japanese power adapter - sponsored link https://amzn.to/3XjeUW5  Upcoming Shows VCF Midwest - September 7-8 - Renaissance Schaumburg Convention Center in Schaumburg, IL - http://vcfmw.org/  VCF Europe - September 7-8 - Munich, Germany - https://vcfe.org/E/  World of Retrocomputing 2024 Expo - September 14-15 - Kitchener, ON, Canada - https://www.facebook.com/events/s/world-of-retro-computing-2024-/1493036588265072/  Teletext 50 - Sep 21-22 - Centre for Computing History, Cambridge, UK - https://www.teletext50.com/  Portland Retro Gaming Expo - September 27-29 - Oregon Convention Center, Portland, OR - https://retrogamingexpo.com/  Tandy Assembly - September 27-29 - Courtyard by Marriott Springfield - Springfield, OH - http://www.tandyassembly.com/  AmiWest - October 25-27 - Sacramento, CA - https://amiwest.net/  Chicago TI International World Faire - October 26 - Evanston Public Library (Falcon Room, 303), Evanston, IL - http://chicagotiug.sdf.org/faire/   Retro Computer Festival 2024 - November 9-10 - Centre for Computing History, Cambridge, England - https://www.computinghistory.org.uk/det/72253/Retro-Computer-Festival-2024-Saturday-9th-November/  Silly Venture WE (Winter Edition) - Dec. 5-8 - Gdansk, Poland - https://www.demoparty.net/silly-venture/silly-venture-2024-we   Schedule Published on Floppy Days Website - https://docs.google.com/document/d/e/2PACX-1vSeLsg4hf5KZKtpxwUQgacCIsqeIdQeZniq3yE881wOCCYskpLVs5OO1PZLqRRF2t5fUUiaKByqQrgA/pub  Interview Steve's Workbench at radioshack.com (archived) - https://web.archive.org/web/19980528232503/http://www.radioshack.com/sw/swb/   Transcript of Interview-Only Randy Kindig: All right. I really appreciate your time today, Steve.  Steve Leininger: Thank you for having me, Randy.  Randy Kindig: So let's start out maybe just by talking about where You live today, and what you do? Steve Leininger: I live in Woodland Park, Colorado, which is 8, 500 feet, right out in front of we got Pike's Peak out our front window. Randy Kindig: Oh. Oh, that's nice.  Steve Leininger: Yeah we get snow up through about June, and then it starts again about September. But it's not as much snow as you would imagine.  Randy Kindig: I've got property in Montana, and I lived out there for a couple of years,  Steve Leininger: so there you go.  Randy Kindig: We probably got more snow up there.  Steve Leininger: Hey, you asked what I did.  I'm involved with Boy Scouts, a maker space with a church based ministry firewood ministry, actually. Some people call it a fire bank. So we provide firewood to people who can't afford that.  Randy Kindig: Oh.  Steve Leininger: So it's like a food bank, but with fire, firewood.  Randy Kindig: I've never heard of that. Steve Leininger: We source the firewood. We cut it down and we split it. Lots of volunteers involved; pretty big project.  Randy Kindig: Yeah. Okay, cool. I also wanted to mention, I'm a fellow Boilermaker.  Steve Leininger: There you go.  Randy Kindig: I know you went to Purdue, right?  Steve Leininger: I did go to Purdue.  Randy Kindig: Did you ever get back there?  Steve Leininger: Yeah, and in fact they've got a couple learning spaces named after us. Randy Kindig: Oh, okay.  Steve Leininger: We've been donating to our respective alma maters. My wife went to IU.  Randy Kindig: Oh, is that right? Oh my.  Steve Leininger: Yeah, oh my and me. Yeah, the fact that the family who's all IU, their family tolerated me was, quite a remarkable thing.  Randy Kindig: Okay.  I find it interesting because I think you graduated in 76, is that right? Steve Leininger: 74.  Randy Kindig: Oh, 74.  Steve Leininger: Yeah. Yeah. I was there from … Randy Kindig: Oh yeah, you actually were gone before I started.  Steve Leininger: Yeah. So I was there from 70 to 73. 70 to 70 four. When I graduated in four years, I got both my bachelor's and master's degree by going through the summer. I managed to pass out of the first year classes because of some of the high school stuff yeah.  Randy Kindig: Okay. I started in 75, so I guess we just missed each other.  Steve Leininger: Yeah. Yeah. You're the new kids coming in.  Randy Kindig: Yeah. . So I, I found that interesting and I wanted to say that. Do you keep up with their sports program or anything like that? Steve Leininger: Yeah, they play a pretty good game of basketball in fact, I ribbed my wife about it because she was from the earlier days, the Bobby Knight days at IU that were phenomenal.  Randy Kindig: Yeah, exactly. For those of you listening, I'm talking with Steve Leininger, who was the primary developer, if not the developer, of the TRS 80 Model I.. Steve Leininger: I did all the hardware and software for it. I'll give Don French credit for sticking to it and getting a project started. And for refining, refining our product definition a little bit to where it was better than it would have been if I would have stopped early.  Randy Kindig: Okay. And I have talked with Don before. I've interviewed him on the podcast, and I met him at Tandy Assembly. But I'm just curious, when you were hired into Tandy and you were told what you were going to do; exactly what were you told?  Steve Leininger: They had a 16 bit microprocessor board that another consultant had developed. And they were trying to make a personal computer out of this. It was the Pace microprocessor, which was not a spectacular success for National, but it was one of the first 16 bit processors. But they had basically an initial prototype, might have been even the second level of the thing. No real documentation, no software, ran on three different voltages and didn't have input or output. Other than that, it was fine. I was brought in because I was one of the product one of the engineers for the development boards, the development board series for the SCAMP, the S C M P, the National Semiconductor had a very low cost microprocessor that at one point in time, I benchmarked against the 8080 with positive benchmarks and ours was faster on the benchmarks I put together, but as I was later told there's lies, damn lies, and benchmarks. But so they said take a look at using that, their low cost microprocessor that you were working with. And it really wasn't the right answer for the job. Let's see, the Altair was already out. Okay. That was the first real personal computer. The Apple, the Apple 1 was out. Okay. But it was not a consumer computer. Okay. They, it was just, it was like a cookie sheet of parts, which was very similar to what was used in the Atari games at the commercial games. Okay. pong and that kind of stuff at that time. And I had been working, after Purdue, I went to National Semiconductor. There's a long story behind all that. But in the process, some of us engineers would go up to the Homebrew Computer Club that met monthly up at the Stanford Linear Accelerator. We're talking Wilbur and Orville Wright kinds of things going on. Yeah. Everyone who was in the pioneering version of computing had at one time been to that meeting. Randy Kindig: It's very famous. Yeah.  Steve Leininger: Yeah. And Steve Jobs and Steve Wozniak were basically a couple guys working out of their garage at the time. I was still working at National Semiconductor, but I also had a Moonlight job at Byte Shop number 2. The second computer store in all of California. Randy Kindig: And So you worked with Paul Terrell. Steve Leininger: I actually worked with one of, yeah, Paul, I actually worked for Paul's I don't know if it was a partner, Todd, I don't even remember the guy's name. But I just, it was.  Randy Kindig: I was curious because I'm talking to Paul right now and getting interviews. Steve Leininger: Yeah. I, I'm sure we met, but it wasn't anything horribly formal. Since it was the number two shop, it still wasn't the number one shop, which Paul worked out of. And so we had an Apple 1 there. I actually got the job because I when I When I went in there, they were trying to troubleshoot something with what looked like an oscilloscope that they pulled out of a tank, and so it had, audio level kind of bandwidth, but could not do a digital circuit. And I said what you really need is a, I told him, a good tectonic scope or something like that. He said do you want a job here? I ended up moonlighting there, which was, as fortune would have it, was a good deal when the folks from Radio Shack came down to visit. Because when they came down to visit the sales guy wasn't there. We'll let the engineer talk to them, they almost never let the engineers talk to them.  