Podcasts about Parallel

Matt Soule, Founder and CEO of Parallel Systems, joined Grayson Brulte on The Road to Autonomy podcast to discuss how Parallel Systems is building the internet of freight by combing autonomy and rail.To date the company has raised nearly $100 million and secured Federal Railroad Administration clearance to test its autonomous rail vehicles on 160 miles of track in Georgia. Parallel's technology integrates directly into back-office railroad dispatch networks, operating like air traffic control so vehicles respect unique track authority and never conflict with traditional freight trains.By replacing mechanical couplers with software-managed bumpers, platoons of up to 50 vehicles form and break apart on the move, splitting off to separate destinations or peeling away to keep grade crossings open. Today, Parallel is now ramping production of its commercial Gen 3 vehicle, which advances past the Gen 2 prototype by hauling up to 160,000 pounds at speeds over 60 mph on an innovative, low-cost bent steel chassis. TThe electric propulsion system is built to revitalize unprofitable short-haul routes under 500 miles by lowering the lane density a railroad needs to justify service. Shifting heavy freight to rail gives shippers pricing stability against volatile diesel spikes, delivers granular tracking visibility, and creates a new ecosystem of local maintenance and remote supervisory jobs while decongesting highway traffic around major ports.To address a growing 300-vehicle backlog, Parallel is expanding manufacturing to a contract facility in Michigan while eyeing international expansion.Episode Chapters00:00 Parallel Systems Raises $100m2:33 Autonomous Rail5:14 Reviving the Inland Ports, Jobs, and Manufacturing10:37 Diesel Volatility12:31 Gen 3 Vehicle17:08 Why Rail21:54 Commercial Operations25:57 The Internet of Freight31:54 What's Next35:28 AUTNMY AI--------About The Road to AutonomyThe Road to Autonomy is the leading applied intelligence platform covering the convergence of automation, autonomy, and the Autonomy Economy.™.Through our podcasts, newsletter, Indices and proprietary applied intelligence, we set the narrative for institutional investors, industry executives, and policymakers navigating the convergence of automation, autonomy, and economic growth.Join institutional investors and industry leaders who read This Week in The Autonomy Economy every Sunday. Each edition delivers exclusive insight and commentary on the autonomy economy, helping you stay ahead of what's next.Sign up for This Week in The Autonomy Economy newsletter: https://www.roadtoautonomy.com/ae/Follow The Road to Autonomy Indices See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The Commodity Futures Trading Commission opened a review of rules that may hinder fintech partnerships with futures commission merchants, swap dealers, exchanges, and clearinghouses. The review is expected to focus on outsourcing, vendor due diligence, regulator access to records, cybersecurity testing, and data retention under Regulation 1.31. Chairman Rostin Behnam and Commissioners Caroline D. Pham, Christy Goldsmith Romero, Summer K. Mersinger, and Kristin N. Johnson have emphasized modernization and risk management. Parallel actions by the Federal Reserve, FDIC, OCC, and the SEC have increased scrutiny of third-party providers. Derivatives firms rely on vendors for surveillance, analytics, and cloud services from companies such as Eventus, NICE Actimize, Chainalysis, and major cloud providers. Founders can prepare by mapping control responsibilities, aligning to SOC 2 and ISO 27001, and demonstrating compliant data retention and auditability.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

Is Trump Building a Parallel Gov? Are data centers opening portals? Is this why we see the UFO agenda?

The ruling elites of ancient Israel were compared to cannibals eating the flesh of those they were supposed to protect. We continue with the prophet Micah's polemic against ancient Israel's ruling class, who apparently took advantage of the poor and downtrodden. For that reason, God told Micah to prophesy a day of judgment that would bring destruction on the rich and powerful. Because Micah used the phrase, “in that day,” we view this as an “already but not yet” prophecy—one that was fulfilled when Assyria conquered the northern Kingdom in 722 BC, and will be fulfilled again in the last days. Sharon's niece, Sarah Sachleben, has been diagnosed with stage 4 bowel cancer, and the medical bills are piling up. If you are led to help, please go to GilbertHouse.org/hopeforsarah. Our latest book The Gates of Hell is available in paperback, Kindle, and as an audiobook at Audible! Derek's book Destination: Earth, co-authored with Donna Howell and Allie Anderson, is available in paperback, Kindle, and as an audiobook at Audible! If you are looking for a text of the Book of 1 Enoch to follow our monthly study, you can try these sources: Parallel translations by R. H. Charles (1917) and Richard Laurence (1821)Modern English translation by George W. E. Nickelsburg and James VanderKam (link to book at Amazon)Book of 1 Enoch - Standard English Version by Dr. Jay Winter (link opens free PDF)Book of 1 Enoch - R. H. Charles translation (link opens free PDF) The SkyWatchTV store has a special offer on Dr. Michael Heiser's two-volume set A Companion to the Book of Enoch. Get both books, the R. H. Charles translation of 1 Enoch, and a DVD interview with Mike and Steven Bancarz for a donation of $35 plus shipping and handling. Link: https://bit.ly/heiser-enoch JOIN US IN ISRAEL (NOTE NEW DATES)! We will tour the Holy Land Oct. 25–Nov. 6, 2027 with an optional three-day extension to Jordan. For more information, log on to GilbertHouse.org/travel. Follow us!• X: @gilberthouse_tv | @sharonkgilbert | @derekgilbert• Substack: GilbertHouse.substacdk.com | SharonKGilbert.substack.com• Telegram: t.me/gilberthouse | t.me/sharonsroom | t.me/viewfromthebunker• YouTube: @GilbertHouse | @UnravelingRevelation | @thebiblesgreatestmysteries• Facebook.com/GilbertHouseFellowship Thank you for making our Build Barn Better project a reality! We truly appreciate your support. If you are so led, you can help out at GilbertHouse.org/donate. Get our free app! It connects you to these studies plus our weekly video programs Unraveling Revelation and A View from the Bunker, and the podcast that started this journey in 2005, P.I.D. Radio. Best of all, it bypasses the gatekeepers of Big Tech! The app is available for iOS, Android, Roku, and Apple TV. Links to the app stores are at www.gilberthouse.org/app/. Video on demand of our best teachings! Stream presentations and teachings based on our research at our new video on demand site! Gilbert House T-shirts and mugs! New to our store is a line of GHTV and Redwing Saga merch! Check it out at GilbertHouse.org/store! Think better, feel better! Our partners at Simply Clean Foods offer freeze-dried, 100% GMO-free food and delicious, vacuum-packed fair trade coffee from Honduras. Find out more at GilbertHouse.org/store. Our favorite Bible study tools! Check the links in the left-hand column at www.GilbertHouse.org.

Playlist: Assaf Spector, Brian J Gitkin - Desert DanceLobono, featuring ok cam - EnsembleMasego - BreatheArin Ray - Sweet ThangDelvon Lamar Organ Trio - If I CouldBOB MARLEY & THE WAILERS - Roots Rock Reggae - Live at the Hammersmith OdeonNightshade, The 18th Parallel, Roberto Snchez - No Flowerpot DubJOHNNY OSBOURNE - What About MeDeeNucka, Don Carlos - Too LateEric Benet - Who's Gonna Save Us?Jalen Ngonda - Love is GoneAllison Russell, Brittney Spencer - Black LavenderFlytrap, Sargeant & Comrade - Straight to the MoonTea Fannie, Goldenchild - OkayPastel Blank - DopamineEtran de L'Aïr - Toubouk Ine ChihoussayJackie Venson - Keep On (Live)Mary Jane's Soundgarden - Born to DeliverMandrill - Mango MeatSouls In Rhythm - GaslightDJ Vadim, Graziella, echo crew - too goodANOTR, featuring Wayne Snow, 3DDY - Hold On, Let GoBrooklyn Funk Essentials - Bust teh Bus StopNIghtmares on Wax - Nights IntroludeCumbiafrica, Angelique Kidjo, Ale Kuma - Batonga

Die Schauspielerin Nina Kunzendorf ist einem breiten Publikum vor allem durch ihre zahlreichen Rollen in Film und Fernsehen ein Begriff. Parallel dazu spricht sie aber auch immer wieder Hörbücher ein und macht Lesungen. In Fellbach bei Stuttgart liest sie zusammen mit ihrem Kollegen Wolfram Koch aus dem Briefwechsel "Wir haben es nicht gut gemacht". Darin gibt die Schriftstellerin Ingeborg Bachmann, die in diesem Jahr 100 Jahre alte geworden wäre, Einblicke in ihre Beziehung mit Max Frisch.

In this episode, Tara explores how treating your body as a loyal partner—through gratitude, inner listening, and nervous‑system attunement—leads to better health, gentler behavior change, and more intelligent training and nutrition choices. RESOURCES: Learn more about Higher Coaching: https://www.taragarrison.com/work-with-me Learn more about Higher Retreats: https://www.taragarrison.com/retreats  Learn more about the Coach Tara App: https://app.taragarrison.com/  Instagram: @coachtaragarrison @insideouthealthpodcast Get 10% off Peluva minimalist shoe with coupon code COACHTARA here: http://peluva.com/coachtara   CHAPTERS: 00:00 – Solo episode intro: why your body relationship matters 00:55 – Sponsor message: Peluva barefoot shoes and toe socks 02:42 – Teenagers, parenting and how control ruins relationships 04:05 – Parallel: how this applies to your relationship with your body 04:45 – Psychedelic journey story that changed how she saw the body 07:37 – Seeing your body as trillions of loyal sentient beings 10:09 – No one actually knows how the body fully works (and why that's humbling) 12:07 – Injury, illness and symptoms as your body trying to communicate 16:05 – Nervous-system level connection and unspoken energy in relationships 17:41 – Introducing the Higher Meditation Method: body-connection practice 18:04 – Guided scan of brain, face and organs with awe and gratitude 21:43 – Noticing cell membranes and thanking every part of your body 22:51 – Two key questions to ask your body ("What do you need?") 23:24 – "Disneyland" trust analogy: why you must act on what body tells you 25:15 – How daily body check-ins change health outcomes and reduce force 28:42 – Higher Coaching promo: 1:1 coaching, labs, app and retreats 31:25 – App features: programs, mindset journeys and live Q&A 32:11 – 2027 Pacific Northwest retreat at Salish Lodge & Spa 33:39 – Healing after years of body-abuse: apology and repair 35:34 – Rethinking body fat as a life‑saving adaptation, not an enemy   WORK WITH TARA: Are You Looking for Help on Your Wellness Journey? Here's how Tara can help you: TRY TARA'S APP FOR FREE: http://taragarrison.com/app INDIVIDUAL ONLINE COACHING: https://www.taragarrison.com/work-with-me CHECK OUT HIGHER RETREATS: https://www.taragarrison.com/retreats   SOCIAL MEDIA:  Instagram @coachtaragarrison TikTok @coachtaragarrison Facebook @coachtaragarrison Pinterest @coachtaragarrison   INSIDE OUT HEALTH PODCAST SPECIAL OFFERS: ☑️ Upgraded Formulas Hair Test Kit Special Offer: https://bit.ly/3YdMn4Z ☑️ Upgraded Formulas - Get 15% OFF Everything with Coupon Code INSIDEOUT15: https://upgradedformulas.com/INSIDEOUT15 ☑️ Rep Provisions: Vote for the future of food with your dollar! And enjoy a 15% discount while you're at it with Coupon Code COACHTARA: https://bit.ly/3dD4ZSv   If you loved this episode, please leave a review! Here's how to do it on Apple Podcasts: Go to Inside Out Health Podcast page: https://podcasts.apple.com/us/podcast/inside-out-health-with-coach-tara-garrison/id1468368093 Scroll down to the 'Ratings & Reviews' section. Tap 'Write a Review' (you may be prompted to log in with your Apple ID). Thank you!

Guten Morgen, US-Präsident Donald Trump hat die Rahmenvereinbarung zwischen den USA und dem Iran am 17. Juni auf Schloss Versailles bei Paris unterschrieben. Anschließend unterzeichnete auch der iranische Staatschef Massud Peseschkian den Text. Der oberste Führer des Iran, Modschtaba Chamenei, hat das Abkommen nach eigenen Angaben trotz seiner Bedenken gegen die Vereinbarung gebilligt. Chamenei erklärte, es seien direkte Gespräche mit den USA geplant. Dies bedeute aber keineswegs, „den Standpunkt des Feindes zu akzeptieren“. Parallel dazu kam es im EU-Parlament nach Beschluss der sogenannten Rückführungsverordnung zu heftigen Tumulten, Sprechchören und scharfen politischen Auseinandersetzungen zwischen den Fraktionen.

Ref.: Yvonne Onusseit, Beraterin Schwangerschaftskonfliktberatung 1000plus/ProFemina Ein positiver Schwangerschaftstest kann höchste Glücksgefühle auslösen - aber auch Entsetzen und Verzweiflung. Frauen, die von widerstreitenden Gefühlen zerrissen sind, finden bei der Schwangerenberatung ProFemina aufmerksame Zuhörerinnen: Warum fühle ich mich überfordert? Wie stehe ich in meinem Herzen zu dem Kind? Was sagt mein Verstand?... Die Beraterinnen von ProFemina versuchen, mit den betroffenen Frauen, den Knoten an Pros und Contras zu lösen, damit sie eine fundierte Entscheidung treffen können. In der Lebenshilfe sprechen wir mit der erfahrenen ProFemina-Beraterin Yvonne Onusseit über die wichtigsten Fragen, die Frauen im Schwangerschaftskonflikt beschäftigen. Dabei erklärt sie auch, wie Freunde und Familie eine Frau bei einer ungeplanten Schwangerschaft gut begleiten können. Außerdem sprechen betroffene Frauen über ihre persönlichen Erfahrungen und beschreiben, wo sie Hilfe erfahren haben. Die Sendung "Ungeplant schwanger - Ende oder neuer Anfang" wird von 10.00 bis 11.40 Uhr ausgestrahlt. Parallel zur Sendung und darüber hinaus steht von 10.30 bis 13 Uhr ein Team von ProFemina-Beraterinnen bereit, um unter der Telefonnummer 089 517 008008 persönliche Fragen zu Schwangerschaftskonflikt und Hilfen für Schwangere, sowie zum Thema Abtreibung zu beantworten. Das Telefon steht allen offen, die sich im Schwangerschaftskonflikt befinden, einen solchen selbst erlebt haben oder betroffenen Frauen helfen möchten.

Bei ProSiebenSat.1 werden die Karten neu gemischt. Die Sendergruppe verabschiedet sich von einer Struktur, die das deutsche Privatfernsehen jahrzehntelang geprägt hat: Einzelne Senderchefs sollen künftig nicht mehr allein für ProSieben, Sat.1 oder Kabel Eins verantwortlich sein. Stattdessen setzt das Unternehmen auf senderübergreifende Verantwortlichkeiten und eine zentrale Content-Steuerung. In der neuen Ausgabe von Quotenmeter.FM sprechen Fabian Riedner und Mario Thunert über den Umbau bei ProSiebenSat.1. Hannes Hiller und Marc Rasmus bleiben zwar wichtige Führungskräfte des Konzerns, werden künftig jedoch nicht mehr als klassische Programmverantwortliche für einzelne Sender agieren. Stattdessen übernehmen sie genreübergreifende Aufgaben für verschiedene Programmbereiche, die kanalübergreifend für ProSieben, Sat.1 und Kabel Eins entwickelt werden sollen. Parallel gewinnt Arne Neumann weiter an Einfluss und soll die strategische Steuerung des gesamten Sender- und Genreportfolios koordinieren. Was bedeutet dieser Umbau für die Zukunft der Senderfamilie? Werden Programme künftig stärker plattformübergreifend geplant? Könnten Formate leichter zwischen ProSieben, Sat.1, Kabel Eins und Joyn verschoben werden? Und droht dadurch der Verlust klarer Senderprofile oder entstehen neue Chancen für die Programmplanung? Fabian Riedner und Mario Thunert diskutieren über die neue Machtverteilung in Unterföhring.

Overlap one to the other. Two different deals. Which one holds. The first one not so much, will the second one do the job?