Randy Kindig: So you had to talk with them.  Steve Leininger: Yeah. It was John Roach, Don French, and it was probably Jack Sellers, okay and Don was probably the; he was the most on top of stuff electronically because he was a hobbyist of sorts. The other two guys: Mr. Sellers ran the engineering group. John Roach was the VP of manufacturing. And they were basically on a parts visit. They do it once a year, once, twice a year. And they also did it with Motorola and a couple other places. But I told him about this microprocessor and that I was writing a tiny BASIC for it. Okay. Tiny BASIC was a interpreted basic that a guy named Li-Chen Wang actually had the first thing in Dr. Dobbs, Dr. Dobbs magazine. We're talking about, we're talking about things that you don't realize are the shoulders of giants that turned out to be the shoulders of giants. And in fact, we reached out to Mr. Wang as we were working on it. We thought we had the software already taken care of because I'm jumping ahead in the story, but we were going to have Bob Uterich, and you'd have to chase that back. We had him signed up to write a BASIC interpreter for us, but because he'd already done one for the 6800, and it was included in Interface Age magazine. on a plastic record. You remember the old plastic records you could put in a magazine?  Randy Kindig: Yeah, I did see that.  Steve Leininger: Yeah, so this was called a floppy ROM when they did it. Yeah. So if you had the right software and everything you could download the software off of the floppy ROM and run it on 6800. I think he used the Southwest Technical Products thing. And so we'd signed him up to do the BASIC. This was independent of the hardware design I was doing. And he went into radio silence on us; couldn't find him. And so we get to, in parallel, I was using the Li-Chen Wang plan to do at least a demo version of BASIC that would run on the original computer. And when the demo went successfully on Groundhog Day in 1977. This is the time frame we're talking about. I I started work on July 5th, the year before it. With Tandy? Yeah. Okay. We rolled into town on the 3rd, and of course they're closed for the 4th. And on the 5th I started, and there was the wandering around in the desert at the beginning of that, and Don's probably talked about how I was moved from there to their audio factory and then to the old saddle factory. Tandy used to be primarily a leather company before they bought Radio Shack in 1966 or something like that. And anyway, when the software didn't come out, I ended up writing the software, too. So I designed all the hardware and all the software. I didn't do the power supply. Chris Klein did the power supply. And, a little bit of the analog video circuitry, but it was very little part of that. Because we were just making a video signal. I did all the digital stuff on that. Yeah.  Randy Kindig: So the software ended up being what was the level one ROM, right?  Steve Leininger: Yeah, the level one ROM started out as the Li-Chen Wang BASIC. But he had no I. O. in his software, so I was doing the keyboard scanning. I had to do the cassette record and playback. Had to implement data read and data write Peek and poke, which is pretty simple. Put in the graphic statements. Yeah, oh, and floating point. Now, floating point, luckily, Zilog had a library for that, but I had to basically, this was before APIs were a big deal, so I basically had to use their interface, To what I had written and had to allocate storage, correct? We're talking about 4K bytes of ROM. I know, yeah. Very tiny, and to put all the I. O. in there, and to make it so that you could be updating the screen, when you're doing the cassette I put two asterisks up there and blinked the second one on and off, you remember that?  Randy Kindig: Oh yeah. Steve Leininger: Sort of as a level set.  Randy Kindig: Yeah.  Steve Leininger: And someone said, oh, you should have patented that thing. And actually I have seven or eight patents, U. S. patents, on different parts of the computer architecture.  Randy Kindig: Oh, do you?  Steve Leininger: But not the blinking asterisk, which is probably a patentable feature.  Randy Kindig: Yeah, I wish I'd had that on other machines, that I ended up having. So that would have been nice, yeah. I liken what you've done with what Steve Wozniak did, for the Apple II. You're somebody I've always wanted to talk to because I felt like you were one of the important pioneers in their early years. What do you have to say about that? Do you feel like what you did was ... Steve Leininger: in retrospect, yes. And I have a greater appreciation for people like the Wright Brothers. If you think about the Wright Brothers they took all their stuff from their Dayton, Ohio, bicycle shop down to Kill Devil Hills. We now know it as Kitty Hawk. But they would take the stuff down there by train, and then they would have to put it in horse driven wagons. Think about that. And people would ask them, what are you going to use the airplane for? It's what are you going to use a home computer for? Yeah, to maintain recipes and to play games.  Randy Kindig: Do your checkbook.  Steve Leininger: Do your check, home security. There's a whole lot of stuff that we talked about. And other giants entered the field: Multiplan, which became Lotus 1 2 3, which became Excel. Not the same company, but the idea, could you live without a spreadsheet today? Very difficult for some things, right?  Randy Kindig: Yeah. Yeah, it's ubiquitous.  People use it for everything. Yeah. Yeah. So you've been, I talked with David and Teresa Walsh. Or Welsh, I'm sorry, Welsh. Where they did the book Priming the Pump. Steve Leininger: That's very that's pretty close to the real thing.  Randy Kindig: Is it? Okay. They named their book after what you did and said; that you primed the pump for home computers. Can you expand on that and tell us exactly what you meant by that?  Steve Leininger: It again goes back to that shoulders of giants thing, and I forget who said that; it's actually a very old quote, I can see further because I'm standing on the shoulders of giants. And I think the thing that we brought to the table and Independently, Commodore and Apple did the same thing in 1977. There were three computers that came out inexpensive enough that you could use them in the home. They all came with ROM loaded BASIC. You didn't have to load anything else in. They all came with a video output. Some had displays. Some Commodore's was built in. One of ours was a Clip on and you had to go find one for the apple. For the Apple, yeah. Apple had a superior case. Apple and Radio Shack both had great keyboards. Randy Kindig: apple was expandable, with its... Steve Leininger: yeah, Apple Apple was internally expandable, yeah. And, but it cost $1,000. Without the cassette. Without the monitor. It wasn't the same type of device.  Randy Kindig: I was a college student. And, I looked at all three options. It was like the TRS-80; there are Radio Shacks everywhere.  You could go in and play with one; which was nice. And they were inexpensive enough that I could actually afford one. Steve Leininger: And, Radio Shack can't duck the, if you did something wrong, you had to fix it.  Randy Kindig: That's right. Let's see here. So initially the idea was to have a kit computer by Tandy? Steve Leininger: Yeah. I'm not sure whose idea that was. It made some kind of sense. Because that's the way the Altair was, and Radio Shack did sell a number of kits, but in the process of still kicking that around, saying it could be a possibility. I was one of the ones that said it could be a possibility. Within the same group that I did the design work from, they also would take kits in that people had built and troubleshoot the things if they didn't work. We had a couple engineers that would see if you connected something wrong or something.  If you didn't, sometimes it was a matter that the instructions weren't clear. If you tell someone to put an LED in, yeah. You specifically have to tell them which way to put it in. And might be an opportunity to tweak your timing. Yeah. Anyway, we get this clock in, and it was a digital clock. Seven segment LEDs probably cost 50 bucks or more. Which is crazy. But It says, put all the components in the board, turn the board over, and solder everything to the board. And, pretty simple instructions. This had a sheet of solder over the entire bottom of the board. Someone figured out how to put two pounds of solder on the back of this thing. And, as we all got a great chuckle out of that, You realize, oh, you don't want to have to deal with a computer like this. You really don't. And Lou Kornfeld, who was the president at the time, didn't really want the computer. But he said, it's not going to be a kit. All right. That, that, that took care of that. great idea. Great idea.  Randy Kindig: Were there any other times when you thought the computer might, or were there any times, when you thought the computer might not come to fruition? Any snags that you had that made you think that maybe this isn't going to work?  Steve Leininger: Not really. I was young and pretty well undaunted. Randy Kindig: Pretty sure you could,  Steve Leininger: yeah I, it wasn't any, it wasn't any different than building one at home. I'd been building kits since, night kits, heath kits, that kind of stuff, since I was a kid. And home brewed a couple things, including a hot dog cooker made from two nails and a couple wires that plugged into the wall. Don't try that at home.  Randy Kindig: No kidding.  Steve Leininger: But, it's funny if you If you look it up on, if you look that kind of project up on the internet, you can still find a project like that. It's like what's it called? Anvil tossing, where you put gunpowder under an anvil, shoot it up in the air. What could possibly go wrong? Don't,  Randy Kindig: It's very well documented in books like Priming the Pump, Stan Veit's book, which I assume you're familiar with, and Fire in the Valley, what your involvement was with the Model 1. But there was some mention of your involvement with the Expansion Interface and other TRS 80 projects. What else did you work on while you were there?  Steve Leininger: The Color Computer, the Expansion Interface. The model three to a little.  Randy Kindig: Okay.  Steve Leininger: Little bit. The model two was the big one. And point I just got tired of the management there.  Randy Kindig: Did you? Okay.  Steve Leininger: Yeah. I my mind was going faster than theirs, and they made the conscious decision to do whatever IBM has done, but do it cheaper. That, to me, that's not a. Didn't say less expensively either, so the whole thing just troubled me that, we're not going to be able to do anything new unless IBM has done it. And at about the same time the Macintosh came out and a superb piece of work. Yeah.  Randy Kindig: Okay. So what education training and previous work experience did you have at the time you got hired by Tandy that made you uniquely qualified for that project that they were looking for?  Steve Leininger: I'd been playing around with electronics since I was in the third grade. Actually, electricity.  Randy Kindig: The third grade, wow.  Steve Leininger: Yeah. My, my mom got me a kit that had light bulbs and bells and buzzers and wire from, I think it might have been the Metropolitan Museum. They had a kit. They, they've got a, they still today have an online presence. It, of course the materials have changed, but the kit had all these parts and it had no instructions. And I don't know if that was by design or it didn't have instructions, so I had to learn how to hook up wires and light bulbs and bells and switches to make it do things. And, in the process, I found out that if you put a wire right across the battery terminals, it gets hot. And, interesting stuff to know. Pretty soon, I was taking this stuff in to show and tell in the third grade. Look, and I was very early in electronics. It's electricity. Yeah. Yeah. Yeah. And then my mom would take me to the library. She was quite a voracious reader, and I'd go to the library. technical section specifically the Dewey Decimal 621, which was electronics and things like that. Randy Kindig: you still remember that.  Steve Leininger: Yeah. And in the 590 series, there's some good stuff too. And I would usually take out a stack of books, even though I was a horrible reader because I'm dyslexic and ADD. So I have an attention span and reading problem. But the technical stuff I was reading about pipeline architecture processors while I was still in junior high. And not that was important to where I ended up, but it was important because I understood the words and data flow, and stuff like that. And between that and building the kits and things like that, I When we moved to Indianapolis, my dad moved jobs down to Indianapolis. Randy Kindig: Oh, you lived in Indianapolis?  Steve Leininger: Yeah. So I moved from South Bend down to Indianapolis. So I probably passed your house as . Actually we came down through Kokomo, but but yeah.  Randy Kindig: I actually grew up in that part of the state. Just south of South Bend.  Steve Leininger: Okay. So yeah La Paz, Plymouth,  Randy Kindig: yeah, Warsaw, Rochester.  Steve Leininger: Yeah, I was born in Rochester.  Randy Kindig: Oh, okay. So that's where I grew up in that area.  Steve Leininger: Okay, there you go. My dad's from Akron.  Randy Kindig: Are you serious?  Steve Leininger: I am serious.  Randy Kindig: Akron's where my wife grew up. And I was just 10 miles from there.  Steve Leininger: The general store there, Dan Leininger and Sons, that's my great grandfather. Randy Kindig: Really?  Steve Leininger: Yeah.  Randy Kindig: I'll be darned. Okay. Okay.  Steve Leininger: So now it all makes sense.  Randy Kindig: That's amazing.  Steve Leininger: Anyway, we started a garage band. This is before Apple's garage band. And I made my own amplifier. It basically had the sun sun amplifiers back end on the thing and a Fender Showman front end on it. Completely home brewed really loud amplifier. And I had a friend who had a guitar amplifier that was broken, and he had taken it down to the music store there. And after six weeks of not getting it back, they said we've had trouble with our technician and all that. I asked if I could go down and look at it, and in 15 minutes I had his amplifier fixed. And they said, do you want tom so you want a job? All right. Yeah, because I'd been doing, I'd had a paper route before and I don't think I was doing anything since we'd moved and ao I started working in a music store and they ended up with two music stores and then an organ store next door and I started repairing that kind of stuff. And this was the end of my first year in college. Went to the extension in Indianapolis.  Randy Kindig: Oh, okay. And Was that I U P U I?  Steve Leininger: IUPUI, yeah. Yeah. I, yeah, I U P U I.  Randy Kindig: Huh. I went there as well.  Steve Leininger: Yeah and learned Fortran there, got all my first year classes out, and then moved on up to the campus. And because we'd always go to the library, and because my mom would often take me to the library, the newsstand not too far from the library, and she'd get a couple magazines, but she let me get an electronic magazine. And, I didn't understand these things, pretty soon you start understanding the pic, you start understanding it. This is a resistor, I built a little shocker box based on a design in probably elementary electronics. And It's like a handheld electric fence.  Randy Kindig: Oh, wow.  