How can leaders turn uncertainty, which can feel like fear, into an opportunity for growth? In this episode, Kevin sits down with Dr. Rebecca Homkes to explore why volatile times require a different approach to strategy. Rebecca explains that uncertainty is not automatically bad; it is simply a set of future events that may or may not occur. Leaders have a responsibility to help their teams reframe it as a chance to learn and grow faster. Kevin and Rebecca discuss why traditional strategy tools often assume too much certainty, how language and meeting rhythms can unintentionally push teams into protection mode, and why asking "has the situation changed?" is more useful than simply asking whether we are on track. They also explore the importance of moving from survival mode to reset mode, clarifying your right to win, and recognizing that a growth mandate is also a change mandate.   Listen For 00:00 Why we hit reset to thrive in uncertain times 01:46 Meet Dr. Rebecca Homkes 03:08 Why she wrote Survive, Reset, Thrive 04:52 The big idea: uncertainty is a time to grow 05:49 What strategy is — and what never changes 08:03 Why "uncertain" doesn't have to mean "bad" 11:58 Learning velocity: the #1 differentiator 14:10 Two types of uncertainty and the paralysis trap 16:20 Planning vs. preparing 19:29 The reset: a growth mandate is a change mandate 21:00 Parallel pathing: execute while you build 23:23 Where to start 24:44 Hard resets — Starbucks, Nike, Disney 26:15 What Rebecca's reading 28:03 Where to learn more and get the book 28:38 "Now what?" — the question that matters Rebecca's Story: Dr. Rebecca Homkes is the author of Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times. She is a high-growth strategy specialist and the founder of a boutique consultancy firm, advising CEOs and executive teams focused on growth and success through uncertainty. She is a faculty member at Duke Corporate Executive Education, Lecturer at the London Business School (LBS) Executive Education, Advisor and Faculty at BCGU (Boston Consulting Group), and previous Fellow at the London School of Economics (LSE)'s Centre for Economic Performance. Dr. Homkes is also the director of the Young President's Organization (YPO) global Active Learning Program (ALP); a former partner with GrowthX, a Silicon Valley investment ecosystem and innovation consultancy; and the faculty lead of fintech scaleup accelerators. http://www.linkedin.com/in/rebecca-homkes Looking to Develop Stronger Leaders? Want help developing the leaders in your organization? Reach out to explore how the Kevin Eikenberry Group can support your team. Email Us   Book Recommendations Survive Reset Thrive — Rebecca Homkes Flexible Leadership — Kevin Eikenberry 1929 — Andrew Ross Sorkin Like this? The Human Side of Innovation with Mauro Porcini This is Strategy with Seth Godin Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group  

Tom tells us about his adventures in The Philippines before we spark some discussion from a Tale of Boardgaming Horror: What do you do when you learn your game design is similar to a game that already exists? Plus, we dive into the bag of Roses, Thorns, and Hula Hoops and pull out some winners. 00:00 - Introduction 00:51 - Senior Slacking Revisited 02:05 - Tom's Journey - Travel Woes 04:07 - All aBOARD EXPO 18:35 - Focusing on Dice Tower East 19:36 - Language Issues 20:19 - Discussion of Horror: Parallel Game Design 35:16 - Grow Sky 38:51 - Deep Sea Divers of Jeju 42:21 - Flamenco 47:15 - Stratego Quick Battle 50:41 - My Book Nook 54:38 - Cloud City Flamenco Ad (Dancing Cats): https://youtu.be/mz7Qh79K8GA?si=JpknJaXuh22wgE5J Questions? Tales of Horror? tom@dicetower.com

Herzlich willkommen zu Ihrem morgendlichen Newsletter! Der G7-Gipfel in Évian wird von der Einigung zwischen den USA und dem Iran dominiert. Laut Angaben aus Washington haben die USA und der Iran den vereinbarten Rahmen für eine Friedenslösung offiziell bestätigt. Das Abkommen wurde demnach von den Verhandlungsführern elektronisch unterzeichnet. Damit rückt eine offizielle Zeremonie in Genf näher. US-Präsident Donald Trump und Teheran haben einen formalen Schritt zur Beilegung des Konflikts vollzogen. Parallel dazu beginnt die Öffnung der Straße von Hormus. Erste Schiffe passieren die Route laut Trump mautfrei, während der Iran Gebühren für Dienstleistungen plant. Diese Schritte könnten den Schiffsverkehr stabilisieren und zur regionalen und globalen Entspannung beitragen. Auch im Ukraine-Krieg sehen Trump und Kanzler Friedrich Merz ein neues Fenster für Diplomatie. Es bleibt abzuwarten, wie konsequent die Signale von Evian in der Praxis umgesetzt werden.

Reflecting on the year 1860, Germanicus characterizes the American Civil War as an authoritarian suppression of the South by rigid abolitionists who sought to replace southern institutions with a utopian vision. He draws a direct parallel between those nineteenth-century radicals and modern "woke progressives," claiming both share an authoritarian mindset that views their opponents as "evil" rather than merely disagreeable. Germanicus warns that this drive to "transform" the nation through force and the refusal to seek true reconciliation mirrors the unresolved tensions of the Spanish Civil War. He concludes that by using the past to ensure control of the future rather than learning its lessons, the nation risks entering a cycle of "endless strife" and permanent internal conflict. (3)2808 BOSTON

Parallel Compression, Oil System Differences & Brett's Flat in Bat Country - Episode-524 VideoHotel Wi‑Fi, Flat Tires & Parallel Compression Chaos | Advanced Refrigeration PodcastBrett Wetzel and Kevin Dumpless kick off this episode from a wildly bright SpringHill Suites in Fort Worth after travel chaos, traffic frustration, and a flat tire that dropped pressure to zero in record time. From there, they jump into real-world rack work: long weeks on a rack change-out, frustrations with manufacturers leaving no room for core pullers on EPRs/A8 valves, and the familiar pain of electrical contractors who don't read prints. Kevin walks through a parallel compression CO₂ startup, including staging issues tied to flash gas bypass valve capacity, oil reservoir differential problems, and how a weighted check valve maintains oil flow when flash tank pressures rise. They compare oil separator strategies, discuss ICAD reliability versus steppers, and highlight a dock reheat/dehumidification setup using defrost return gas and controls.

Parallel Compression, Oil System Differences & Brett's Flat in Bat Country - Episode-524 Hotel Wi‑Fi, Flat Tires & Parallel Compression Chaos | Advanced Refrigeration PodcastBrett Wetzel and Kevin Dumpless kick off this episode from a wildly bright SpringHill Suites in Fort Worth after travel chaos, traffic frustration, and a flat tire that dropped pressure to zero in record time. From there, they jump into real-world rack work: long weeks on a rack change-out, frustrations with manufacturers leaving no room for core pullers on EPRs/A8 valves, and the familiar pain of electrical contractors who don't read prints. Kevin walks through a parallel compression CO₂ startup, including staging issues tied to flash gas bypass valve capacity, oil reservoir differential problems, and how a weighted check valve maintains oil flow when flash tank pressures rise. They compare oil separator strategies, discuss ICAD reliability versus steppers, and highlight a dock reheat/dehumidification setup using defrost return gas and controls.

The prophet Micah, a contemporary of Isaiah, prophesied the coming judgment of God on the kingdoms of Israel and Judah at the hand of the Assyrians. Our chronological reading order brings the book of Micah into the middle of our study of Isaiah. While Isaiah prophesied a day when the kingdom of Judah would declare, “God is my salvation,” Micah's prophecy is a warning of God's imminent judgment for the sins of Judah and Samaria. We see both prophecies as being of the “already but not yet” type, fulfilled in the eighth century BC, but with a future fulfillment still to come. Bear in mind when reading Isaiah 12 that the the Hebrew word translated “salvation” is Yeshua—Jesus. Sharon's niece, Sarah Sachleben, has been diagnosed with stage 4 bowel cancer, and the medical bills are piling up. If you are led to help, please go to GilbertHouse.org/hopeforsarah. Our latest book The Gates of Hell is available in paperback, Kindle, and as an audiobook at Audible! Derek's book Destination: Earth, co-authored with Donna Howell and Allie Anderson, is available in paperback, Kindle, and as an audiobook at Audible! If you are looking for a text of the Book of 1 Enoch to follow our monthly study, you can try these sources: Parallel translations by R. H. Charles (1917) and Richard Laurence (1821)Modern English translation by George W. E. Nickelsburg and James VanderKam (link to book at Amazon)Book of 1 Enoch - Standard English Version by Dr. Jay Winter (link opens free PDF)Book of 1 Enoch - R. H. Charles translation (link opens free PDF) The SkyWatchTV store has a special offer on Dr. Michael Heiser's two-volume set A Companion to the Book of Enoch. Get both books, the R. H. Charles translation of 1 Enoch, and a DVD interview with Mike and Steven Bancarz for a donation of $35 plus shipping and handling. Link: https://bit.ly/heiser-enoch JOIN US IN ISRAEL (NOTE NEW DATES)! We will tour the Holy Land Oct. 25–Nov. 6, 2027 with an optional three-day extension to Jordan. For more information, log on to GilbertHouse.org/travel. Follow us!• X: @gilberthouse_tv | @sharonkgilbert | @derekgilbert• Substack: GilbertHouse.substacdk.com | SharonKGilbert.substack.com• Telegram: t.me/gilberthouse | t.me/sharonsroom | t.me/viewfromthebunker• YouTube: @GilbertHouse | @UnravelingRevelation | @thebiblesgreatestmysteries• Facebook.com/GilbertHouseFellowship Thank you for making our Build Barn Better project a reality! We truly appreciate your support. If you are so led, you can help out at GilbertHouse.org/donate. Get our free app! It connects you to these studies plus our weekly video programs Unraveling Revelation and A View from the Bunker, and the podcast that started this journey in 2005, P.I.D. Radio. Best of all, it bypasses the gatekeepers of Big Tech! The app is available for iOS, Android, Roku, and Apple TV. Links to the app stores are at www.gilberthouse.org/app/. Video on demand of our best teachings! Stream presentations and teachings based on our research at our new video on demand site! Gilbert House T-shirts and mugs! New to our store is a line of GHTV and Redwing Saga merch! Check it out at GilbertHouse.org/store! Think better, feel better! Our partners at Simply Clean Foods offer freeze-dried, 100% GMO-free food and delicious, vacuum-packed fair trade coffee from Honduras. Find out more at GilbertHouse.org/store. Our favorite Bible study tools! Check the links in the left-hand column at www.GilbertHouse.org.

Playlist: Yazim Lacey - Sweetest SeasonClerel, C the Reason - In Your ArmsFaouzia - You're a NuisanceNectar Woode - Rivers EndBlack Uhuru, featuring 12" Mix - Eden Out DehJOHNNY OSBOURNE - Cool DownYoung Kulcha, The 18th Parallel, Roberto Sanchez - Dub RevelationDeeNucka, Sister Nancy - Talk And MissJames Blood Ulmer - Are You Glad to Be in America?Ibibio Sound Machine - Concept of LoveIbrahim Maalouf, Trombone Shorty, anthony evans, Jon Baptiste - Bring the LightJalen Ngonda - Burning TempationLou Bond - Why Must Our Eyes Be Turned BackwardsDominique Fils-Aimé - Sun SkinSouls In Rhythm - Starring RoleZuffalo - Digging a HoleFelipe Gordon - Funky FunghiDJ Vadim , Graziella, echo crew - too goodKalisway - Not So SweetThe Beginning of the End - Come DownSlap Dragon - Already WonMorcheeba, featuring NATURE version - Sound of BlueBonobo - Me and YouBegonia - The LightNina Simone, featuring HAAi Remix - That's All I Ask

Guten Morgen, Kurz vor den angekündigten Militärschlägen gegen den Iran hat US-Präsident Donald Trump die Angriffe überraschend wieder abgesagt. Grund seien laufende Verhandlungen, die die höchste Ebene der iranischen Führung erreicht hätten. Die finalen Punkte seien nach Angaben Trumps von allen beteiligten Parteien gebilligt worden. Zeitpunkt und Ort der Unterzeichnung des Abkommens sollen „in Kürze bekanntgegeben“ werden. Parallel dazu hat Kanzler Friedrich Merz eine Woche vor dem Europäischen Rat in Brüssel die Schwerpunkte der Bundesregierung vorgestellt: Wettbewerbsfähigkeit, Bürokratieabbau, neue Handelsabkommen, Unterstützung der Ukraine und Fortschritte in der Migrationspolitik.

Anthropic recently launched Claude Fable 5, a high-performance AI model that initially featured invisible safety safeguards which silently degraded responses for certain technical queries. This "hidden" intervention sparked significant backlash from developers and researchers, who argued that covert model degradation undermined transparency and broke professional trust. In response, Anthropic apologized and transitioned to visible guardrails, ensuring that flagged requests now explicitly notify users when they are rerouted to a weaker fallback model. Parallel to this policy shift, security researchers successfully jailbroken Fable 5 using complex multi-agent tactics to bypass its safety filters. Furthermore, enterprise users face new compliance hurdles due to a mandatory 30-day data retention policy that overrides previous privacy agreements. Ultimately, these sources highlight the ongoing tension between frontier AI capabilities, competitive interests, and the demand for corporate accountability.

Joel Kotkin examines the definition of fascism, arguing that Italian Prime Minister Giorgia Meloni is not a fascist because she respects democratic norms. He identifies China's government-led economy as the closest modern parallel to historical fascism. Kotkin also warns of "techno-fascism," where a small group of global tech companies exert unprecedented control over public opinion and information through surveillance tools. (7)BERLIN 1940

Recorded 2026-06-10 20:08:47

Geschätzte Lesedauer: 14 Minuten Was unterscheidet einen deutschen Vertriebsingenieur von einem amerikanischen Sales-Profi – und was kann der deutsche Mittelstand aus fast zwei Jahrzehnten internationalem B2B-Vertrieb lernen? Genau darum geht es in dieser Folge. Mein Gast Olaf Detlef hat acht Jahre in Shanghai verbracht, dann elf Jahre in den USA – und ist seit Anfang 2025 zurück in Deutschland. Als Geschäftsführer von Kendrion Industrial Brakes bringt er Erfahrungen mit, die kaum jemand im deutschsprachigen Mittelstand so gesammelt hat. Und ich sage dir: Es lohnt sich, genau hinzuhören. Internationaler B2B Vertrieb: Drei Kontinente, drei Lektionen Olaf ist kein Vertriebstheoretiker. Er hat als junger Vertriebler den Finger gehoben, als sein damaliger Arbeitgeber – ein Mittelständler mit 300 Mitarbeitern – einen Aufbau in China suchte. Kein Netzwerk, keine China-Erfahrung und außerdem keine Sprachkenntnisse. Aber er war der Einzige, der sich gemeldet hat. Folglich wurden aus geplanten drei Jahren acht. Danach folgte Amerika – auch dort sollte es drei Jahre werden, doch es wurden elf. Wer in zwei Märkten, die kaum unterschiedlicher sein könnten, erfolgreich Vertrieb aufgebaut hat, der sieht danach das Geschäft in Deutschland mit ganz anderen Augen. Was Olaf mitgebracht hat, ist kein Handbuch. Es ist ein Mindset – und eine Menge konkreter Beobachtungen, die direkt auf den deutschen Mittelstand übertragbar sind. Lass uns die wichtigsten durchgehen. China: Zustimmung im Meeting ist keine Zustimmung im System Die erste große Lektion aus dem internationalen B2B Vertrieb kommt aus Shanghai. Olaf hatte ein vielversprechendes Projekt im Bereich Windkraft. Die Meetings liefen gut, die Stimmung war positiv, der CFO war dabei. Beim anschließenden Abendessen fehlte dieser plötzlich. Und am Ende wurde nicht das komplette System bestellt – sondern nur eine Komponente. Was war passiert? Olaf hatte die Zustimmung im Meeting mit einer echten Entscheidung verwechselt. In China läuft vieles über Gesichtswahrung. Ein „Ja" im Gespräch bedeutet oft nicht mehr als: Ich möchte dich nicht in Verlegenheit bringen. Die eigentlichen Entscheider sitzen im Hintergrund – die sogenannte unbekannte Einkäufergruppe. Und die hat niemand auf dem Schirm gehabt. Das klingt zunächst wie ein China-spezifisches Problem. Tatsächlich ist es das aber nicht. Denn genau dasselbe passiert täglich in deutschen Vertriebsgesprächen. Der Kunde sagt: „Schick mir mal ein Angebot." Daraufhin denkt der Verkäufer: Auftrag in Sicht. Was der Kunde gemeint hat: Ich habe keine Zeit mehr für dieses Gespräch. Der Unterschied ist also nur, dass in Deutschland niemand so höflich ist, es nicht zu sagen – und dass in China niemand so direkt ist, es auszusprechen. „Eine Zustimmung im Meeting bedeutet noch lange keine Zustimmung im System." – Olaf Detlef Stakeholder-Management: Der Spaghetti-Ball, den du verstehen musst Eine der wertvollsten Erkenntnisse aus dem internationalen B2B Vertrieb – und gleichzeitig eine, die im deutschen Mittelstand noch viel zu selten gelebt wird – ist das konsequente Stakeholder-Mapping. Olaf beschreibt, wie sein Team eine Kundenorganisation aufgezeichnet hat und am Ende vor einem Bild stand, das aussah wie ein Spaghetti-Ball. Verwirrend. Undurchsichtig. Kaum zu entwirren. Die entscheidende Frage dabei: Wer muss diesen Spaghetti-Ball eigentlich verstehen? Der Kunde selbst? Meistens weiß der nicht mal genau, wer bei ihm intern alles mitentscheidet. Es ist unsere Aufgabe als Vertrieb, das herauszufinden – und zwar bevor wir in den ersten echten Discovery Call gehen. Ein konkretes Beispiel: Olaf hatte ein Projekt, das praktisch abgeschlossen war. Doch kurz vor Projektabschluss meldete sich plötzlich der Produktionsleiter – den niemand auf dem Schirm hatte, nicht einmal der Kunde selbst. Sein Urteil: So geht das nicht. Folglich kam es zu über einem Jahr Verzögerung. Mein Tipp dazu, den ich auch in Workshops immer wieder bringe: Mach eine Stakeholder-Map. Wie in einem Tatort-Krimi – Fotos an die Wand, Fäden ziehen, fragen: Wen kennen wir noch gar nicht? Wer könnte noch mitentscheiden? Wo fehlen uns Informationen? Tools wie LinkedIn Sales Navigator helfen dabei, Entscheidungsstrukturen zu recherchieren – und gezielt Fragen zu stellen, die den richtigen Ansprechpartner ins Spiel bringen. So baust du deine Stakeholder-Map auf So erstellst du eine Stakeholder-Map für komplexe B2B-Deals Bekannte Kontakte auflisten Notiere alle Personen, mit denen du bereits Kontakt hattest – Name, Rolle, Abteilung. Entscheidungsstruktur recherchieren Nutze LinkedIn Sales Navigator, um herauszufinden, wer an wen berichtet und welche Rollen noch relevant sein könnten. Weiße Flecken markieren Wo fehlen Kontakte? Einkauf, Produktion, Qualität, Geschäftsführung – welche Ebenen hast du noch nicht erreicht? Gezielte Fragen im nächsten Gespräch stellen Frag deinen Ansprechpartner aktiv: „Sollten wir auch Herrn Müller aus der Qualitätssicherung einbeziehen?" – so eröffnest du Türen, ohne aufdringlich zu wirken. Map laufend aktualisieren Stakeholder-Maps sind keine einmalige Übung. Aktualisiere sie mit jeder neuen Information aus Gesprächen, E-Mails und Recherchen. Vom Problem hinter dem Problem: Was chinesische Verhandlungsstrategien uns lehren Olaf hatte in China das Glück, einen Mentor zu finden – einen Deutschen, der in Aachen studiert hatte, fließend Deutsch sprach und beide Kulturen wirklich kannte. Dieser Mentor machte ihn auf eine alte chinesische Verhandlungsstrategie aufmerksam, die heute noch im internationalen B2B Vertrieb angewendet wird: das Feuer vom Kochtopf entziehen. Gemeint ist: Das Wasser kocht – aber du musst nicht das Wasser abkühlen, du musst die Flamme wegnehmen. Übertragen auf den Vertrieb: Was ist wirklich die Ursache des Problems? Was will der Kunde wirklich erreichen? Will er Preisführer werden? Nach Europa exportieren? Netzwerk aufbauen? Die Symptome sind sichtbar – die eigentlichen Ursachen liegen tiefer. Das ist im Grunde das, was ich immer als „Problem hinter dem Problem" bezeichne. Ein Kunde sagt, er braucht eine neue Industriebremse. Okay. Aber warum? Was läuft mit dem aktuellen Lieferanten nicht? Welche Herausforderungen hat er? Und wenn er sagt, er ist mit dem aktuellen Lieferanten super zufrieden – was steckt dann wirklich dahinter? Genau hier liegt der Unterschied zwischen einem Vertriebsingenieur, der Features erklärt, und einem Verkäufer, der wirklich versteht, was der Kunde braucht. Amerika: Geschwindigkeit, Klarheit und der erste Call entscheidet alles Nach acht Jahren China kam für Olaf Amerika. Und der Kulturschock war in gewisser Weise noch größer – weil man glaubt, Amerika zu kennen. Tut man aber nicht. Die USA haben Olaf gelehrt: Im internationalen B2B Vertrieb zählt Geschwindigkeit. Amerikanische Kunden wollen früh wissen, ob eine Lösung grundsätzlich passt. Kein vollständiges Konzept, keine fertige Zeichnung – eine Skizze und eine grobe Preiseinschätzung reichen für einen ersten Orientierungspunkt. Während ein deutscher Ingenieur sagt „Das kann man nicht schätzen, das müssen wir genau berechnen", antwortet der amerikanische Einkäufer innerlich bereits: „Nächster Bitte." Noch entscheidender: In den USA gilt – wenn der erste Call nicht sitzt, bist du raus. Nicht etwa nach dem zweiten oder dritten Gespräch, sondern bereits nach dem ersten. Keine zweite Chance, kein Wiederanlauf. Das klingt zwar hart, bringt aber eine wichtige Konsequenz mit sich: Der Discovery Call muss so vorbereitet sein wie eine Präsentation vor dem Vorstand. Dazu kommt: Eine freundliche Gesprächsatmosphäre in den USA bedeutet keine Verbindlichkeit. Amerikaner sind von Natur aus freundlich und offen – das ist kulturell bedingt, aber kein Kaufsignal. Olaf hat das selbst schmerzhaft erlebt: Ein Meeting verlief bestens, er war am Ende überzeugend, aber er hatte das eigentliche Signal – es geht auch um einen Preisvorteil – überhört. Danach kam nichts mehr. Der Discovery Call: Das wichtigste Meeting im internationalen B2B Vertrieb Was Olaf aus Amerika mitgenommen hat und jetzt in Deutschland umsetzt, ist eine neue Ernsthaftigkeit gegenüber dem Discovery Call. Früher, als man sich noch persönlich getroffen hat, gab es ein Warm-up, ein paar Minuten Smalltalk, man konnte die Körpersprache des Gegenübers lesen. Heute hat man 30 bis 45 Minuten – manchmal mit Kameras aus, manchmal kommen kurzfristig unbekannte Teilnehmer dazu. Und in dieser Zeit soll man sich vorstellen, den Kunden verstehen, seinen Nutzen zeigen und die nächsten Schritte klären. Das ist kein Meeting mehr – das ist ein Sprint. Und wer unvorbereitet reingeht, verliert. Cross-funktionale Teams statt Einzelkämpfer Olafs Ansatz: Cross-funktionale Teams für wichtige Discovery Calls. Nicht einer geht alleine rein, sondern zwei bis drei Personen mit unterschiedlichen Fähigkeiten. Ein Techniker, ein Kaufmann und außerdem jemand, der gut zuhört und nachfragt. Das hat mehrere Vorteile: Zum einen kannst du das Playbook wechseln, wenn sich herausstellt, dass auf der anderen Seite plötzlich ein CFO statt eines Ingenieurs sitzt. Zum anderen zeigst du Kompetenz durch Professionalität. Und schließlich kannst du auf fast jede Frage sofort antworten. Dazu hat Olaf bei Kendrion ein Setup gebaut, das einem kleinen Nachrichtenstudio ähnelt: mehrere Kameras, professionelle Beleuchtung, ein Setup, das Professionalität ausstrahlt. Im klassischen Maschinenbau ist das noch die Ausnahme – genau deshalb fällt es auf. Und genau deshalb funktioniert es. Deutschland: Ingenieure im Vertrieb – Stärke und Schwäche zugleich Seit Anfang 2025 ist Olaf wieder in Deutschland. Und was er sieht, klingt vertraut – vielleicht zu vertraut. Deutsche Vertriebsingenieure sind tief in der Technik. Sie können erklären, wie ein Produkt funktioniert, welche Toleranzen es hat, welche Zulassungen vorliegen. Das ist ein echtes Asset. Aber es ist eben auch eine Falle. Denn während der deutsche Vertriebsingenieur noch erklärt, hat der amerikanische Einkäufer schon innerlich aufgehört zuzuhören. Olaf beschreibt das sehr treffend: In China waren deutsche Ingenieure noch bewundert – die Präzision, die Tiefe, das Fachwissen haben Eindruck gemacht. In Amerika hat er manchmal erlebt, wie die Augen seiner Gesprächspartner schon an die Decke wanderten. Die Botschaft: Komm auf den Punkt. Das bedeutet allerdings nicht, dass Fachwissen wertlos ist. Im Gegenteil. Aber es muss in den Dienst des Kunden gestellt werden, anstatt als Selbstzweck präsentiert zu werden. Denn der Kunde will nicht wissen, wie eine Industriebremse funktioniert. Vielmehr will er wissen, was sie für sein konkretes Problem bedeutet. Der informierte Kunde: 60 bis 80 Prozent des Kaufprozesses sind bereits gelaufen Ein weiterer wichtiger Punkt aus der Praxis des internationalen B2B Vertriebs: Der Kunde kommt heute nicht mehr unwissend ins Gespräch. Er hat recherchiert, er hat 3D-Zeichnungen heruntergeladen und außerdem Wettbewerber verglichen – vielleicht hat er sogar schon fünf Pitches gehört. Folglich weiß er in vielen Fällen mehr als mancher Vertriebsmitarbeiter, zumindest über die Marktoptionen. Was bedeutet das für den Vertrieb? Olaf bringt es auf den Punkt: Eine Company-Presentation zu zeigen ist heute irrelevant. Der Einstieg in ein Gespräch über die eigene Geschichte, die eigenen Awards und die eigene Unternehmensphilosophie kostet wertvolle Minuten – und die hat man nicht mehr. Was der Kunde wirklich braucht: Jemanden, der die vielen Informationen, die er bereits hat, in eine sinnvolle Reihenfolge bringt. Der sagt: Das ist zwar interessant, aber das brauchst du eigentlich nicht – weil dieses und jenes dein Problem bereits löst. Das ist echter Kundennutzen. Das ist der Moment, in dem ein Discovery Call nicht endet mit „Danke, wir melden uns" – sondern mit „Das war wirklich hilfreich." Marketing und Vertrieb: Gemeinsam oder gar nicht Wer im internationalen B2B Vertrieb Leads generieren will, kann sich nicht mehr leisten, Marketing und Vertrieb als getrennte Welten zu behandeln. Olaf setzt das konsequent um: Marketing sitzt bei Strategie-Meetings dabei, ist verpflichtet, Content zu liefern, der den Kunden bereits vor dem ersten Kontakt informiert und qualifiziert. Denn wenn 60 bis 80 Prozent der Kaufentscheidung bereits gefallen sind, bevor der Vertrieb ins Spiel kommt, dann muss Marketing diese Phase aktiv gestalten – nicht nur hübsche Broschüren produzieren. Das bedeutet konkret: technische Inhalte, die echte Fragen beantworten. Dazu Case Studies, die zeigen, wie das Problem tatsächlich gelöst wurde. Außerdem 3D-Zeichnungen, die der Kunde direkt verwenden kann. Und schließlich eine Website, die nicht über das Unternehmen redet, sondern über den Kunden und seine Herausforderungen. Mindset-Change statt Training: Der Challenger-Club als Modell Wie überträgt man all diese Erkenntnisse aus dem internationalen B2B Vertrieb auf ein deutsches Team? Olaf hat bei Kendrion einen Weg gewählt, den ich wirklich spannend finde: keinen Frontalunterricht, kein externes Training, das nach zwei Tagen vergessen ist. Stattdessen: einen Club. Erst gab es eine Verhandlungsgruppe – ein freiwilliger Zusammenschluss, der Vertrieblern hilft, schwierige Verhandlungen zu meistern. Das Format: Man liest Bücher, trifft sich, diskutiert – und hilft anderen in der Gruppe mit echten, laufenden Verhandlungen. Als Olaf den Zugang begrenzte und Bewerbungen verlangte, war der Club innerhalb von 24 Stunden ausgebucht. Dieses Prinzip hat er auf den Challenger-Sale-Ansatz übertragen. Eine gemischte Gruppe – Vertrieb, Konstruktion, Logistik – arbeitet gemeinsam daran, echte Fälle zu analysieren und Playbooks für unterschiedliche Stakeholder-Konstellationen zu entwickeln. Kein Lehrbuch, gelebte Praxis. Und der Sog-Effekt funktioniert: Andere Mitarbeiter fragen inzwischen, warum sie nicht dabei sein dürfen. Warum der Chef selbst mitmachen muss Das Wichtigste dabei: Olaf macht selbst mit. Denn er ist nicht der Chef, der von oben anordnet. Vielmehr ist er ein Teil des Teams – angreifbar, offen für Fragen und außerdem bereit zuzugeben, dass er selbst nicht immer alle Antworten hat. Genau dieser Führungsstil ist es, der echten Wandel überhaupt erst möglich macht. „Erst verstehen, dann verstanden werden." – Olaf Detlef KI im internationalen B2B Vertrieb: Noch am Anfang, aber unverzichtbar Auch das Thema KI kommt nicht zu kurz. Bei Kendrion ist man gerade dabei, die richtigen Tools auszuwählen – Enterprise-Versionen, die datenschutzkonform in einem börsennotierten Unternehmen eingesetzt werden können. Ein konkretes Problem, das gelöst werden soll: Informationen wiederfinden. Was früher auf dem Server lag, dann in Teams, dann im SharePoint, dann in der Cloud – und was jetzt niemand mehr findet, wenn ein Kunde fünf Jahre später auf eine damalige Vereinbarung verweist. Parallel läuft der Wechsel aller CRM-Systeme auf SAP Cloud for Customer – mit allen Schmerzen einer Übergangsphase, in der man gleichzeitig das alte System herunterfährt und das neue aufbaut. Das kostet Kraft. Aber wer diese Phase nicht konsequent durchzieht, hat danach keine belastbare Datenbasis – und ohne Datenbasis kein vernünftiger Vertrieb. Der Vertriebsleiter als Ermöglicher, nicht als Aufpasser Einer der wichtigsten Punkte, die Olaf mitbringt, ist sein Führungsverständnis. Ein guter Vertriebsleiter im internationalen B2B Vertrieb – oder auch im rein deutschen Markt – ist kein Händchenhalter und kein Kontrolleur. Vielmehr ist er derjenige, der seine Leute befähigt. Er findet heraus, was im Werkzeugkasten fehlt, und ist bei wichtigen Calls dabei – nicht um zu übernehmen, sondern um zu unterstützen. Außerdem steht er bei schwierigen Situationen als Gesprächspartner zur Verfügung, ohne gleich eine fertige Lösung zu diktieren. Empathieverständnis ist dabei das Schlüsselwort. Wer an der Basis versteht, welchen Druck die Vertriebsmitarbeiter haben – und diesen Druck wirklich ernst nimmt, anstatt ihn weiterzugeben –, schafft ein Klima, in dem Menschen wachsen wollen. Und das ist am Ende das, was Unternehmen langfristig besser macht. Key Takeaways: Was du aus dem internationalen B2B Vertrieb mitnehmen kannst Zustimmung im Gespräch ist kein Kaufsignal – weder in China noch in Deutschland. Hinterfrage immer, welche Stakeholder noch involviert sind. Kenne deine unbekannte Einkäufergruppe – erstelle vor jedem wichtigen Deal eine Stakeholder-Map und mache weiße Flecken sichtbar. Suche das Problem hinter dem Problem – der Kunde nennt dir ein Symptom. Deine Aufgabe ist es, die eigentliche Ursache zu verstehen. Der Discovery Call entscheidet alles – bereite ihn so vor wie ein Vorstandspräsentation. In 30 bis 45 Minuten musst du liefern. Fachwissen ist kein Selbstzweck – stelle dein Wissen in den Dienst des Kunden, nicht in den Dienst deiner eigenen Präsentation. Marketing gehört in den Vertriebsprozess – nicht davor, nicht daneben, sondern mittendrin. Kulturwandel funktioniert nicht per Anweisung – schaffe Sog, nicht Druck. Mach selbst mit. Häufige Fragen zum internationalen B2B Vertrieb (FAQ) Was ist der größte Unterschied zwischen amerikanischem und deutschem B2B Vertrieb? Der größte Unterschied liegt in der Geschwindigkeit und Direktheit. Amerikanische Kunden wollen früh eine grobe Einschätzung – Skizze und Preisgefühl reichen als ersten Orientierungspunkt. Deutsche Ingenieure neigen dazu, erst vollständige Konzepte zu erstellen, bevor sie antworten. Dazu kommt: In den USA entscheidet der erste Call. Wer dort nicht überzeugt, bekommt keine zweite Chance. Was ist die unbekannte Einkäufergruppe im B2B Vertrieb? Die unbekannte Einkäufergruppe bezeichnet alle Stakeholder, die Einfluss auf eine Kaufentscheidung haben, aber im Verlauf des Vertriebsprozesses nicht sichtbar sind. Das können Produktionsleiter, Qualitätsverantwortliche, CFOs oder andere interne Entscheider sein, die im Hintergrund agieren und eine Entscheidung kippen können – auch wenn alle sichtbaren Gesprächspartner bereits zugestimmt haben. Discovery Call, Kultur und Führung – die wichtigsten Praxisfragen Wie bereite ich einen Discovery Call im internationalen B2B Vertrieb richtig vor? Recherchiere vorab alle bekannten Stakeholder, erstelle eine Stakeholder-Map und identifiziere weiße Flecken. Plane, was du in 30 bis 45 Minuten wirklich erreichen willst. Definiere, welche Informationen du brauchst – und welche Fragen dich dorthin führen. Überlege, welche Mitarbeiter mit unterschiedlichen Fähigkeiten du mitbringen kannst, um flexibel auf verschiedene Gesprächspartner reagieren zu können. Warum ist Kulturkompetenz im internationalen B2B Vertrieb so wichtig? Weil Kaufsignale, Kommunikationsstile und Entscheidungsprozesse in verschiedenen Kulturen völlig unterschiedlich funktionieren. Was in Deutschland als Zustimmung gilt, kann in China höfliche Zurückhaltung bedeuten. Was in Amerika als freundlich wahrgenommen wird, ist nicht zwangsläufig Verbindlichkeit. Wer diese Unterschiede nicht kennt, interpretiert Signale falsch – und verliert Deals, ohne zu verstehen, warum. Wie kann ich als Vertriebsleiter im Mittelstand eine echte Veränderungskultur aufbauen? Nicht durch Anordnung, sondern durch Vorbildwirkung und Sog. Mach selbst mit – sei angreifbar, gib zu, wenn du etwas nicht weißt, und zeige deinem Team, dass du Teil der Veränderung bist und nicht ihr Auftraggeber. Begrenze den Zugang zu neuen Formaten und Gruppen, um natürliche Neugierde zu wecken. Und: Schaffe ein Klima ohne Angst, damit echte Fragen gestellt werden können. Fazit: Internationaler B2B Vertrieb als Spiegel für den deutschen Mittelstand Was ich an diesem Gespräch mit Olaf so wertvoll finde: Er spricht nicht über Theorie. Er spricht über das, was er selbst falsch gemacht hat, daraus gelernt hat – und was er jetzt anders macht. Und die meisten dieser Lektionen haben nichts mit China oder Amerika zu tun. Sie haben mit gutem Vertrieb zu tun: mit Vorbereitung, mit echtem Zuhören und außerdem mit dem Mut, Dinge zu hinterfragen, auch wenn die Antwort unbequem ist. Der internationale B2B Vertrieb hält einen Spiegel vor den deutschen Mittelstand. Und was wir darin sehen, sollte uns antreiben – nicht entmutigen. Denn die Grundlagen sind da. Das Fachwissen, die Ingenieurskultur, die Qualität der Produkte – das ist alles vorhanden. Was fehlt, sind die richtigen Fragen, das richtige Timing und die Bereitschaft, sich zu verändern. Und genau das lässt sich lernen. Wie seht ihr das? Was sind eure Erfahrungen mit internationalem Vertrieb – oder mit kulturellen Unterschieden in deutschen Kundengesprächen? Schreibt es in die Kommentare. Ich bin gespannt.