Steve Leininger: Yeah. Think hot dog cooker. Anyway, so I learned some electronics that way. A lot of that was self taught. I learned quite a bit more by working in the music store, again, this was before I was taught any formal electronics. And actually when I moved up to campus on Purdue, I thought I was going to be a world class guitar amplifier designer. That's where I thought. And it turns out my analog gut feelings aren't, weren't as good as other people's. Paul Schreiber does a much better job with electronics, with analog electronics than I do. But digital electronics, I understood this stuff. I would hang out in the library and I'd read the trade magazines. So I was up to date on, I was way more up to date than a typical professor would be on current electronics. And in 1973, which was the end of my junior year, Electronics Magazine had an article on the Intel 8008. And I said, Oh, I understand this. See, I'd already been taking assembly language. Now they didn't teach assembly language programming in the electronics school. They had Fortran, but there was no way to get from Fortran to ..they weren't teaching programming languages. I had to go to the business school where I learned assembly language on the school's CDC 6600 mainframe.  Randy Kindig: Really?  Steve Leininger: Yeah.  Randy Kindig: Through the business school?  Steve Leininger: Yeah. And for those of you who have never tried assembly language programming, it looks like a foreign language until you just internalize it in your brain: there's ADD, A D and A D C for ADD with carry, and there's a whole bunch of different things. There's different ways to move data around, but you're only doing a few really basic things, and if you do it fast enough, it looks like it's instantaneous. That's the way even your phone works today. It's because you're doing it fast enough. It fools you.  Randy Kindig: Yep. Wow. Do you ever look back at these days, at those days, with amazement? As far as how far the industry has come?  Steve Leininger: Oh yeah. And, it's funny because you wouldn't, you couldn't probably, but you wouldn't start over again. I had to learn, I had to learn digital video. Actually the giant that I, whose shoulders I stood on there was the late Don Lancaster. He had a book called TV Typewriter Cookbook. And actually that came out a little bit later, but he had a TV typewriter series in Radio Electronics Magazine. And basically alphanumeric display. If you think about it, just the glass teletype, the keyboard display and a serial interface at the time that the RadioShack computer came out was selling for 999. Another 400 on top of what we were selling the whole computer for. Because we had a microprocessor in there. We didn't have a whole lot of options. We didn't have a whole lot of fluff. In fact Motorola said, send this to your schematics and your parts list and let's see if we can minimize your circuit. And after two weeks they sent it back. He said, you did a pretty good job here. . .  Randy Kindig: Okay. Huh. You still stay in touch with people at Tandy?  Steve Leininger: A few of them. It's actually been more lately. Because it's almost more interesting now. It's like the, I don't know whatever happened to Atwater and Kent, of the Atwater Kent radio. But, that's an old school radio that now you've got people that rebuild them and got them all polished up and all this kind of stuff. But for a while they ended up in the dump. I'm sure, there are some trash 80s that ended up in the trash.  Randy Kindig: I'm sure.  Steve Leininger: Yeah but I've gotten rid of lots of PCs that don't meet my needs anymore, right? Randy Kindig: Sure. Yeah, we all have, somewhere along the way. It seemed like you were really quiet there for a long time and that you were difficult to get in contact with. Steve Leininger: I wasn't really that difficult. I didn't maintain a social media presence on the thing, but things that I had my own consulting company for quite a while. I actually came back to Radio Shack two more times after I left. One was to come back as a technologist there. The politics still didn't work out well. Then I came back as a contractor to help them with some of their online things. I actually had a website called Steve's Workbench. Steve Leininger: And you can find it on the Internet Archive. The Wayback Machine. And it had some basic stamp projects. And we were going to do all sorts of other things. But I managed to upset the people at RadioShack. com. They didn't have a big sense of humor about someone being critical about the products that they'd selected. And I, I did a... I was going to start doing product reviews on the kits, how easy it was to solder, whether it was a good value for the money and all that kind of stuff. And I gave a pretty honest review on it. And Radio Shack didn't appreciate the power of an honest review. It's what makes Amazon what it is, right? You go in there and if there's something that's got just two stars on the reviews, Yeah, you really got to know what you're doing if you're going to buy the thing, right? And if you see something that's got a bunch of one star and a bunch of five star reviews Yeah, someone's probably aalting the reference at the top end. And so I mean they had such a fit that when they changed platforms For RadioShack. com, they didn't take Steve's Workbench with it And I basically lost that position. Radio Shack should own the makerspace business right now. They at one time, one time I suggested, you ought to take a look at buying Digikey or maybe Mouser. Mouser was right down the street from us. They already had their hands into Allied, but these other two were doing stuff, more consumer oriented, but they didn't. They were making, they were flush with money from selling cell phone contracts. And they thought that was the way of the future until the cell phone companies started reeling that back in. At a certain point, you don't want to be paying your 5 percent or 10 percent royalty to Radio Shack for just signing someone up.  Randy Kindig: Yeah. Okay. I didn't realize you had ever gone back and worked for them again.  Steve Leininger: Yeah, twice,  Randy Kindig: and so I'm curious, did you meet any other famous figures in the microcomputer revolution while you were working at Tandy?  Steve Leininger: At Tandy, let's see.  Randy Kindig: I'm just curious.  Steve Leininger: Yeah, Bill Gates, of course. I went out when we were working on level two BASIC. And Bill Gates I think was probably a hundred- thousand- aire at that time. And, working in a, thhey had a floor in a bank building in Seattle. He took me to the basement of his dad's law firm, and we had drinks there, and I went out to his house on the lake. This was not the big house. I've never been there. It was a big house on the lake, but it wasn't the one That he built later on. So I knew him early on run across Forest Mims a couple times. And of course, he's the shoulders upon which a lot of electronic talent was built and some of the stuff is lost. Jameco is actually bringing him back as a… Jameco is a kinda like a Radio Shack store online. It's yeah it is, it's not as robust as DigiKey or Bower, but they've held their roots.  Someone I've not met Lady Ada from Adafruit would be fun.  Randy Kindig: Yeah. Would, yeah.  Steve Leininger: I, that, that's another thing that, if we had something along those lines, that would have been cool, but the buyers weren't up, up to the task and they when you don't want criticism at a certain point you've got to quit doing things if you don't want to be criticized.  Randy Kindig: Sure. When you finally got the Model 1 rolled out and you saw the tremendous interest, were you surprised in the interest that it garnered?  