Wirtschaftsministerin Katherina Reiche hat bei „Future at the Table" Deutschlands Rückstand beim Wachstumskapital klar benannt. Europäische Pensionsfonds stecken im Schnitt nur 0,01 Prozent ihres verwalteten Vermögens in Venture Capital – die USA kommen auf fast 20 Prozent: „Wir vergeben damit nicht nur Kapital und Wachstum, sondern auch wertvolle Technologie", warnte Reiche. Parallel haben sich 24 Venture-Capital-Fonds im neuen German Venture and Growth Forum zusammengeschlossen – für Alexander Kudlich von 468 Capital ein Signal: „Wenn 24 Konkurrenten dasselbe Problem benennen, dann ist es kein Einzelproblem mehr, dann ist es ein strukturelles Problem." Die Highlights von Future at the Table fasst Michael Bröcker zusammen. [07:26]Das Rüstungsprojekt FCAS, Herzstück ist der gemeinsame Kampfjet von Deutschland, Frankreich und Spanien, ist gescheitert – jedenfalls bei der deutsch-französischen Kerntechnologie. Jahrelang stritten Airbus und Dassault darüber, wer die Federführung bekommt. Airbus sucht nun offenbar den Schulterschluss mit Spanien und Schweden, Dassault entwickelt allein weiter – genau das Gegenteil dessen, was Europas Verteidigungsunion eigentlich vorhat. [03:55]Der Iran hat Israel in der Nacht zu Montag mit Raketen beschossen – abgefangen wurden alle, Verletzte gab es auf israelischer Seite keine. Trump soll Netanjahu sofort angerufen und zur Zurückhaltung gedrängt haben, wenige Stunden später flogen dennoch israelische Vergeltungsschläge. Der Iran erklärte seinen Punkt für gemacht und stellte die Angriffe ein – unter der Bedingung, dass Israel seine Schläge gegen die Hisbollah im Libanon beendet. [01:53]Table.Briefings - For better informed decisions.Sie entscheiden besser, weil Sie besser informiert sind – das ist das Ziel von Table.Briefings. Wir verschaffen Ihnen mit jedem Professional Briefing, mit jeder Analyse und mit jedem Hintergrundstück einen Informationsvorsprung, am besten sogar einen Wettbewerbsvorteil. Table.Briefings bietet „Deep Journalism“, wir verbinden den Qualitätsanspruch von Leitmedien mit der Tiefenschärfe von Fachinformationen. Professional Briefings kostenlos kennenlernen: table.media/testenHier geht es zu unseren WerbepartnernHol dir deine persönlichen Daten mit Incogni zurück und hol dir 60 % Rabatt auf ein Jahresabo: https://incogni.com/tabletodayImpressum: https://table.media/impressumDatenschutz: https://table.media/datenschutzerklaerungBei Interesse an Audio-Werbung in diesem Podcast melden Sie sich gerne bei Laurence Donath: laurence.donath@table.media Hosted on Acast. See acast.com/privacy for more information.

Unser heutiger Gast war schon einmal bei uns, in Folge 163. Damals haben wir über ein Leben gesprochen, das sich an einer sehr klaren Frage orientiert: „To live a life worthy of the respect and the love of my children and my wife.“ Er lebt seit über 20 Jahren in Kapstadt, ist Big-Wave-Surfer, Imker, Permakulturist und Vater von fünf Kindern, Zwillinge und Drillinge, geboren innerhalb von 13 Monaten. Unternehmerisch gehört er zu denjenigen, die Remote Work nicht diskutiert, sondern gebaut haben, bereits Anfang der 2000er mit einer der ersten vollständig remote arbeitenden Digitalagenturen für Kunden in Deutschland und der Schweiz. Heute führt er dieses Denken konsequent weiter. Mit The Factory hat er ein Produktionshaus aufgebaut, das sich auf die skalierte Ausproduktion digitaler Werbemittel spezialisiert hat, über 100.000 Assets pro Jahr für mehr als 100 Premium-Brands im DACH-Raum. Sein Fokus liegt darauf, Marketing-Teams ihre Zeit zurückzugeben, durch klar strukturierte Prozesse, eigene Software und eine radikale Effizienz in der Umsetzung. Sein Garnatieversprechen ist dabei so einfach wie selbstbewusst: Unhappy? You don't pay. Parallel dazu verfolgt er weiterhin seine zweite große Mission: Mit DADicated hat er eine Plattform geschaffen, die Väter stärkt und die Rolle von Vätern neu denkt – mit der Überzeugung, dass starke Familien die Grundlage für eine bessere Gesellschaft sind. Seit 9 Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. Wir haben in mehr als 550 Episoden mit mehr als 700 Persönlichkeiten darüber gesprochen, was sich für sie verändert hat und was sich weiter ändern muss. Was verstehen Unternehmen bis heute nicht an Remote Work, obwohl es seit Jahren möglich ist? Wo genau verlieren Marketing-Teams heute am meisten Zeit und warum ist es so oft die Produktion von Werbemitteln? Und wie balanciert man ein Leben zwischen fünf Kindern, Big Waves und einem Business, das auf maximale Skalierung ausgelegt ist? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work, heute mit Philipp Hartmann. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

Kennt ihr den Maysember? Debo & Flori kennen ihn – dennder Mai war bei ihnen prall gefüllt wie ein Adventskalender: mit Feiertagen, Besuch, Chorauftritt und einem echten Highlight, das lange geplant war. Als Teil der Kedinger Kulturfestwochen haben die beiden ihr erstes Literaturevent auf dem Hof veranstaltet. Die Scheune war noch nicht fertig, das Wohnzimmer musste herhalten – und trotzdem war es ein richtig schöner Abend.Parallel dazu haben sie mit einer Freundin einen Sichtschutzfür ihre Ferienwohnung gebaut: gespaltene Ulmen-Stämme vom eigenen Baum, alte Fenster aus dem Schrebergarten – ein echtes Upcycling-Projekt, das jetzt stolz steht.Auch die zweite Ferienwohnung nähert sich der Zielgeraden:Flori hat Fachwerkmauern gelernt, Lehmplatten ersetzen Rigips, und eine entscheidende Bodenfrage steht noch offen – Béton Ciré oder doch Ausgleichsmasse plus Epoxidharz? (Wer schon mal Béton Ciré verarbeitet hat, weiß: Socialmedia lügt.)

Christian Zeugin begrüsst im Casinotheater Winterthur die MMA-Profisportlerin Stephanie «Stephi» Egger und den Technologie-Pionier sowie Extrem-Abenteurer Andy Fitze. Andy Fitze (57) Der Technologie-Unternehmer und strategische Berater beschäftigt sich bereits seit über einem Jahrzehnt intensiv mit Künstlicher Intelligenz, lange bevor der aktuelle weltweite Boom einsetzte. Seine Freizeit ist geprägt von aussergewöhnlichen Outdoor-Herausforderungen: Als Mitglied des exklusiven «Global Explorers» Clubs sucht er bewusst extreme Expeditionen in arktische Gebiete wie Skandinavien und Grönland. Auf dem Nordatlantik überlebte er das dramatische Unglück eines nachgebauten Wikingerschiffs, das von einer Riesenwelle zerstört wurde. Ein einschneidendes Erlebnis, das von ihm nach dem Verlust einer Expeditionskollegin eine tiefe Phase der mentalen Verarbeitung und Neuorientierung forderte. ________________________________________ Stephanie Egger (37) Die Profisportlerin aus dem Rheintal schrieb Sportgeschichte als erste Schweizerin in der UFC (Ultimate Fighting Championship), der härtesten Kampfsportliga der Welt. Ihre sportliche Karriere begann im Alter von vier Jahren im Judo, wo sie es bis ins Nationalkader und zum U23-Europameistertitel brachte. Nach einem verletzungsbedingten Rücktritt im Jahr 2012 erfand sie sich im MMA-Sport völlig neu. Parallel zu ihrer Karriere absolvierte sie ein Psychologiestudium und erlernte schon als Kind extreme Selbstständigkeit, da ihre Eltern stark im eigenen Gastronomiebetrieb eingebunden waren. Nach der Geburt ihres Sohnes im Jahr 2024 kehrte sie mit eiserner Disziplin in Rekordzeit in das intensive Training zurück. ________________________________________ Moderation: Christian Zeugin Andy Fitze und Stephanie Egger sind zu Gast bei Christian Zeugin am Sonntag, 7. Juni im Casinotheater Winterthur. Türöffnung ist um 9 Uhr. Bitten seien Sie bis spätestens 9.30 Uhr vor Ort. Der Eintritt ist frei. ________________________________________ Das ist «Persönlich»: Jede Woche reden Menschen über ihr Leben, sprechen über ihre Wünsche, Interesse, Ansichten und Meinungen. «Persönlich» ist kein heisser Stuhl und auch keine Informationssendung, sondern ein Gespräch zur Person und über ihr Leben. Die Gäste werden eingeladen, da sie aufgrund ihrer Lebenserfahrungen etwas zu sagen haben, das über den Tag hinaus Gültigkeit hat. ________________________________________

This weeks show starts out with classics from Mikey Dread, Eek A Mouse, Michael Prophet, Rico Rodriguez, Brigadier Jerry & Ranking Joe, Jacob Miller, Burning Spear, Bob Marley, Cornell Campbell, The Gladiators, Freddie McGregor, Sanchez, Luciano, Junior Reid, Dennis Brown, Michael Rose, Barry Brown, Pablo Moses, and Sugar Minott. New music this week comes from Lone Ark Meets The 18th Parallel, Young Kulcha,Sly & Robbie, Taj Weekes, Hopeton Lindo with Freddie McGregor & Marcia Griffiths, Akae Beka, Samory I, Stephen Marley, SunDub, Menotti HiFi with Dr, Ring Ding, Earth & Power with Ranking Fox and Horseman Coyote, Protoje, Capleton, Medisun, Jah Version, Brother Culture, Buju Banton, and Macka B. Also in the mix are selections from Half Pint, Sinead O'Connor, The Co-Operators, Bitty McLean, Black Uhuru, John Holt, and Ken Boothe. Enjoy!  Brigadier Jerry & Ranking Joe - Meditation Chant - Dub Club: Foundation Come Again - Stones Throw Records Mikey Dread - Break Down The Walls - Beyond World War III - Heartbeat Records Eek A Mouse - Some A Holla, Some A Bawl - Reggae Anthology: Eek Ology - VP Records Michael Prophet & Yabby You - Love & Unity/Mash Down Rome 12” Mix - Yabby You: Dread Prophecy: The Strange  & Wonderful Story of Yabby You - Schanachie Lone Ark Meets The 18th Parallel - Man Kill Man/Peace Version - Fruits Records Rico Rodriguez - This Day - Roots To The Bone - Mango Jacob Miller - Forward Ever, Backward Never - Songbook: A Chapter A Day - VP Records Burning Spear - Tumble Down - Live At The Montreaux  Jazz Festival - Burning Music Productions Bob Marley & The Wailers - Lively Up Yourself - African Herbsman - Trojan Records Cornell Campbell - Mash You Down - I Man A The Stal A Watt - VP Records The Gladiators - Counting My Blessings/Counting: Light Up Your Spliff Version - Roots Natty - Tabou1  Freddie McGregor - Key To The City - City Riddim - Stingray Records Sanchez - Praise Him - Back At One: The Best Of Sanchez - VP Records Luciano - Chant Down Babylon - Xterminator Junior Reid - Thanks & Praise - W.O.W. Music 12” Michael Rose - Born Free - Yabby You: Jesus Dread 1972-1977 - Blood & Fire Dennis Brown - Concrete Castle King - Visions Of Dennis Brown - VP Records Barry Brown - Running Star - Flabba 12” Akae Beka - Sycamore Tree - World Tap In - Higher Bound Productions Pablo Moses - A Song - Best Of - Baco Music Sugar Minott - The People Got To Know/The People Got To Dub - Ghetto-Ology Plus Dub - Easy Star Records Young Kulcha & The 18th Parallel - Mystic Revelation - Fruits Records Winston Reedy & Salute - Get Wise Up - Room In The Sky: Masters Of Reggae 2020 - Room In The Sky The Co-Operators feat. Perkie - Over Yonder - Sounds From The Fridge - Waggle Dance Records The Co-Operators - Battle Cry Dub - Dub Over Yonder - Waggle Dance Records Sinead O'Connor - Throw Down Your Arms - Throw Down Your Arms - That's Why There Is Chocolate And Vanilla Gregory Isaacs - Down The Line - Open The Door - Ras Records Half Pint - When One Gone - Victory - Ras Records Sly & Robbie - One Gone - Power House Dub - VP Records Bitty McLean - Every Word And Move - Love Restart - Tabou1/Taxi Samory I - Zion - Revelation - TunUp Squad Entertainment  Taj Weekes - Climate Justice - Jatta Records Hopeton Lindo feat. Marcia Griffiths & Freddie McGregor - Don't Do It - Purpose - Irie Pen Records Stephen Marley - Hills Of St. Ann - Ghetto Youths International SunDub - Love & Humanity - Shoot Your Arrow - Easy Star Records The 18th Parallel feat. Keith Rowe - Love Gets Sweeter/Dub Gets Harder - All Fruits Ripe - Fruits Records John Holt - You'll Never Find - Rebel Island Soul: Under The Influence: Reggae Funk & Soul In Jamaica In The 1970s - Soul Jazz Records Ken Boothe - Everything I Own - Crying Over You Anthology 1963-1978 - Trojan Records Chronixx - Sweet Argument - Exile - Forever Living Originals LP Protoje & Zion I Kings - Weed & Tings/Weed & Tings Dub - In Search Of Zion - Indiggnation Collective/RCA Sly & Robbie - Jailhouse - Power House Dub - VP Records Wackies Rhythm Force - Addis Ababa Dub - African Roots Vol. 1 - Wackies Black Uhuru - Eden Out Deh - Greensleeves The Simeons - Jah Rastafari - Dub Conference In London - Freedom Sounds King Tubby & Soul Syndicate - Jah Is Coming In Dub - Freedom Sounds In Dub - Blood & Fire Junior Delgado - Cry Of The Destitute/Cry Of The Destitute Dubwise - Incredible Music 12” Menotti HiFi w/ Dr. Ring Ding & Victor Rice - It Dread/It Dread Dub - Paper Cup Records Horace Andy - Cuss Cuss (Subatomic Sound System Remix) - Broken Beats - Echo Beach Robert Dallas & Jam Tone - Stabilise Your Life/A Stabilising Dub - Showcase Vol. 1 - JamTone Ranking Fox w/Matta Roots, Hornsman Coyote & Earth & Power feat. Kara Basse Sound - Home Of The Free/Home Of The Free Dub/Horns Of The Free - Earth  & Power  Protoje feat. Pressure Busspipe - The Locusts - Art Of Acceptance - Indiggnation Collective/Ineffable Records Capleton & Derrick Sound - Prayers Up - Heights Of Fire - Evidence Music Medisun & Adam Prescott - Scorcher - Nice Up! Records Jah Version - Credentials - Gather Round - Evidence Music Brother Culture - Jump Up Pon It - Behold The Lion - Evidence Music Kabaka Pyramid - Nice Up The Dance - VP Records Buju Banton - Butterflies - VP Records Macka B - Di Real Rock - Firehouse Crew Cadenza feat. Stylo G & Busy Signal - Foundation/ Foundation (Gregory Morris Dub) - Sony Music

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✅ New autonomous agents. ✅ Canva designs made for you. ✅ Codex upgrades to make your business move. If you had your head down in spreadsheets this week, you missed some MAJOR AI upgrades that are available now. We track what's hot and what's not and break it all down on Fridays with our Friday Features. Autonomous Copilot agents, new Codex tools, Github CoPilot app and 7 more AI updates you should be using — An Everyday AI Chat with Jordan WilsonNewsletter: Sign up for our free daily newsletterMore on this Episode: Episode PageToday's Episode on LinkedIn: Thoughts on this? Join the convo on LinkedIn and connect with other AI leaders.Upcoming Episodes: Check out the upcoming Everyday AI Livestream lineupWebsite: YourEverydayAI.comEmail The Show: info@youreverydayai.comConnect with Jordan on LinkedInTopics Covered in This Episode:OpenAI Codex Role-Specific Plugins LaunchMicrosoft Build Conference AI Feature ReleasesChatGPT Memory and Business Account UpgradesMicrosoft Flash Image Model for PowerPointCanva Integrated with ChatGPT and CodexGitHub Copilot Standalone Desktop App PreviewMicrosoft Autopilot Always-On Work AgentsOpenAI Models Now Available on AWS BedrockCodex Sites: AI-Built Internal Web AppsTimestamps:00:00 OpenAI's big money moves03:47 Explaining role-specific plugins09:02 Microsoft's new image model release11:09 Microsoft's AI strategy and Canva update14:23 Canva integration with ChatGPT16:56 GitHub Copilot's new canvas feature20:46 AI token subscription changes24:42 AWS adds OpenAI models to Bedrock28:25 Introducing OpenAI's CodeX Sites Feature32:07 Launch of OpenAI's New Plug-in34:16 Overview of podcast structureKeywords: Autonomous copilot agents, Codex tools, GitHub Copilot app, OpenAI Codex, ChatGPT business accounts, OpenAI enterprise, Microsoft Build conference, Microsoft always-on agents, AWS AI updates, Canva plugin, ChatGPT memory upgrade, Windows Codex integration, Microsoft Flash model, Enterprise apps integration, Role-specific plugins, Sales data analytics, Product design AI, Creative production AI, Investment banking plugin, Public equity investing, Data analytics plugin, Workspace admins, App permissions, Role-aware work agent, Financial research automation, Microsoft image generation model, PowerPoint AI integration, OneDrive AI features, Visual design creation, Canva app for ChatGPT, Canva MCP server, Agentic context carry, Full screen design preview, GitHub Copilot desktop app, GitHub Copilot Canvas, Agent-native command center, Parallel agent work tree, Code app interface, Model options in GitHub, Token usage limits, Subscription token subsidizing, Anthropic token efficiency, Amazon Bedrock, GPT-4, GPT-4.5, Small language models, Token reckoning, Security governance, Inference engine, Code app sidebar, Codex Sites, Internal dashboards, Project trackers, Interactive web apps, Shareable AI apps, Enterprise data connectors, ChatGPT Canvas, Automated workflow, Workplace authentication, Creative briefs repository.Send Everyday AI and Jordan a text message. (We can't reply back unless you leave contact info) Start Here ▶️Not sure where to start when it comes to AI? Start with our Start Here Series. You can listen to the first drop -- Episode 691 -- or get free access to our Inner Cricle community and all episodes: StartHereSeries.com Also, here's a link to the entire series on a Spotify playlist. 

Last week Ed Shardlow posted his thoughts about The Hallmarked Man being written in playful but meaningful parallel with Rowling's “political fairy tale,” ‘The Hallmarked Man Meets The Ickabog.' Nick Jeffery and John Granger called him up both to congratulate him on Arsenal winning the Premier League Cup — Go, Gunners! — and to learn as much as they could about the parallels he noted. After acknowledging the correspondences with Casual Vacancy, the trio explored Ed's argument about the Ickabog echoing just beneath the surface of Hallmarked Man, straight up and in inversion.The Ten Questions, Links, and Helpful Notes1. Nick, can you provide some context for this conversation? How did we get to the point that we expected Hallmarked Man to echo in characters, plot points, and themes either Casual Vacancy or The Ickabog? No one thought that was in the cards when Rowling-Galbraith and her publishers locked down the series at ten books.* ‘Parallels Series Idea' Pillar Post* Evan Willis' Tetractys Theory: Part 1, Part 2, Part 32. Open subject for the triumvirate to discuss here: there are a bunch of Casual Vacancy parallels in Strike 8 that have to be acknowledged. Name your favorites; I'll start this ball Rowling…* Ironbridge and Pagford seemed to be sister cities* each book ‘begins' with the sudden and tragic death of a man who haunts the rest of the novel, Barry Obama Fairbrother and Tyler Powell* The peanut allergy that Tyler and Andrew Price have; and* The incest secret in the Longcaster and Wall families3. Having noted those, Ed, why are you so sure that it's The Ickabog which is the parallel text with Hallmarked Man? Is the quantity of the parallels you and others have found, their quality, or the overarching feel of the works?* Ed's Post: ‘The Hallmarked Man Meets The Ickabog'4. I was surprised by your sheep parallel. I know my Ickabog memories are not fresh, but were there a lot of lambs and ewes in Strike 8?* Ed's Post: ‘The Hallmarked Man Meets The Ickabog'5. And the fish?* Ed's Post: ‘The Hallmarked Man Meets The Ickabog'6. Is there something akin to the Freemasonry of Hallmarked Man in The Ickabog?* Inversion of ‘Political Fairy Tale' with modern touches and gritty detective novel and Medieval coloration via Freemasonry symbolism and ritual7. Sandy Hope, our partner in the Group Adventure of charting Hallmarked Man, had a bunch of parallels that she shared in the comment thread to your post:* One of my favorite parallels you mention is the Old Forge and the Ickabog's cave, in which both Robin and the Ickabog tell tragic stories of birth. The Old Forge also reminds me of the transformation of the dungeon once Mrs. Beamish gets a stove installed and starts baking and feeding the prisoners. Mr. Dovetail's broken mind is restored by Mrs. Beamish helping him remember better times, and Robin's own brokenness is soothed by Strike's transformation from a self-serving, manipulative jerk to a selfless, compassionate listener and genuine friend. In both stories the fire is warm and purifying. Comment Url * One of my favorite parallels was “sticking to the game plan,” the ill-fated idea shared by Strike via Uncle Ted and also Lord Spittleworth. RFM reminds me of Ma Grunter, trying to appear sober when they're actually drinking on the sly. Dangerous Dick de Lion is not unlike King Fred the Fearless, who both have to learn about being contrite. Robin's bracelet is rather like Daisy's bandalore: both gifts are initially a hit but end up secretly hidden or stolen. Comment Url8. My favorite parallels were between the incest and ectopic pregnancy in Hallmarked Man and the Ickabog's manner of conceiving children and birthing them. Did you laugh out loud when you figured that out? I did when I read your post -- but it bears some explaining --* Ed's Post: ‘The Hallmarked Man Meets The Ickabog'9. Let's go around the table again and talk about the connection between the two books we haven't talked about yet --* Avenging Ghost of Beamish and Powell* Eslanda/Jolanda* Sandy Hope's Footprint Clue* Image of St George* The monster's cave, the Old Forge on Sark, and an ectopic pregnancy* Woman talking monster into returning to human society* Ed's brilliant parallel Character list10. You discuss in your post that you went through two stages before arriving at your conviction that The Ickabog was the model: first the overarching story and then on re-reading The Ickabog for specific detailed parallels. Do you think we should do a re-read of Casual Vacancy -- Nick is always ready for a trip to Pagford -- to see if there aren't specifics there, too? This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit hogwartsprofessor.substack.com/subscribe

The Mandalorian war einst als Zugpferd von Disney+ angetreten, um den damals neuen Streaming-Dienst erfolgreich starten zu lassen, aber auch all die Star-Wars-Fans wieder zu versöhnen, die der Konzern selber mit seinen hauseigenen Filmen aus einer “weit, weit entfernten Galaxis” zuvor enttäuscht und massiv frustriert hatte. Der damalige Lichtblick sollte jedoch mit Staffel 2 seinen Zenit erreichen, schon in Staffel 3 erschütternd schnell verglimmen. Trotz putzigem “Baby Yoda”. Der Kinofilm The Mandalorian & Grogu bestätigt leider, dass auch Jon Favreau und Dave Filoni im immer ausgelutschter und belangloser wirkenden Star-Wars-Universum längst nichts cooles, spannendes, packendes und schon gar nichts erzählenswertes mehr einfällt. Parallel dazu wirkt ihr Filmhandwerk auch immer statischer, wirken digitale Hintergründe wieder so plump platziert und reale Kulissen so leblos ausgeleuchtet wie wir es vorher nur aus der Prequel-Trilogie von George Lucas so von Star Wars kannten. - Eine traurige Bestandsaufnahme im OverExposition-Podcast.

Sara Arslan sorgt gerade überall für Gesprächsstoff. Parallel zum Erfolg von „Take me Späti“ eskaliert der öffentliche Streit mit ihrem ehemaligen Management. Es geht um Geld, Ownership, Credits und die Frage, wem ein Creator-Format wirklich gehört. Mit „Take Me Späti“ hat sie ein Interviewformat geschaffen, das stark von Internetkultur und unangenehmer Direktheit lebt. Die Clips gehen millionenfach viral, Künstler wie Cro oder Mark Forster setzen sich freiwillig ihren Fragen aus und geraten dabei immer wieder sichtbar aus ihrer Komfortzone. Im Podcast spricht Sara offen über den Konflikt, ihre Zeit im Jurastudium, frühen Internet-Fame auf Ask.fm und warum sie glaubt, dass Shisha-Cafés die beste Vorbereitung aufs Interviewen waren. Hier die Folge auf YouTube anschauen! Worüber gesprochen wird: * Der Streit um „Take me Späti“ und die Ownership-Frage * Wie Sara virale Interviews fast komplett unvorbereitet führt * Warum Gäste sich sich auf ihre direkten Fragen einlassen * Öffentlichkeit, Hate und Selbstbewusstsein im Internet * Von Ask.fm bis Podcast-Hype: Saras Weg ins Rampenlicht Timecodes:  00:00:00 - 00:04:10 Intro 00:04:10 - 00:21:10 Zwischen Jura, Ask.fm und Internet-Fame 00:21:10 - 00:32:30 Wie „Take me Späti“ entstanden ist 00:32:30 - 00:43:49 Warum ihre Interviews so gut funktionieren 00:43:49 - 01:16:32 Streit um Ownership und Ex-Management In der Folge erwähnt:  Baby got Business auf YouTube Take Me Späti Laura Abla La Familia House of Reality Take Me Späti Folge mit Cro Take Me Späti Folge mit Mark Forster Chicken Shop Date Werbung: Hier findet ihr alle aktuellen Supporter unseres Podcasts & aktuelle Rabattcodes. Social Media Editing Crash Kurs am 23. Juni 2026 Reels schneiden, die nicht nach Trial-and-Error aussehen? Im Crash Kurs lernst du Editing-Workflows, Tools und Techniken für Content, der auf Social Media funktioniert. Der Invest liegt bei 890 € (zzgl. MwSt.) pro Kurs. Also, worauf wartest du? Sichere dir jetzt deinen Platz! Hier findest du mehr über uns:  Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram ⁠⁠⁠⁠ TikTok⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠Impressum⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

A VISION of Noah was inserted into the Book of 1 Enoch, with interesting references to Leviathan and Behemoth. These are chaos monsters. Leviathan, described as female and from the sea, and Behemoth, male and occupying the wilderness—possibly the same one into which the Watcher Azazel was thrown as punishment for his role in corrupting humanity. We discussed the “already but not yet” prophecies of 1 Enoch 57–59 and the end times fulfillment of the vision ascribed to Noah in chapter 60. As a reminder, this month's study comes from the Book of Parables, the prophetic section of 1 Enoch written just before the birth of Jesus. The importance of this section of the book is in its prophecies of a coming messianic figure called the Chosen One, the Anointed One, and, most frequently, the Son of Man, a title not found in any prior Jewish writing. Jesus referred to himself as the Son of Man 78 times in the New Testament. The high regard for 1 Enoch held by Jesus, the apostles, and the early church suggests that it's worth our while to study this book for ourselves. It's not in the Bible, nor should it be, but there are teachings in the New Testament that come straight from the book of 1 Enoch. Sharon's niece, Sarah Sachleben, has been diagnosed with stage 4 bowel cancer, and the medical bills are piling up. If you are led to help, please go to GilbertHouse.org/hopeforsarah. Our latest book The Gates of Hell is available in paperback, Kindle, and as an audiobook at Audible! Derek's book Destination: Earth, co-authored with Donna Howell and Allie Anderson, is available in paperback, Kindle, and as an audiobook at Audible! If you are looking for a text of the Book of 1 Enoch to follow our monthly study, you can try these sources: Parallel translations by R. H. Charles (1917) and Richard Laurence (1821)Modern English translation by George W. E. Nickelsburg and James VanderKam (link to book at Amazon)Book of 1 Enoch - Standard English Version by Dr. Jay Winter (link opens free PDF)Book of 1 Enoch - R. H. Charles translation (link opens free PDF) The SkyWatchTV store has a special offer on Dr. Michael Heiser's two-volume set A Companion to the Book of Enoch. Get both books, the R. H. Charles translation of 1 Enoch, and a DVD interview with Mike and Steven Bancarz for a donation of $35 plus shipping and handling. Link: https://bit.ly/heiser-enoch Follow us! • X: @gilberthouse_tv | @sharonkgilbert | @derekgilbert• Substack: GilbertHouse.substacdk.com | SharonKGilbert.substack.com• Telegram: t.me/gilberthouse | t.me/sharonsroom | t.me/viewfromthebunker• YouTube: @GilbertHouse | @UnravelingRevelation | @thebiblesgreatestmysteries• Facebook.com/GilbertHouseFellowship Thank you for making our Build Barn Better project a reality! We truly appreciate your support. If you are so led, you can help out at GilbertHouse.org/donate. Get our free app! It connects you to these studies plus our weekly video programs Unraveling Revelation and A View from the Bunker, and the podcast that started this journey in 2005, P.I.D. Radio. Best of all, it bypasses the gatekeepers of Big Tech! The app is available for iOS, Android, Roku, and Apple TV. Links to the app stores are at www.gilberthouse.org/app/. Video on demand of our best teachings! Stream presentations and teachings based on our research at our new video on demand site! Gilbert House T-shirts and mugs! New to our store is a line of GHTV and Redwing Saga merch! Check it out at GilbertHouse.org/store! Think better, feel better! Our partners at Simply Clean Foods offer freeze-dried, 100% GMO-free food and delicious, vacuum-packed fair trade coffee from Honduras. Find out more at GilbertHouse.org/store. Our favorite Bible study tools! Check the links in the left-hand column at www.GilbertHouse.org.