Steve Leininger: I wasn't. I wasn't. In fact, there's a quote of me. Me and John Roach had a discussion on how many of these do you think we could sell? And, this is actually quoted in his obituary on the, in the Wall Street Journal. I, Mr. Tandy said you could build 3, 500 of these because we've got 3, 500 stores and we can use them in the inventory. And to take inventory. And John Roach thought maybe we could sell, up to 5, 000 of these things in the first year. And I said, oh no, I think we could sell 50, 000. To which he said, horseshit. Just like that. And that, now I quoted that to the Wall Street Journal, and they put that in his obituary. Yeah I don't know how many times that word shows up in the Wall Street Journal, but if you search their files you'll find that it was me quoting John Roach. So … Randy Kindig: I'll have to, I'll have to look for that, yeah, that's funny. So you were not surprised by the interest,  Steve Leininger: no, it, part of it was I knew the leverage of the stores I'd been working, when we introduced the thing I'd been working for the company for just over a year. Think about that. And it wasn't until just before probably, it was probably September or October when Don and I agreed on the specs. I'd keep writing it up, and he'd look at it. Don actually suggested that, demanded, he doesn't, in a, but in a good natured way, he made a good case for it, that I have, in addition to the cassette interface on there, that I have a way to read and write data. Because if you're going to do an accounting program, you got to be able to read and write data. I actually figured out a way to do that. There were a couple other things. John Roach really wanted blinking lights on the thing. And my mechanical, the mechanical designer, there said that's going to cost more money to put the LEDs in there. What are you going to do with them? And, Mr. Roach was, you know, familiar with the IBM probably the 360 by then? Anyway. The mainframes. Yeah, mainframes always had blinking lights on them.  Randy Kindig: Exactly.  Steve Leininger: And since it's a computer, it should have blinking lights. And Larry said, Larry the mechanical guy said what are you going to do with them? I said, I can't, I said I could put stuff up there, It's… Randy Kindig: What are they going to indicate?  Steve Leininger: Yeah. And then, he said, I'll tell you what, I'm going to make the case without holes for the lights and just don't worry about it. That was the end of the discussion. Mr. Roach was probably a little disappointed, but yeah, no one else had them,  Randy Kindig: it's funny to think that you'd have blinking lights on a microcomputer like that. Yeah. Yeah. Is there any aspect of the Model one development you would do differently if you were doing it today?  Steve Leininger: Yeah, I would, I would've put the eighth memory chip in with the, with the video display so you get upper and lower case. Randy Kindig: Yeah, there you go. Okay.  Steve Leininger: Might've put buffers to the outside world. We had the, the microprocessor was buffered, but it was, it was very short distance off the connector there. Otherwise, there's not a whole lot I would have changed. Software could have been written a little better, but when one person's writing all the software the development system that I had was a Zilog development system. And 30 character percent a second. Decorator, line printer. The fact that I got it done is actually miracle stuff.  Randy Kindig: Yeah, and you got it done in a year, right?  Steve Leininger: And it was all written in assembly language. Yeah. Yeah. Yeah. Got it all done in a year.  Randy Kindig: That's a good year's work. Steve Leininger: It is.  Randy Kindig: Building a computer from scratch, basically, and then getting it...  Steve Leininger: and back then we had to program EEPROMs. We didn't have flash memory. Okay. Didn't hardly have operating systems back then. Not that I was using one. There was something in the Zilog thing, but yeah we were so far ahead of things, we were developing a product rather than a computer. And maybe that's the whole difference is that we had a product that you pull it up, plug it in, and it says these are TRS 80 and it wasn't the Model 1 until the Model 2 came out.  Randy Kindig: Yeah, exactly. It was just the TRS 80. Yeah. So I have to know, do you have any of the old hardware? Steve Leininger: I've got a Model 1. I don't use it except for demonstrations now. I actually have two. I've got one that works and one that's probably got a broken keyboard connector from taking it out of the case and holding it up too many times.  Randy Kindig: Were these prototypes or anything?  Steve Leininger: They are non serial production units. I've got the, I've got a prototype ROM board that's got the original integer basic that I wrote. I don't have the video boards and all that kind of stuff that went with it when we did the original demonstration. Let's see we had four wire wrapped, completely wire wrapped industrial wire wrapped versions that we used for prototyping the software. One went to David Lein, who wrote the book that came with the thing, the basic book. One I had at my desk and there were two others. Yeah. And they got rid of all of those. So a cautionary tale is if you do something in the future where you've got that prototype that was put together in Tupperware containers or held together with duct tape, you need to at least take pictures of it. And you might want to keep one aside. If it turns out to be something like the Apple III, you can probably get rid of all that stuff. If it turns out to be something like the Apple II, The RadioShack computer, the Commodore PET, you really ought to, enshrine that. The original iPhone. Apple did stuff that was, what was it, can't remember what it was. They had a they had a thing not unlike the... 3Com ended up getting them. Anyway the hand of the PDAs, no one knows what a Personal Oh, digital assistant. Yeah. Yeah. We call that a, we call that a phone ...  Randy Kindig: Palm Pilot. Yeah.  Steve Leininger: Yeah. Palm Pilot. That's the one. Yeah. I've got a couple of those. I've got three model 100's. I've got one of the early… Randy Kindig: Did you work on the 100s? Steve Leininger: I used it, but I didn't work on it. The design. No. Okay. That was an NEC product with Radio Shack skins on it.  Randy Kindig: Oh, that's right. That's right.  Steve Leininger: Kay Nishi was the big mover on that. Yeah. Let's see I've got an Altair and an ASR 33 Teletype. Yeah, we're talking about maybe the computer's grandfather, right? I've had a whole bunch of other stuff. I've probably had 40 other computers that I don't have anymore. I am gravitating towards mechanical music devices, big music boxes, that kind of stuff.  Randy Kindig: Oh, okay. Cool. Interesting. Steve, that's all the questions I had prepared. Steve Leininger: Okay.  Randy Kindig: Is there anything I should have asked about that?  Steve Leininger: Oh my,  Randy Kindig: anything you'd want to say?  Steve Leininger: Yeah, I, I've given talks before on how do you innovate? How do you become, this is pioneering kinds of stuff. So you really have to have that vision, man. The vision, I can't exactly say where the vision comes from, but being dyslexic for me has been a gift. Okay and this is something I tell grade school and middle school students that, some people are out there saying I, I can't do that because, it's just too much stuff or my brain is cluttered. Cluttered desk is the sign of a cluttered mind, what's an empty desk the sign of? Embrace the clutter. Learn a lot of different things. Do what you're passionate about. Be willing to. support your arguments, don't just get angry if someone doesn't think the way you do, explain why you're doing it that way. And sometimes it's a matter of they just don't like it or they don't have the vision. The ones that don't have the vision, they never, they may never have the vision. I've quit companies because of people like that. But When you've got the vision and can take it off in your direction, it could just end up as being art. And I shouldn't say just art, art can be an amazing thing. And that behind these walls here, we've got a pinball machine and gaming conference going on. And it is nutcase. But is there stuff out there you look at and say, Oh, wow. Yeah. And I do too. Keep it a while going. Randy Kindig: Very cool. All right. That's a great stopping point, I think. All right. I really appreciate it, Steve taking the time to talk with us today.  Steve Leininger: Thanks, Randy.  