Emil Bekker ist 22 Jahre alt, Speed Coach beim BVB und Gründer von Pro Speed Football – einem der ungewöhnlichsten Sport-Startups in Deutschland gerade. Was nach einer klassischen Karriere klingt, begann mit einem gekündigten Beamtenjob, null Plan und einem Gespräch mit einem Freund, der eine simple Frage stellte: Warum machst du dich nicht selbstständig?In dieser Episode erzählt Emil seine komplette Geschichte – vom Fußball über den Kurzsprint bis zum eigenen Unternehmen. Und er erklärt, warum er überzeugt ist, dass Fußballspieler in Deutschland systematisch unter ihren Möglichkeiten trainieren.Vom Fußball zum SprintEmil kommt ursprünglich aus dem Fußball. Schnell war er immer – das merkte er spätestens bei den Bundesjugendspielen. Mit 16 absolvierte er ein Probetraining bei der LG Olympia Dortmund und stieg innerhalb kürzester Zeit in der Jugend auf. Deutsche Jahresbestzeit in der U18, europäische Jahresbestzeit, Medaillen bei deutschen Meisterschaften. Sein stärkstes Rennen: 2020, Spallmeisterschaft, 6,89 Sekunden, Sieg mit einer Nasenspitze. Was ihn am Sprint so faszinierte – dieses kurze Rausgehen aus der Wirklichkeit, dieses Gefühl „du bist kurz gar nicht auf der Erde" – das beschreibt er in der Folge so, dass man es fast selbst spürt.Das Ende der aktiven KarriereMit dem Wechsel in die U23 verlangsamte sich die Entwicklung. Statt Bestzeiten kamen 11,0er-Läufe. Mit 20 entschied Emil, das Athleten-Kapitel zu schließen – nicht aus Resignation, sondern weil sich parallel etwas anderes abzeichnete. Schon während seiner aktiven Zeit coachte er Kinder und Jugendliche und merkte: Die Trainerrolle reizt ihn mehr als der nächste eigene Wettkampf.Polizei, Kündigung, PerspektivlosigkeitWas viele nicht wissen: Emil absolvierte parallel eine Ausbildung bei der Polizei NRW. Ein Job mit Sicherheit, Struktur, Beamtenstatus. Nach dem ersten großen Praktikum im Wach- und Wechseldienst merkte er, dass die Schichtarbeit ihm keine Luft zum Atmen ließ. Er bat um Entlassung – ohne Plan, ohne Alternative. Was folgte, waren Wochen, in denen er nicht wusste, wie es weitergeht. Kein Verein, keine Polizei, keine aktive Karriere. Und dann kam der Satz eines Freundes, der alles veränderte.Pro Speed Football – von null auf 100 Athleten in 10 MonatenDie Idee, sich mit Sprinttraining selbstständig zu machen, brauchte Monate bis zur Umsetzung. Im Mai des Gründungsjahres ging Pro Speed Football live – mit einer Trainingsgruppe, einem Athleten. Heute zählt das Team vier Trainer, Physiotherapeuten, Mentaltrainer, Ernährungsexperten und über 100 Athleten. Parallel dazu: eine Stelle beim BVB als reiner Speed Coach für die gesamte Jugendabteilung. Der Ansatz ist ganzheitlich – nicht einfach schneller machen, sondern Fußballer im Jugendalter als vollständige Athleten entwickeln. Schlaf, Ernährung, mentale Stärke, Bewegungsqualität. Standards, die im Profibereich selbstverständlich sind, im Jugend-Amateursport aber kaum existieren.Was Emil im Leistungssport über das Leben gelernt hatEmil spricht in dieser Folge auch darüber, was ihm die Leichtathletik fürs Leben mitgegeben hat – der Umgang mit Rückschlägen, die Fähigkeit, nicht aufzugeben, und die Erkenntnis, dass es im Trainerberuf kein Richtig und kein Falsch gibt. Sein Mentor ist Dr. Tobias Alt, einer der renommiertesten Sportwissenschaftler im deutschsprachigen Raum. Von ihm hat Emil gelernt, dass das, was bei einem Athleten funktioniert, beim nächsten scheitern kann – und dass genau dieses ständige Ausprobieren den Job so interessant macht.Diesen Sommer: Mykonos, Musiala, Weltklasse-ProfisIm Sommer ist Emil als Gastrainer in einem Performance Center auf Mykonos eingeladen, wo Fußballprofis aus aller Welt ihren Urlaub und ihre Fitness kombinieren. Letztes Jahr waren Jamal Musiala, Manuel Neuer und Camavinga dort. Für Pro Speed Football ist das der nächste Schritt in Richtung Profisport – neben dem weiteren Ausbau der Standorte in NRW.Bist du auf den ersten Metern so schnell wie möglich? Mach den kostenlosen Sprintprofil-Rechner — in 60 Sekunden siehst du, wo dein größter Hebel liegt:

Bob Zimmerman reports that the Webb telescope has detected weather variations, including morning clouds, on a distant exoplanet. Additionally, images from Mars show parallel ridges that suggest a history of climate cycles and the presence of significant near-surface ice. (12)JANUARY 1941

Three active criminal matters. Three distinct jurisdictions. One forensic psychotherapist identifying the systemic failures that allegedly allowed each to occur. The Nancy Guthrie disappearance remains unsolved months after the eighty-four-year-old was allegedly abducted from her Tucson home. Unknown DNA is under analysis at the FBI laboratory in Quantico, and genetic genealogy is reportedly being applied. More than fifty thousand tips have been submitted. The investigation continues without a named suspect. In the Anna Kepner case, Timothy Hudson has been charged as an adult in the Southern District of Florida with first-degree murder in connection with his stepsister's death on a Carnival cruise ship. He has pleaded not guilty. Parallel custody proceedings in Brevard County have produced a record of family collapse — parental expulsion, alleged alignment against the accused, and an emergency custody petition filed by the defendant's biological father. In the D4VD case, David Anthony Burke faces first-degree murder charges with special circumstances in Los Angeles County in the alleged killing of fourteen-year-old Celeste Rivas Hernandez. Prosecutors have alleged murder for financial gain and murder of a witness. Burke has pleaded not guilty. Psychotherapist Shavaun Scott, with more than three decades in forensic practice, joins True Crime Today to conduct a cross-case analysis examining perpetrator psychology in the Guthrie investigation, the clinical dynamics of family disintegration in the Kepner proceedings, and the developmental trajectory — from religious restriction through industry enmeshment — that allegedly preceded the D4VD charges.Footer Links:Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1Instagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodDisclaimer:This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.Hashtags:#NancyGuthrie #AnnaKepner #D4VD #TrueCrimeToday #CelesteRivasHernandez #TimothyHudson #ShavaunScott #ForensicPsychology #SystemicFailure #TrueCrime

America's food system is changing, and the homesteading movement is playing a bigger role than you may realize.  In this conversation, Pete of Azure Standard shares the inspiring story behind the nationwide organic food company, their mission to strengthen regenerative agriculture and local food systems, and why more families are seeking clean, trustworthy food sources.  We also discuss supply chains, small farms, community resilience, and the growing movement toward rebuilding American agriculture from the ground up.  If you care about food freedom, regenerative farming, and creating a healthier future for the next generation, don't miss this conversation!In this episode, we cover:- How a family health crisis led Azure's founding family to embrace organic farming decades before it was mainstream- The surprising story of one small Oregon farm growing into a nationwide food distribution network- A behind-the-scenes look at Azure's relationships with hundreds of small farms and family businesses- How Azure keeps food distribution more resilient through privately owned trucks, warehouses, and logistics- The challenges rising fuel costs and supply chain instability create for companies delivering food nationwide- Why Azure is expanding with a major East Coast warehouse and what that means for the future of food access- Why the homesteading movement is creating new opportunities for small farms, local food systems, and community- How Azure is working directly with conventional farmers who want healthier soil and more sustainable farming methods- Encouragement for families who want to be part of rebuilding a healthier, more trustworthy food cultureView full show notes and transcript on the blog + watch this episode on YouTube.Thank you to our sponsors!Earthley.com | Clean, natural, and affordable herbal remedies and body care that support health and wellness naturally MittySupply.com | Portable milking machines designed for small and medium-sized farms to save you time and simplify your daily routineRESOURCES MENTIONEDFind an Azure Standard drop near you!CONNECTAzure Standard | Website | Instagram | Facebook | YouTube | Pinterest | X Homesteaders of America | Website | Instagram | Facebook | YouTube | Pinterest