Alan Fredendall // #LeadershipThursday // www.ptonice.com  In today's episode of the PT on ICE Daily Show, ICE Chief Operating Officer Alan Fredendall discusses using the reMarkable writing tablet to reduce daily documentation burden to 5 minutes per day Take a listen to the podcast episode or check out the full show notes on our blog at www.ptonice.com/blog. If you're looking to learn more about courses designed to start your own practice, check out our Brick by Brick practice management course or our online physical therapy courses, check out our entire list of continuing education courses for physical therapy including our physical therapy certifications by checking out our website. Don't forget about all of our FREE eBooks, prebuilt workshops, free CEUs, and other physical therapy continuing education on our Resources tab. EPISODE TRANSCRIPTION ALAN FREDENDALLHow can we make our documentation more remarkable? Often a very boring topic, but a necessary topic as we are required by law to do a treatment note for every single patient that we see. So today we're going to talk about what is that law that requires us to do those notes. And then we're going to talk about new technology and a new way to think about documentation that's probably going to streamline everyone's documentation in a very significant manner. How can we potentially reduce our documentation burden to maybe five minutes per day? DO WE HAVE TO DO DOCUMENTATION? So first things first, what is that law that says we have to do a note for every patient that we treat? That law is actually the HIPAA law. Way back in 1996, the Health Information and Portability Accountability Act, or what we know as HIPAA. And so that has a lot of things in it about not sharing protected health information, about in 1996 the emergence of the internet and what we can and can't do with submitting patient data electronically. But the main thing it establishes is that we do need to do documentation on every single patient that we see, and that that documentation be available to be transmitted electronically via fax or email upon patient request. Prior to this law, we just basically handed over copies of paper documentation, and it could be a lengthy amount of time before patients could get access to their records. In this day and age, patients need our notes sometimes for things like reimbursement. If we're a cash-based practitioner and they're trying to get out-of-network reimbursement, they may need it to submit because they got the day off work or something like that. And so there's a lot of reasons why folks may need their documentation and why they may need access to it very, very quickly. So the HIPAA law of 1996 established that documentation must be available to be transmitted electronically immediately to patients or other providers with patient approval upon request. Some of you may have interacted with a patient who needed documentation because they were involved in an automobile accident or something like that and they need that documentation to then send on forward. HIPAA also mandates that we keep documentation for up to six years and that essentially means the best way to do that is to store it electronically instead of maybe in an old filing cabinet. Now the thing about HIPAA is it says that documentation must be available to be transmitted electronically via email or via fax, but what it does not say is that our documentation must be inherently electronic. Documentation can still be written as long as it is transferred or changed into an electronic format, stored for those six years, and then available upon demand to be sent when requested. And so we're going to talk about how that opens up freedom for us today to do documentation maybe in a very different way that we have not considered before. Before we get into that, what are the penalties for not following this? What if I don't do notes? What if I just never do notes? What if I'm a cash-based practitioner? I don't interact with other healthcare providers on a regular basis. My patients pay me cash. Most of them aren't asking for auto network reimbursement, so they're not trying to see those notes or see super bills or see claim forms or anything like that. You should know the penalties here are quite severe because we are dealing with a federal law and we are dealing with the federal government. So with HIPAA, they have a four-tier system for violations, Tier 1 through Tier 4. Tier 1 is the lightest punishment. Tier 4 is the highest punishment. Tier 1 is considered that you were not aware of what you were supposed to do, and that you could have not avoided what happened. Now, this is kind of in regards to maybe accidentally revealing protected health information, but also if you don't have documentation stored electronically, and you literally can't submit it to someone, and also that you didn't know that you had to do that. That little caveat that you're not aware that you committed a violation is going to be, the burden is going to be on to you to prove that. If you can prove that though, that you literally had no idea what you were supposed to do and you have no way to fix it, the penalty for that is only $100. Very, very light. But realistically, no one lives here, right? Everyone is aware of what they're supposed to do and probably has a way to reasonably fix it. And so we kind of immediately move up to Tier 2. Tier 2 is you're aware of what you were supposed to do, but there's no way that you could have avoided that violation. This is a very common area for us to live in, right? Let's say you finish with patients for the week on Friday afternoon, and then hey, you're catching a plane, you're going on vacation with your family for a couple weeks, but oops, in that couple weeks while you're gone, a patient requests a note from you. You are aware that you needed to comply with that, but you're just not able to do that, right? Your maybe physical note is sitting on your desk next to your computer at the clinic still. There is no way for you to convert that to an electronic format and then transmit it to the patient. that comes with a little bit steeper fine, that's a $1,000 fine each time that happens. And then we kind of move things very, very quickly when we get to tier three. Tier three is the tier where we start to use the term willful neglect, that you are aware you need to do this, you did not do it, but you are willing to catch up on all of the neglect that you have committed in the past. Now when this happens, the fine jumps up to $10,000, right, a tenfold increase. And then tier four is willful neglect, but you're not willing to correct it, right? You know you're supposed to do notes, you know you're supposed to store them electronically, but essentially you show a habit, you show a pattern of just not doing that, even maybe if you've gotten in trouble in the past. And so tier four is the most punishing tier. Tier four comes with a fine of $50,000 every time that happens, so a very severe penalty. And so when we talk about that in the context of our brick by brick class, when we're teaching people to open their practice, the easy rule is just do it, right? Don't try to butt heads and win an argument with the federal government. The fines are very severe. The penalties are very severe. Just do it as annoying as it is. And my second and third part of today's podcast is showing you that we can make it we can't get rid of it completely, but that we can make it quite simple. So let's talk about that right now. USING THE REMARKABLE  Let's talk about making your documentation remarkable with the remarkable. So if you're listening on the podcast right now and you're only hearing my voice, go over to our YouTube channel, the Institute of Clinical Excellence YouTube channel, and find the video of this so you can see what I'm doing. So this is a Remarkable. I'll close it up for you. It's got just a little folio and then it opens up and it's essentially just a tablet, right? This does allow finger input, but more importantly, it comes with a very nice stylus that lets you write the same as if you were writing on paper. So what we have been trialing here at our clinic in Michigan is using the Remarkable to replace our electronic documentation. So you can see what I have on here is I have a bunch of body chart templates. And so we have a folder for every day of the week stored on this tablet. And