Last time we spoke about the first phase of the One Hundred Regiment Offensive. On 20 August 1940, forces launched the Zhengtai Campaign, part of the "Hundred Regiments Offensive," aiming to disrupt Japan's transport network and thus weaken its "cage-and-strongpoint" defense. Orders from the Eighth Route Army split tasks: the Jin-Cha-Ji Military Region attacked the eastern Zheng–Tai line, the 129th Division struck the western section , and the 120th Division hit the Tongpu Railway and the Fen–Li Highway. Success was to be judged by the damage inflicted on the Zheng–Tai line. Preparations were conducted under strict secrecy: reconnaissance teams mapped Japanese strongholds with help from villagers; communities stockpiled grain, ammunition, and tools, and trained for demolition, including heating and bending rails. At night, units infiltrated stations and villages, seized positions, and destroyed bridges, power lines, roads, and mines across multiple columns; rain slowed movement and shaped the fighting. By early September, the Zheng–Tai line and related transport routes were severed, isolating strongpoints and hindering reinforcement.    #203 The One Hundred Regiment Offensive Phase Two Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. During the second phase, the Hundred Regiments Offensive stopped being a single burst of action and became a sustained attempt to keep the Japanese occupation system off-balance. More regiments entered the fighting until, by the scale of commitment on the map, 104 regiments were involved. This matters because it changes what the campaign was: not merely a set of raids, but an effort to broaden pressure so that the enemy could not concentrate everything in one place at one time. Years later, Peng Dehuai—the commander closely associated with the Hundred Regiments offensive—described how the entry of these units felt as "spontaneous." That word can sound mysterious, so it helps to interpret it in operational terms. "Spontaneous" here does not mean unplanned chaos; it means that once the offensive logic took hold—once units saw that Japanese movement and control were being disrupted—local commanders and regiments felt empowered to join the fight without always waiting for the Eighth Route Army headquarters to issue fresh, detailed instructions for each smaller step. In other words, the campaign became something like an expanding network: local success and shared strategic perception fed into more participation across regions. Strategically, the campaign was guided by political and military guidance issued on September 10, 1940 by the Central Committee of the Chinese Communist Party. That instruction tied current operations to the earlier political-military framework of the July 7 Declaration and the July 7 Decision. The instruction argued that the moment mattered: it called for focusing "main efforts" on striking the Japanese army during a period when unity was being strengthened. It specifically urged that, based on the experience of the North China Hundred Regiments Offensive, Communist forces should organize one or more planned large-scale offensive operations in Shandong and Central China. In North China, the instruction pushed for expansion into Japanese army areas that had not yet been attacked—because the battlefield effect of the campaign was not only measured in immediate battlefield outcomes, but in reducing enemy-occupied space, enlarging base areas, breaking through blockade lines, and improving combat effectiveness. That last phrase—"Striking the enemy and attacking our allies is the general policy of military operations at present"—was the harsh shorthand for the operational reality: the campaign had to prevent Japanese occupation from appearing stable and manageable. If the occupation system could treat insurgency as "localized trouble," it would recover quickly. If, instead, occupation became dangerous in multiple places at once—requiring constant defense, constant movement, constant reinforcement—then the Japanese would be forced into a defensive posture that undermined their ability to exploit control. On September 16, 1940, the headquarters issued the second phase plan with a clear aim: expand results from the first phase. The headquarters explained the second phase would continue with an emphasis on disrupting Japanese transportation and destroying some strongholds that had penetrated deep into the base areas. This reveals the campaign's real "background and stakes": the offensive wasn't built around capturing territory in the traditional sense alone. It was built around breaking the system that makes occupation work. In the enemy's logic, occupation relies on movement: soldiers need to move, supplies need to be shipped, and reinforcement must be routed quickly to where trouble appears. Transportation infrastructure—roads, railways, bridges, power lines—forms the skeleton of control. Strongholds and outposts are the organs that occupy space, but they depend on that skeleton. If transportation becomes unreliable, strongholds become isolated islands. If strongholds become isolated, the Japanese must decide between (1) defending each island and spreading themselves thin, or (2) leaving some islands to contain the rest—either way, control weakens. Strongpoints—whether forts, fortified villages, gatehouses, or road blocks—also function as a "cage-and-silkworm" system: they are placed so Japanese forces can consolidate inside them, while routes outside are controlled or denied. In that model, even a small disruption can trigger a major ripple effect. When highways or key segments of rail are repeatedly broken, Japanese units cannot move "cleanly." They must detour, slow down, repair under threat, or escort repairs with larger forces than they prefer. Every extra hour spent repairing is an hour not spent consolidating. Every detour is a chance for ambush or for further sabotage. The second phase sought to exploit that dependency deliberately. That strategic framing explains why, even as the campaign broadened, different regions emphasized different battles. The Jin-Cha-Ji Military Region mainly fought the Lai-Ling Campaign, the 129th Division mainly fought the Yu-Liao Campaign, and the 120th Division focused on attacking the Tong-Pu Railway. They were not separate stories. They were different methods of attacking the same underlying vulnerability: the occupier's ability to move, reinforce, and coordinate. In Jin-Cha-Ji's sector, the stakes were especially sharp around Laiyuan and Lingqiu. The Japanese forces stationed in Mongolia had occupied those areas and penetrated deeply into the northwestern parts of the Jin-Cha-Ji Border Region. Japanese strength around these positions included elements of the 2nd Independent Mixed Brigade and the 26th Division, totaling more than 1,500 men, plus more than 1,000 puppet troops. The presence of puppet forces mattered not only for manpower, but because puppet troops supported the occupier's local control apparatus: they served as locally sourced enforcers, scouts, guards, and "administration-adjacent" security. Removing or weakening them was part of disrupting occupation credibility and local stability. Because the Japanese had been attacked in the first phase, they did not respond by retreating into passivity. They increased troops at each stronghold. Laiyuan City alone was reinforced to around 500 men, and the Japanese strengthened fortifications and stockpiled food and ammunition. This meant the defenders were preparing for a second round: not a sudden surprise raid, but a sustained threat that would test their ability to endure isolation and keep their network intact. Under these conditions, the Jin-Cha-Ji leadership decided to mobilize forces for the Lai-Ling Campaign, beginning at 22:00 on September 22, 1940. Here the background and stakes show up in the campaign's timing and tactics. The objective was not to "beat the defenders in open battle" only; it was to attack in ways that would prevent consolidation. By pushing on county areas and surrounding strongholds immediately, the attackers aimed to force the defenders into reactive mode—closing gates, shifting forces into defensive positions, and preparing for fights that would consume time and ammunition. The right wing launched a fierce attack on Laiyuan County and surrounding strongholds. After a night of hard fighting, the east, west, and south gates were taken, and the Japanese troops retreated into the city. Taking gates matters because it compresses space. It turns a wider defensive perimeter into a narrower, more concentrated posture. It also creates a psychological and operational trap: defenders who retreat into the city may survive longer as a fortified concentration, but their ability to conduct aggressive movement outside their walls—and their ability to receive reinforcements through many approaches—becomes more limited. In the night of September 23, the 2nd Regiment, supported by a battalion of the 1st Regiment and artillery, attacked Sanjia Village, described as an important enemy stronghold on the Laiyuan–Yixian highway, roughly 10 kilometers east of Laiyuan City. Highways are not just routes; they are corridors that connect strongholds to each other and to supply lines. By capturing a stronghold on a highway, the campaign attempted to break a portion of the corridor network feeding the city. The attackers annihilated most of the enemy and captured the village. At the same time, the 3rd Regiment attacked Dongtuanbao, northeast of Laiyuan City, and by the night of September 24, they had taken surrounding fortifications and forced remaining enemies into only a few houses inside the village. Then, on September 25, the enemy burned weapons, supplies, and food stored at the stronghold, preparing for a breakout. That detail reveals a key stake of stronghold warfare: if defenders believe they cannot hold and cannot escape, they may destroy supplies rather than let attackers seize them intact. It's a grim tactical psychology—destroying stores can deny the enemy immediate benefit, even if it reduces defenders' chances of future endurance. When the attackers launched another fierce assault and the remaining defenders, with no hope of escape, threw themselves into the flames and perished, the event underscored the "closed-options" nature of the battle: the stronghold system was being compressed until breakout became impossible. On September 26, other right-wing units, together with the 9th Regiment of the Pingxi Military Sub-district, captured 13 strongholds including Taohuabao, Bailebao, Jijiazhuang, Xinzhuang, Beikou, Xiabeitou, Baishikou, Zhongzhuang, Wangxidong, Liujiazui, Zhangjiayu, Beishifo, and Jinjiajing. Capturing strongholds in clusters has a strategic function. It doesn't just remove personnel; it interrupts local control geography. It makes it harder for defenders inside the city to extend influence outward and harder for them to create new safe points for movement. But the Japanese did what well-prepared occupiers can do: reinforce at the most important time and the most important place. On the second day after the start, Japanese reinforcement began from Zhangjiakou and other locations. Roads had not been completely destroyed, so the Japanese could advance rapidly. This becomes a major background lesson of the second phase. The first phase had demonstrated the power of sabotage to disrupt Japanese movement. But by the time second-phase campaigns began, the Japanese were not ignorant—they were learning. Where sabotage had fully severed roads, reinforcement could be delayed or routed into danger. Where sabotage remained incomplete, reinforcement could arrive quickly, changing the battle's character from attack-dominant to defense-dominant. By noon on September 28, over 3,000 Japanese and puppet troops arrived in Laiyuan City by car, supported by 20 tanks and 4 aircraft. This mechanized support was not just "extra firepower." It was a statement about how the Japanese aimed to retain control: tanks and aircraft increase defenders' ability to resist assault and keep morale from collapsing. Under these conditions, the right wing found it difficult to launch a favorable offensive. So the Jin-Cha-Ji leadership shifted offensive focus to the Lingqiu area, rather than forcing the original plan to continue against reinforced mechanized defense. The first step was to eliminate enemy strongholds between Lingqiu and Hunyuan. The second step was to seize enemy strongholds along a line from southeast of Daying to Shentangbao, and in mountainous areas north of Daying and Shahe. This shift highlights a core strategic principle: when a target becomes too fortified, the offensive can still succeed by moving the pressure elsewhere—aiming to break the enemy's network of strongpoints and keep forcing them to respond across space. On October 2, the headquarters ordered the main force of the right wing to concentrate in the area east and southeast of Laiyuan. Part of the force was assigned to monitor and contain the enemy in Laiyuan, while the 1st and 2nd Regiments were placed under the left wing's command and joined the left wing in combat. This reallocation reflects operational adaptability. If a city becomes a fortress, smaller units may be better employed as containment—tying down defenders—while the main effort moves to seize other stronghold lines where the Japanese might still be vulnerable. The fighting continued with tactical attacks that show how strongpoint warfare unfolded in the field. On the night of October 8, the 1st Battalion of the 1st Regiment launched an attack on the 2nd Regiment while a portion of the Japanese army in Nanpotou was attacking it. The attackers broke into enemy lines, annihilated most of the enemy, and drove the rest off. At the same time, the 1st Battalion of the 6th Regiment captured Qiangfengling, and the Japanese forces in Qingciyao fled in panic. The campaign also included actions such as attacks on Jinfengdian by the 3rd Battalion of the 6th Regiment on the night of September 9, and mention that the 26th Regiment entered Huangtai Temple on the night of October 8 while attacking between Lingqiu and Guangling. By understanding the background and stakes, you can see what these actions were really doing. They weren't random. They were repeated attempts to keep dismantling the enemy's ability to maintain a functioning strongpoint chain. Each captured stronghold reduces the enemy's ability to create secure corridors. Each panic-driven retreat increases their time burden and may cause breakdown in communication between local nodes. Even when the battle remains fierce and deadly, these changes in tempo can accumulate into operational outcomes. The Lai-Ling Campaign lasted 18 days, producing concrete results: killing and wounding over 1,000 Japanese and puppet troops, capturing 49 Japanese and 237 puppet troops, and leaving 1,419 casualties for the Eighth Route Army. The losses show the campaign was not a "clean victory." It was expensive. But the operational logic—disrupting a strengthened occupation zone, capturing strongholds, and forcing enemy reinforcements to concentrate—was consistent with the second phase's broader mission. Support for Lai-Ling came from the Jizhong Military Region through the Renqiu–Hejian–Dacheng–Suning Campaign from October 1 to October 20, simultaneously sabotaging the Cangshi, Deshi, Beining, and Jinpu railways. This is where "background and stakes" become especially clear. The Japanese, even when they defend in one area, have to move elsewhere to respond. When you attack multiple transportation lines and strongpoint zones at once, you prevent the enemy from solving one problem cleanly before moving to the next. You make the enemy chase multiple fires. After the Hundred Regiments Offensive began, Japanese forces in Jizhong moved west to reinforce in some cases, but most were tied down on important transportation lines. That relative weakening meant defenses in Jizhong's interior became weaker—creating space where a larger contest could occur. Jizhong decided to deploy 10 battalions totaling more than 8,500 men from the 18th, 23rd, and 30th Regiments across left wing, center, and right wing roles, fighting in the area. The plan was not only to attack; it was to manipulate where the Japanese had to respond. The two wing units would contain and draw Japanese forces away from the central Renhe Dasu zone, and then the central unit would break into that central area to open the situation. In other words: wings would pull; center would punch. The Renhe Dasu battle began on October 1, 1940. On the left wing, the 18th Regiment entered an area east of the Zhulong River and west of Hejian and Renqiu, capturing Lianjiazhuang, Dongguxian, and Liangcun between October 2 and October 6. By the night of October 7, Japanese troops at strongholds including Yuhuangmiao, Fenglebao, and Liushansi fled in panic—another reminder that once stronghold cohesion fractures, the enemy's ability to endure a second phase of pressure drops. On the right wing, the 30th Regiment operated with four battalions east of Dacheng and east of the Ziya River, capturing a series of strongholds including Liminju, Dengzhuangzi, Shigeju, Xiliuzhuang, Zangzhuangzi, and Chencun, while engaging in road-breaking and ditch digging. These actions show the campaign's "method," not just its target. Even when the opponent could be fought directly, sabotage and engineering measures could amplify the damage by reducing mobility and forcing time-consuming repairs. The central unit, the 23rd Regiment, had two battalions crossing the Hutuo River northward. On October 1, it ambushed more than 100 Japanese troops coming from Shangjialin to seize grain, killing more than 90 and capturing all their weapons. On October 9, it ambushed the enemy from Liugezhuang to Litan at Baimatang, annihilating 20 Japanese and puppet troops. These ambushes illustrate a second background principle: occupiers need sustenance and extraction operations, and those operations follow routes and patterns. By striking troops during foraging or supply-related movement, the offensive attacks not only the army but also the logic that keeps occupation armies fed and maintained. From October 15 to October 20, the second stage of those operations targeted the east and west banks of the Ziya River, leaving only a small force in the central Renhe River Great Suppression area. On the night of October 19, the central force captured Banjiehe and destroyed a bridge over the nearby Guyang River. On the night of October 16, the left wing captured Daqudi and the Renqiu Shimen Bridge, and on October 18 it captured the stronghold at Wangpan. A note in the operational description also indicates that the right wing faced a serious enemy situation and could not take major action during one segment—another reminder that even a planned operation cannot control all battlefield variables. What matters is whether the operation still meets its strategic purpose, not whether every segment goes perfectly. In the Battle of Renhe Dasu, Japanese and puppet losses were heavy: 805 killed or wounded, and 3 Japanese and 326 puppet troops captured. The campaign took 29 strongholds. The Jizhong Military Region suffered 573 casualties. Strategically, this battle contained enemy forces and effectively supported the Battle of Lai-Ling. Again, support here is not just "help in the same region," but redistribution of pressure: by forcing the enemy to allocate troops to Jizhong, Japanese defenders around Lai-Ling face more difficulty maintaining overall operational coherence. While Jin-Cha-Ji and Jizhong fought around Laiyuan and Lingqiu, a deeper pressure developed in the Taihang base region—through the Yuliao (Yu-Liao) Campaign, fought mainly by the 129th Division. The background stakes in the Yu-Liao theater were the highway route from Yangquan through Pingding, Heshun, Liaoxian to Yushe, described as the deepest penetration route through which the Japanese penetrated the Taihang base area. The Japanese tried to extend this road southwestward and connect it with the Baijin Railway through Wuxiang, aiming to split the Dahang area and deploy forces flexibly along the Zhengtai and Baijin lines. This was about strategic mobility and operational geometry. A road connection isn't only "transport"; it reshapes where the enemy can exert pressure and how quickly they can shift forces from one axis to another. The Yuliao section measured 45 kilometers and included eight strongholds: Yushe, Yanbi, Wangjing, Guantou, Pushang, Xiaolingdi, Shixia, and Liaoxian. These were guarded by the 13th Battalion of the Japanese 4th Independent Mixed Brigade. A line of strongholds along a highway is the occupier's version of a corridor defense: it enables them to keep movement inside a protected chain. If that chain is cut, movement becomes vulnerable and the "deep penetration route" turns into a dangerous liability. On September 22, 1940, the 129th Division issued basic orders: launch a surprise attack to eliminate the enemy from Yushe to Xiaolingdi, recapture strongholds, destroy the highway, and then press forward toward Liaoxian to recapture it when the opportunity arose. This is a textbook example of how the offensive combined surprise, seizure, and destruction. Surprise prevents the defenders from organizing a coordinated response. Seizure eliminates their nodes. Highway destruction prevents them from restoring their corridor quickly, forcing time and labor—exactly what the second phase wanted. The assault began on the night of September 23. On September 24, the left wing captured Yanbi and Wangjing, while the right wing captured Pushang and Xiaolingdi. By September 25, Yushe and Jucheng had also fallen, leaving only the enemy at Guantou on the Xiaolingdi–Yushe line still resisting. Concurrently, detachments attacked on related axes: the Pingliao Detachment captured Hanwang Town north of Liaoxian; the Qinbei Detachment sabotaged roads and attacked frequently, pinning Japanese forces on the Wuxiang and Baijin routes. On September 26, the 129th Division ordered part of the right wing to continue besieging the enemy at Guantou, while the main force and the left wing moved east to recapture Liaoxian and eliminate reinforcements. At dawn on September 27, the right wing attacked Shixia west of Liaoxian and captured it that night. On September 28, the left wing reached near Majiu in preparation for an attack on Liaoxian that night. Then battlefield logic reasserted itself: the Japanese did not sit idle once their corridor was threatened. Troops from Heshun and Wuxiang reinforced Liaoxian and Guantou respectively. The Eighth Route Army headquarters ordered the Liaoxian attack halted. Some forces were to contain the enemy advancing south from Heshun, while the main force moved to the Hongyatou and Guandinao areas to prepare to annihilate enemy reinforcements arriving from Wuxiang. This decision reveals a deeper stake: even if an army can seize targets, it must avoid exhaustion and must avoid allowing the enemy to convert a partial tactical loss into a larger opportunity. Headquarters essentially chose the operation's "survival path": shift from capturing more nodes to annihilating the reinforcements that would otherwise restore the corridor. Following these orders, the 129th Division attacked Guantou and took it at 24:00 on September 29. In the narrative description that follows, the enemy reinforcements moving through ambush terrain clashed with Communist formations in an engagement where aircraft coverage and terrain allowed the enemy to seize high ground and resist stubbornly. The battle lasted two days and one night, with heavy casualties on both sides. That is an important background lesson: the offensive could still destroy corridor nodes, but the enemy's ability to bring aircraft support and seize terrain meant that the "destroy and move on" approach wasn't always enough. Sometimes, momentum had to be re-channeled into another kind of contest—one closer to a blocking ambush and a battle of endurance. By the evening of October 1, more than 500 Japanese troops from Liaoxian broke through the right wing's blockade and approached near the left wing's command post. The left wing was ordered to withdraw from the battle. Headquarters then assessed that Japanese troops from Liaoxian and Wuxiang had joined and that more than 1,000 Japanese troops from Yangquan had reached Hanwang Town north of Liaoxian. Combined with the 129th Division's exhaustion and heavy casualties, headquarters decided to end the Yulin–Liaoxian Campaign—not because the offensive had no value, but because the risk of allowing the enemy to "sweep" the Taibei area could outweigh further gains. This termination decision illustrates a stake that is often overlooked: in insurgency-style campaigns, operational survival is part of success. The second phase did not merely chase targets; it sought to transform conditions so that the enemy would have to spend strength defending a failing network. If continuing a battle risks letting the enemy regroup into a larger counter-offensive that clears base zones, then ending becomes strategic. While the 129th Division wrestled with corridor defense around Liaoxian and Guantou, the 120th Division pursued a transport-centered strategy against the Tong-Pu Railway—because rail disruption was not a supporting detail; it was a main axis of pressure. On September 12, 1940, the 120th Division issued an action plan for the northern section of the Tongpu Railway, deciding to attack the Ningwu and Xinxian sections (with emphasis on the section between Ningwu and Daniudian) starting September 20. This timing shows planning designed to synchronize with broader operational pressure. Rail sabotage required engineering preparation and coordination across units, and the campaign sought to create disruption when the enemy would be most vulnerable to delayed reinforcement. On September 14, the 358th Brigade left its base west of Loufan and crossed the Jingle–Lanxian Highway to the north. It assembled at Majiagou on the 16th, then launched an attack on Toumaying using its 3rd Detachment (comprising the 7th and 8th Regiments and the special service battalion). At 24:00 on September 18, that detachment attacked Touma Camp, while the 7th and 8th Regiments attacked reinforcements. Fighting continued until the following morning when more than 40 Japanese soldiers from Ninghuabao reinforced Touma Camp. Once reinforcements reached Shanzhai Village, they were surrounded and annihilated. On September 20, around 200 Japanese soldiers from Yangquanling went to Liyan Village to counterattack. The 716th Regiment attacked at 14:00, and by dawn the next day, the enemy fled back to Yangquanling. These battles are more than local clashes. They serve the background logic of sabotage campaigns: before destroying rail infrastructure, you need to reduce the enemy's ability to respond instantly. Fighting reinforcements and counterattacks clears windows of time. Those windows can then be used to sabotage tracks, bridges, and related installations. If sabotage occurs under active reinforcement pressure, the enemy can repair quickly or trap the sabotage teams. If sabotage occurs after the enemy's response capacity is disrupted, repair becomes slower and the operational effects last longer. Parallel operations reinforced this logic. On the night of September 16, the Independent 1st Brigade crossed the Fen River east. On September 18, it was learned that more than 400 Japanese troops had attacked the Yanbei Detachment at Yangquanling but returned to Shangzhuang after failing to find them. The brigade then chose to encircle and annihilate the enemy rather than chase endlessly. The attack began at 13:00 on September 18 and lasted until early morning on September 19. The main force withdrew to sabotage the railway, while the remaining enemy retreated to Yangquanling. The engagement inflicted 105 casualties on the Independent 1st Brigade, while killing or wounding about 200 Japanese. Once the blocking threat was removed, units quickly moved into sabotage actions on the Tongpu Railway. Then sabotage itself proceeded systematically. On the night of September 22, the 4th Regiment of the 358th Brigade—attached to the division's engineering company—and the division's special service regiment advanced to the area between Duanjialing and Xuangang to sabotage several sections of the Tongpu Railway. At the same time, the 2nd Regiment attacked Qicun, and the 715th Regiment attacked Xinkou and Loubanzhai. On the night of September 23, the 2nd Regiment sabotaged the railway south of Xinkou while the 715th Regiment sabotaged it north of Xinkou. On the night of September 25, the 715th Regiment sabotaged between Daniudian and Xuangang. The Independent 2nd Brigade also sabotaged several railway sections between Shuoxian and Ningwu. After six days of sabotage operations, the 120th Division again caused the Tongpu Railway to be interrupted. The background stakes here are straightforward but huge: a rail interruption forces the occupier into repair work, escorts, and re-routing. During the second phase—when the Japanese were already under pressure across multiple theaters—the need to continuously handle repair reduces the capacity for offensive operations and for rapid reinforcement to any single contested point. It also slows their ability to respond to new threats as quickly as they would like. By connecting all these threads—Laiyuan and Lingqiu strongholds, Renhe Dasu containment and roadbreaking, the Yuliao highway corridor fight, and repeated Tongpu railway sabotage—you can see the deeper logic of the second phase. The campaign aimed to create a battlefield environment where Japanese forces could not enjoy stable mobility and where strongpoints could not function as a reliable cage. Transportation disruption isolated strongholds. Stronghold destruction and capture shrank the enemy's local control points. Highway and rail sabotage forced the Japanese to defend not only troops and walls, but also the infrastructure that enabled their coordination. That's why the second phase emphasizes disrupting transportation and destroying some strongholds penetrated deep into base areas. It wasn't simply "hit more places." It was a deliberate attempt to force the Japanese to abandon their preferred operational pattern: a networked system of strongpoints supported by transportation reliability. If that reliability breaks down, the occupier's "cage" becomes porous and unstable, and Communist base areas gain room to expand and persist. By early October, the second phase was winding down, while a third phase was developing: reinforced Japanese columns sought to engage and destroy 8RA units. Over the next two months, several fierce counterattacks occurred, and after that the Hundred Regiments campaign was considered to be finished. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. After earlier setbacks in the 1930s, the CCP sought national leadership in resistance while maintaining political room to maneuver within an uneasy arrangement with the KMT. By early 1940–1941, the strategy shifted toward "strongpoint" and transportation warfare: guerrilla actions were used to fracture Japanese defensive networks and sabotage logistics. Japanese attempts to consolidate territory, through local administration and security practices—often provoked the CCP's dual struggle, militarily and politically. As Japanese sweeps temporarily gave the CCP advantages, the situation forced rapid adaptation.