then we have body charts for every patient that has come into the clinic for treatment that day. So let me open up a brand new template for you all to look at. And now you can see here is our body chart template, just like we used to do on physical paper. Now it is on this tablet. We can write all over this thing. We can write eggs and eases. We can shade body charts so we can do our subjective and objective when patients come back into the clinic. And then the nice thing is with remarkable, we can add blank pages so we can itemize our manual therapy. And we can write all over this thing. And whatever we want to itemize, should we choose so can also be included in this template. And so what's nice is as soon as I finish this, it's automatically saved as a PDF, both on this tablet. But more importantly, it is saved back to a laptop or desktop computer. And I'm going to tell you in a second how we can put the tablet together with your EMR and basically have your documentation burden fall off a cliff in a really nice way. INTERLUDE So before we do that, I just want to take a break, introduce myself. My name is Alan. I am the Chief Operating Officer here at ICE. This is Leadership Thursday. We talk all things small business management, practice management ownership, tips and tricks. I am the lead faculty in our fitness athlete division, so you'll see me on Fridays for Fitness Athlete Fridays, and also the lead faculty in our practice management division, where we talk about all things related to practice management in our brick by brick course. It is leadership Thursday, that means it's gut check Thursday. This one, very simple, 30-20-10, toes to bar, paired with single arm devil's press. Rx weight for gentlemen, a 35 pound dumbbell. Ladies, a 20 pound dumbbell. And then just to make it hurt a little bit worse, you're gonna do a 400 meter run after each round. I tested that workout last weekend. I think I came in somewhere around 11 minutes. So not as fast and intense as last week. And then our Brick by Brick course starts up again on October 2nd. That class always sells out. Our current cohort is finishing up week six, talking about Medicare, talking about documentation, doing a deep dive into the stuff that we're gonna talk about. SYNCING NOTES TO YOUR EMR So how do we put our knowledge that we need to do documentation, it needs to be electronically available, with something like the Remarkable tablet. And the nice thing about Remarkable, like we talked about, is that when you finish a document on the tablet, and you close it out, it automatically syncs via the cloud to an app on your laptop or desktop computer, and that document is available immediately. So our previous documentation system, we would still do paper body charts, we would come back to our EMR, and we would hand type our notes. And that was okay. That maybe took three to five minutes for daily note, maybe 10 minutes for initial evaluation. That is all gone now, right? Because we have our body chart on the, on the remarkable and now we're doing electronically and it is updating to our computer in real time. What does that mean? That means we no longer need to come back to the computer and hand type our notes. It also means for maybe some of you that we're doing that and maybe taking a picture of your body chart or scanning it into your printer, that is okay. But again, that is a lot of burden, right? That's a couple more minutes per patient. What's great about Remarkable is that document, that body chart is available immediately as a PDF on your desktop that you can simply upload into the patient's chart on your EMR. And so now our documentation, all of the boxes of our soap note just says see PDF from this date, right? We are no longer typing. That carries over from daily visit to daily visit, see PDF this date, see PDF this date. And in that patient's chart of that date is August 1st, 2024, August 7th, 2024. And it is a PDF copy of the body chart and it is HIPAA compliant, right? It's electronically available and it has all the stuff that documentation needs to be sound and legally compliant, right? It has a subjective, it has objective, it has assessment, it has plan, it has some itemized treatment to justify if we're gonna bill insurance, for example, why we're billing insurance and for how much. And so for us, switching to this system has reduced our total documentation load to about five minutes per day, which is really, really, really incredible when you think about it. We already had given two hours in the workday for admin time, following up with patients, documentation, that sort of thing, and now that administrative burden has reduced down to about five minutes a day. And so that's just extra time that our therapists have that's not spent typing stuff that they have already written down on a paper body chart anyways. What's nice about this, this remarkable system is that you can take it into the treatment room and it looks no different than if you have a body chart on a clipboard or something like that. It's not as intrusive as a laptop. Obviously it's not as annoying as typing, right? just chipping away and typing as somebody's trying to talk to you. It's very, very low maintenance and it's really awesome. Now, what are the cons of this? There are some cons. They are expensive. They're about $500. I have asked for a coupon. I have asked if they do volume discounts. They do not do any of that. They know what they're doing. So there is a con of the price. And then the other con is that this thing is really kind of worthless outside of this specific niche, right? Unless you happen to want to journal on it, unless you happen to hand write a lot of other stuff in your life that you also wish could be available immediately electronically, the remarkable doesn't have a lot of value for you. That being said, We love how nice it writes. It writes the same as paper. We love that because it really can't do anything else, it has a super long battery life as well. So we have transitioned our documentation system to that and we're very, very happy with it. So with documentation, HIPAA law requires that we do documentation for every single patient, that there is a penalty if we don't do that, and that we should probably follow that unless we wanna get in trouble. But there are different ways to think about doing documentation other than just typing forever into those boxes on your EMR. That this might seem like a step backwards, because we're writing now, but because of the technology that powers the Remarkable, because it is available instantly as an electronic PDF, and can significantly speed up your documentation time. So give it a shot. The company's name is literally remarkable. Look it up. There are a lot of other competitors emerging as well. And I'm sure in the next couple of years, we'll see more of these become prevalent. Writing on these has on electronic devices has been around for a while. Many of you may remember the Palm Pilot. However, you know, it had a two inch screen and you couldn't read what you wrote. So this is a significant step forward. The writing is beautiful. We're very happy with it. And if you try it out, let me know how it goes. So make your documentation remarkable. Hope you have an awesome Thursday, a great weekend. Have fun with Gut Check Thursday. See you later, everybody. OUTRO Hey, thanks for tuning in to the PT on Ice daily show. If you enjoyed this content, head on over to iTunes and leave us a review, and be sure to check us out on Facebook and Instagram at the Institute of Clinical Excellence. If you're interested in getting plugged into more ice content on a weekly basis while earning CEUs from home, check out our virtual ice online mentorship program at ptonice.com. While you're there, sign up for our Hump Day Hustling newsletter for a free email every Wednesday morning with our top five research articles and social media posts that we think are worth reading. Head over to ptonice.com and scroll to the bottom of the page to sign up.  

In hour one, an update from Dolphins training camp today including why McDaniel isn't concerned with OBJ missing practice. Hoch refuses to open the show's Google Doc because he “can't find it”. A deep dive into the Palm Pilot and how quickly it fell off because of cellphones. Then, Zach Gelb joins the show and argues in favor of the Dolphins bringing in Ryan Tannehill.

To match the faithful of the Bush campaign, the Kerry campaign builds the largest army of door knockers ever. Just like Team Bush, he thinks he has the election. But did he ever have a chance? Learn more about your ad choices. Visit megaphone.fm/adchoices

https://youtu.be/F_ybuujPtVI Download as MP3 (https://aphid.fireside.fm/d/1437767933/32f28071-0b08-4ea1-afcc-37af75bd83d6/9f9ba585-e8cc-4f8d-8bb4-2a868e1ae5ae.mp3) Support the show by becoming a patron at tuxdigital.com/membership (https://tuxdigital.com/membership) or get some swag at tuxdigital.com/store (https://tuxdigital.com/store) Comments on our Forum ►► https://forum.tuxdigital.com/t/379-tech-that-slipped-through-our-fingers/6339 Hosted by: Ryan (DasGeek) = dasgeek.net (https://dasgeek.net) Jill Bryant = jilllinuxgirl.com (https://jilllinuxgirl.com) Michael Tunnell = michaeltunnell.com (https://michaeltunnell.com) Chapters: 00:00:00 Intro 00:00:42 Results of Michael's Ratpoison Challenge 00:03:54 Community Feedback 00:15:13 Tech That Slipped Through Our Fingers 00:53:33 Canonical goes distro'less 01:02:03 New Sneaky Android Malware 01:10:32 Software Spotlight: Echo 01:13:13 Outro Links: Results of Michael's Ratpoison Challenge https://store.tuxdigital.com/products/im-unhackable-tee (https://store.tuxdigital.com/products/im-unhackable-tee) Community Feedback https://destinationlinux.net/comments (https://destinationlinux.net/comments) https://destinationlinux.net/forum (https://destinationlinux.net/forum) Tech That Slipped Through Our Fingers https://en.wikipedia.org/wiki/NeoGeo(system) (https://en.wikipedia.org/wiki/Neo_Geo_(system)) https://en.wikipedia.org/wiki/Samsung_SPH-N270 (https://en.wikipedia.org/wiki/Samsung_SPH-N270) https://en.wikipedia.org/wiki/Google_Glass (https://en.wikipedia.org/wiki/Google_Glass) https://en.wikipedia.org/wiki/PalmPilot (https://en.wikipedia.org/wiki/PalmPilot) https://en.wikipedia.org/wiki/BlackBerryCurve8520 (https://en.wikipedia.org/wiki/BlackBerry_Curve_8520) https://en.wikipedia.org/wiki/Palm_Pre (https://en.wikipedia.org/wiki/Palm_Pre) https://en.wikipedia.org/wiki/Atari_Portfolio (https://en.wikipedia.org/wiki/Atari_Portfolio) https://en.wikipedia.org/wiki/Cray-1 (https://en.wikipedia.org/wiki/Cray-1) https://en.wikipedia.org/wiki/Cray_X-MP (https://en.wikipedia.org/wiki/Cray_X-MP) Canonical goes distro'less https://canonical.com/blog/canonical-offers-12-year-lts-for-any-open-source-docker-image (https://canonical.com/blog/canonical-offers-12-year-lts-for-any-open-source-docker-image) New Sneaky Android Malware https://thehackernews.com/2023/12/new-sneaky-xamalicious-android-malware.html (https://thehackernews.com/2023/12/new-sneaky-xamalicious-android-malware.html) Software Spotlight: Echo https://flathub.org/apps/io.github.lo2dev.Echo (https://flathub.org/apps/io.github.lo2dev.Echo)

Imagine having your man's entire dating history at your finger tip- PRE SOCIAL MEDIA. That's God tier, my friend. And with great power, comes great responsibility. Stacy, doesn't have any of that. She gets that power of his Palm Pilot and girl bosses directly into the sun. Stacy abuses her position at work (slay) and dives head first into BF's dating history and lands in the pile of trash that is Derek. However, we support women's rights and women's wrongs on this Pod. 

My guest today is Producer/Engineer Aaron C Schroeder, who has worked on projects for Willie Nelson, Hotegaia, Hallows, Arden Leas, Sharkie, Coasthouse Materials, and Hollow Earth Radio.In this episode, we discussTexas UpbringingRoller Blading & SilverchairBattle of the BandsEarly Recording ExperimentsRecording SchoolStudio WatchdogRecording Willie NelsonPalm Pilot PaymentRecording at HomeMell DettmerMoving to SeattleWorking In a Gay Porn StoreRecording a SceneLandlord ChallengesRecording in A Former Strip ClubRunning a Basement StudioThe Fugazi EthosDon ZientaraDiversification of AudioPodcasting GigsThe Return to Physical GoodsPatreon PageAudio for FilmBusiness Manager RoleChuck VanderbiltMatt's Rant: Not Missing Out on LifeLinks and Show NotesJacob Sciba on WCA #263Steve Chadie on WCA #245 / #487Alan Evans on WCA #133 /#328The Altec Bird CageAaron's PatreonAaron's SiteCreditsGuest: Aaron C SchroederHost: Matt BoudreauEngineer: Matt BoudreauProducer: Matt BoudreauEditing: Anne-Marie Pleau WCA Theme Music: Cliff Truesdell Announcer: Chuck Smith

My guest today is Producer/Engineer Aaron C Schroeder, who has worked on projects for Willie Nelson, Hotegaia, Hallows, Arden Leas, Sharkie, Coasthouse Materials, and Hollow Earth Radio. In this episode, we discuss Texas Upbringing Roller Blading & Silverchair Battle of the Bands Early Recording Experiments Recording School Studio Watchdog Recording Willie Nelson Palm Pilot Payment Recording at Home Mell Dettmer Moving to Seattle Working In a Gay Porn Store Recording a Scene Landlord Challenges Recording in A Former Strip Club Running a Basement Studio The Fugazi Ethos Don Zientara Diversification of Audio Podcasting Gigs The Return to Physical Goods Patreon Page Audio for Film Business Manager Role Chuck Vanderbilt Matt's Rant: Not Missing Out on Life Links and Show Notes Jacob Sciba on WCA #263 Steve Chadie on WCA #245 / #487 Alan Evans on WCA #133 /#328 The Altec Bird Cage Aaron's Patreon Aaron's Site Credits Guest: Aaron C Schroeder Host: Matt Boudreau Engineer: Matt Boudreau Producer: Matt Boudreau Editing: Anne-Marie Pleau  WCA Theme Music: Cliff Truesdell  Announcer: Chuck Smith     

Download this ep to your Palm Pilots, folks, because this one's a homerun. It's Sex and the City Season 2 ep 1! And as I rounded third base with actors and Yankee fanatics Tom Lenk and Mitch Silpa, I couldn't help wonder: How DID my cousin Robby die, anyway? Got a burning question about a relationship or friendship problem (or really anything Sex and the City adjacent)? Just record a voice memo on your phone and email it to AndJustLikeMatt@gmail.com and Matt will answer your question on the show with his very fancy guests. 

The Verge's Nilay Patel, Alex Cranz, and David Pierce discuss all the gadget news from this week, the state of EV charging for non-Tesla owners, the unions of Hollywood on strike, and much more. Further reading: Beats Studio Pro headphones review: leaning on a legacy The future of EV charging for non-Tesla owners may not be as bad as it looks HP Spectre x360 13.5 vs. Dell XPS 13: which flagship should you buy? Motorola G Stylus 5G (2023) review: a good phone spoiled by bloatware  Framework Laptop 16: our exclusive hands-on OnePlus 12 leaks show a bigger battery and faster charging Logitech buys Stream Deck rival Loupedeck   Tesla reveals Cybertruck size specs as it builds release candidates Meta is giving away its AI tech to try to beat ChatGPT Apple is testing an AI chatbot but has no idea what to do with it The unions of Hollywood are trying to save it from itself Bob Iger's big ideas for Disney involve cost-cutting at Marvel A real-time reaction to the actors' strike. TREE LAW Vox Media drops its own CMS Netflix reportedly has around 1.5 million subscribers on its ad tier in the US. The Biden administration is tackling smart devices with a new cybersecurity label  Here's why 70mm IMAX movies like Oppenheimer need a Palm Pilot to work Your Starbucks order is not ready Email us at vergecast@theverge.com or call us at 866-VERGE11, we love hearing from you. Learn more about your ad choices. Visit podcastchoices.com/adchoices