What if every thought you've ever had, every life you've ever lived, is permanently encoded in the fabric of space-time — accessible right now?Quantum consciousness pioneer Caroline Cory joins Debbi Dachinger to reveal the mechanics behind the planetary grid, parallel incarnations, and why your original source self already knows everything about your mission here. From why karma isn't punishment to how blind people were made to see in her upcoming Superhuman 2 film, this conversation dismantles everything you thought you knew about memory, identity, and the infinite nature of who you truly are. Your past lives aren't behind you. They're happening right now.⏱ TIMESTAMPS0:00 – Memory isn't in the brain: the space-time library explained5:20 – The planetary grid: Earth's quantum memory network11:00 – Why parallel lives are more accurate than past lives17:30 – Projecting your consciousness across 10 lifetimes at once23:00 – How Caroline uses this science to access her source self28:45 – Karma redefined: unfinished soul contracts, not punishment34:10 – Pulling the best from every concurrent lifetime into now39:30 – Channeling yourself: when your higher self is the ET you're receiving44:00 – Truth coming out: UFOs, disclosure & the end of conspiracies49:20 – Superhumans & where we're headed: telepathy, gifts & the new human54:00 – Superhuman 2: making blind people see & new science of the body58:30 – How to find Caroline & what's coming next

Today Is Pentecost, fifty days after Passover. It's the day the Holy Spirit descended on the followers of Jesus and the day Moses descended Mount Sinai with the Law. We discussed the similarities and differences between those two events. For example, the fire on Mount Sinai and the tongues of fire over the heads of the followers of Jesus; and the 3,000 saved on Pentecost in Acts chapter 2 contrasted with the 3000 who were put to death when Moses returned from Sinai to find the Israelites engaged in debauchery around the golden calf. We also discuss the change between the law on tablets of stone and the law written on our hearts. We bring in passages from Ezekiel 36 in which God promised to restore Israel to the land—not because the Israelites earned it, but for the sake of His Holy Name so that the world would know He is Yahweh. This was fulfilled in 1948. Here's the link to “The Comforter Has Come,” featuring Sharon with Sandi Patty, Steve Green, and Warren Hoffman: https://www.youtube.com/watch?v=BgOrW8DAFJ0 And here's the video “Mount Hermon's Upsettingly Dark Occult Connections”: https://www.youtube.com/watch?v=rQvfrTtE9XM Sharon's niece, Sarah Sachleben, has been diagnosed with stage 4 bowel cancer, and the medical bills are piling up. If you are led to help, please go to GilbertHouse.org/hopeforsarah. Our latest book The Gates of Hell is available in paperback, Kindle, and as an audiobook at Audible! Derek's book Destination: Earth, co-authored with Donna Howell and Allie Anderson, is available in paperback, Kindle, and as an audiobook at Audible! If you are looking for a text of the Book of 1 Enoch to follow our monthly study, you can try these sources: Parallel translations by R. H. Charles (1917) and Richard Laurence (1821)Modern English translation by George W. E. Nickelsburg and James VanderKam (link to book at Amazon)Book of 1 Enoch - Standard English Version by Dr. Jay Winter (link opens free PDF)Book of 1 Enoch - R. H. Charles translation (link opens free PDF) The SkyWatchTV store has a special offer on Dr. Michael Heiser's two-volume set A Companion to the Book of Enoch. Get both books, the R. H. Charles translation of 1 Enoch, and a DVD interview with Mike and Steven Bancarz for a donation of $35 plus shipping and handling. Link: https://bit.ly/heiser-enoch Follow us! • X: @gilberthouse_tv | @sharonkgilbert | @derekgilbert• Substack: GilbertHouse.substacdk.com | SharonKGilbert.substack.com• Telegram: t.me/gilberthouse | t.me/sharonsroom | t.me/viewfromthebunker• YouTube: @GilbertHouse | @UnravelingRevelation | @thebiblesgreatestmysteries• Facebook.com/GilbertHouseFellowship Thank you for making our Build Barn Better project a reality! We truly appreciate your support. If you are so led, you can help out at GilbertHouse.org/donate. Get our free app! It connects you to these studies plus our weekly video programs Unraveling Revelation and A View from the Bunker, and the podcast that started this journey in 2005, P.I.D. Radio. Best of all, it bypasses the gatekeepers of Big Tech! The app is available for iOS, Android, Roku, and Apple TV. Links to the app stores are at www.gilberthouse.org/app/. Video on demand of our best teachings! Stream presentations and teachings based on our research at our new video on demand site! Gilbert House T-shirts and mugs! New to our store is a line of GHTV and Redwing Saga merch! Check it out at GilbertHouse.org/store! Think better, feel better! Our partners at Simply Clean Foods offer freeze-dried, 100% GMO-free food and delicious, vacuum-packed fair trade coffee from Honduras. Find out more at GilbertHouse.org/store. Our favorite Bible study tools! Check the links in the left-hand column at www.GilbertHouse.org.

Stop burning your territory by blindly calling massive lists of leads. In this episode, Suji breaks down their exact playbook, including:

In the latest episode of Executive Function, Brett sits down with Graham Moreno, Head of GTM at Parallel Web Systems. Before Parallel, Graham scaled Windsurf's GTM organization from three sellers to seventy-five in under a year, served as President through the Cognition acquisition, and earlier built and led enterprise sales teams at Grafana Labs and MongoDB. In this conversation, he unpacks why the AI-era backlash against structured enterprise sales misreads the data, how to design a process that raises the floor for ordinary reps without capping the ceiling for stars, and why selling to AI-native customers compresses an eight-week cycle into five business days. In today's episode, we discuss: Why in-person enterprise rollouts still beat product-led motions Building a robust sales process that still leaves room for unscripted moments Why the three highest-leverage early sales hires aren't sellers at all The case for outsized commission accelerators for star sellers — and the kind of person they attract Why most AI companies are skipping the in-person sales work that enterprise customers actually want References: Ahead: https://www.ahead.com Amazon: https://www.amazon.com Anthropic: https://www.anthropic.com Attio: https://www.attio.com Augment Code: https://www.augmentcode.com/ Cognition: https://cognition.ai Cursor: https://cursor.com Dani McCabe: https://www.linkedin.com/in/danielle-mccabe/ Datadog: https://www.datadoghq.com GitHub Copilot: https://github.com/features/copilot HubSpot: https://www.hubspot.com Jeremy Powers: https://www.linkedin.com/in/jeremypowers/ JPMorgan: https://www.jpmorgan.com Matt McClernan: https://www.linkedin.com/in/mattmcclernan/ MongoDB: https://www.mongodb.com Nicole Rettinger: https://www.linkedin.com/in/nicole-rettinger-23b20465/ Notion: https://www.notion.com OpenAI: https://openai.com Parag Agrawal: https://www.linkedin.com/in/paragagr/ Parallel: https://parallel.ai Snowflake: https://www.snowflake.com University of Chicago: https://www.uchicago.edu Windsurf: https://windsurf.com Where to find Graham: LinkedIn: https://www.linkedin.com/in/grahammoreno/ Where to find Brett: LinkedIn: https://www.linkedin.com/in/brett-berson-9986094/ Twitter/X: https://twitter.com/brettberson Where to find First Round Capital: Website: https://firstround.com/ First Round Review: https://review.firstround.com/ Twitter/X: https://twitter.com/firstround YouTube: https://www.youtube.com/@FirstRoundCapital This podcast on all platforms: https://review.firstround.com/podcast Timestamps: 00:00 Introduction 00:32 Has the sales playbook changed in the AI era? 02:13 Why "showing up" beats letting the marketplace decide 06:50 Why great salespeople sell to engineers and executives in one motion 11:37 Selling to AI-native buyers who grew up on ChatGPT 13:49 Same seller, different tempo: 8 weeks vs. 8 business days 15:57 How AI-native buyers handle build vs. buy decisions 17:48 The rep who taught a champion's son guitar over Zoom 19:03 Raising the floor without capping the ceiling 22:09 Why too much process narrows the kind of seller you attract 25:46 The three pillars of GTM excellence 31:00 Building peers who are 80% aligned, not 100% 38:03 Whether AI is changing what good enablement looks like 41:35 Selling against direct and implied competitors at once 42:45 Instrumenting the funnel from stage zero to close 45:57 Why post-sales should always roll up to the revenue leader 48:19 The case for outsized commissions 52:02 The 96 hours of panic before Cognition acquired Windsurf 53:04 How far out should a GTM leader be planning? 57:53 What a normal week looks like in hypergrowth

Take the 2026 AI Engineering Survey and get >$2k in credits and AIE WF tickets!On the product side, everyone is getting Computer - Perplexity, Manus, Cursor, and so on. Meanwhile on the research side, agentic evals like TerminalBench and GDPVal are also assuming computer (Harbor). On both ends, the consolidating LLM OS stack has become a standard toolkit, and Daytona is one of a small set of AI Infra companies that are booming because of it.“The end of localhost” has been Ivan Burazin's obsession for more than a decade.Something that is all too familiar…Long before agents became the default way people talked about software development, Ivan was already chasing the idea that development should not depend on a fragile local machine. CodeAnywhere, one of the first browser-based IDEs, was an early attempt at that future: move the development environment into the cloud, make setup reproducible, and free developers from the endless “works on my machine” tax.The thesis was directionally right, but the market wasn't ready yet.However, agents changed that. They do not care about a laptop, desk setup, or favorite editor. They need a computer they can access through an API: something stateful enough to keep working, fast enough to spin up instantly, flexible enough to resize, isolated enough to be safe, and composable enough to run the messy real-world workflows that real software engineering actually requires.Daytona isn't just selling “sandboxes” in the narrow code-execution sense. It is the latest version of Ivan's original localhost thesis.In this episode, Daytona's CEO joins swyx to explain why AI agents need more than code execution boxes: they need composable computers, stateful sandboxes, instant startup, dynamic resources, and infrastructure that can survive workloads going from zero to 100,000 CPUs.We go deep on the new agent compute market: Daytona's hard pivot from human dev environments to AI sandboxes, the New Year's Eve MVP that customers begged for, why Daytona runs on bare metal with its own scheduler, how one customer runs almost 850,000 sandboxes a day, and why RL/eval workloads went from 0% to roughly 50% of usage in just months. Ivan also explains why agents need Windows and macOS machines, why CLI may matter more than MCP, why Kubernetes is painful for this workload, and why the future AI cloud may look more like Stripe than AWS.We discuss:* How Daytona grew out of CodeAnywhere, Shift, and the “end of localhost” thesis* Why Daytona pivoted from human dev environments to AI sandboxes* Why agents need composable computers instead of disposable code execution boxes* The New Year's Eve MVP that customers chased API keys for* Why Daytona chose bare metal, stateful snapshots, and its own scheduler* How Daytona spins up one sandbox in ~60ms and 50,000 sandboxes in ~75 seconds* Why Daytona's biggest customer runs ~850,000 sandboxes a day* How RL/eval workloads create zero-to-100,000 CPU spikes* Why RL workloads went from 0% to roughly 50% of Daytona usage* Why customers compare Daytona against EKS/GKS and say they're “never going back”* Why every AI agent may need a computer, including Windows and macOS environments* The Apple licensing constraints that make macOS sandboxes hard* Why CLI gives agents more power than MCP* How open source helps agents integrate Daytona* Why agent-generated PRs may break today's CI/CD assumptions* Why AI SaaS companies reselling tokens may face a cold shower* Why the AI cloud may look more like Stripe than AWSIvan Burazin* LinkedIn: https://www.linkedin.com/in/ivanburazin* X: https://x.com/ivanburazinDaytona* Website: https://www.daytona.io* X: https://x.com/daytonaioTimestamps* 00:00:00 Hook* 00:01:12 Introduction* 00:03:15 CodeAnywhere, Shift, and the end of localhost* 00:05:58 What Daytona is: composable computers for AI agents* 00:08:07 The pivot from dev environments to AI sandboxes* 00:10:17 The New Year's Eve MVP and customers begging for API keys* 00:12:56 Bare metal, stateful sandboxes, and Daytona's scheduler* 00:17:28 60ms startup, 50,000 sandboxes, and 850K daily runs* 00:21:53 Spiky RL/eval workloads and the new agent infra problem* 00:28:12 RL workloads, Kubernetes pain, and dynamic resizing* 00:33:31 Why every AI agent needs a computer* 00:38:48 macOS sandboxes and Apple's licensing problem* 00:44:28 Why CLI may matter more than MCP* 00:48:11 Open source, GitHub stars, and agent integration* 00:53:11 Git, CI/CD, and agent collaboration bottlenecks* 00:58:15 Founder life and building a 25-person infra company* 01:02:44 AI SaaS, token resale, and API-first business models* 01:06:10 GPU sandboxes, data centers, and compute growth* 01:09:48 Why the AI cloud may look more like Stripe than AWS* 01:11:26 Closing thoughtsTranscriptIntroduction: Daytona, CodeAnywhere, and the End of LocalhostSwyx [00:00:02]: Okay, we're in the studio with Ivan Burazin, CEO of Daytona. Welcome.Ivan [00:00:07]: Thanks for having me, man.Swyx [00:00:08]: Ivan, you and I go back.Ivan [00:00:10]: Way back.Swyx [00:00:11]: How I don't even know how, you found, did you reach out or, for Shift.Ivan [00:00:17]: I reached out to you. The reason was you - we were just - we were thinking about I was one of the co-founders of CodeAnywhere, the first browser-based IDE, and so we were thinking a long time of, localhost should die. And you had this article.Swyx [00:00:29]: End of localhost.Ivan [00:00:30]: Then I reached out to you because of that, and then we talked, and I was actually at a different job and learning about I was the head of, developer experience, and you were quite well-versed in that, and I actually reached out to you, among other people, how do we go about that? What are the key things and whatnot at this point in time? And you were nice enough to take the call, and I remember I was late on your call with you.Swyx [00:00:51]: I don't remember.Ivan [00:00:52]: I remember because I was with my then I'm thinking of a girlfriend or wife at that point in time, I'm not sure. It's the same person, so that's great, and I was late ‘cause we were, in, Italy on, vacation, and then I was late for something. I felt so bad, and you were so nice to be, good about.Swyx [00:01:10]: The reason I'm nice is because I'm also late to other people, so it's like, who's, who's without sin here, yeah, so I have to, for those who don't know, InfoBip Shift, there's this whole thing that, you did in the past, and, and that was basically one of the inspirations for me starting AI Engineer, which is like, I have to thank you for giving me that push to be like, “Oh, you can, you can build and sell conferences?”Ivan [00:01:34]: I remember you asked you asked me at the beginning to give me advisory shares, and I was so focused on what we were doing, I said no, and I should've took the advisory shares. So I'm sorry, dude. But anyway.Swyx [00:01:43]: We're not, we're not venture backed.Ivan [00:01:44]: No, it doesn't matter.Swyx [00:01:45]: It's Yeah, anyway, so I think what's impressive about you is that CodeAnywhere is the thing that you've been trying to build, and, you kind of put it on hold and then came back after InfoBip. Just give us the story, do you - the story and the origin story, going into Daytona.From CodeAnywhere and Shift to DaytonaIvan [00:02:05]: Sure. Like, really way back, me and my co-founder have been together. I say this, I've said this multiple times, it's like we were married and divorced and married. Some people actually ask me is my co-founder my partner. they thought it literally. It's not literally, but we have done multiple companies together, and to your point, we had this shift where we went from the CodeAnywhere to the conference called Shift, and then back to, Daytona. We originally started stacking servers, doing like virtualization in the early 2000s and, routers and doing basically all these things, at a foundational level, and that was a services company which we sold to focus on what my co-founder actually invented, which was the very first browser-based IDE, right, I say the first. Before us was actually Heroku. They did it for a very short time until they became Heroku. But outside of them, we were the only one, and it was called.Swyx [00:02:55]: There was Cloud9.Ivan [00:02:57]: Cloud9 came out slightly after us. There was Replit, which came out when we stopped doing it, Replit came out, and they have been successful since then, which is great. There was Nitrous.io. There was quite a few that existed at the time, but it was like too early. But the interesting part is that we, at that point in time, because there was no VS Code, there was no Kubernetes, and Docker had just started when we Or I'm not sure if it was even public at that point in time. And so we had to build everything to the whole stack ourselves and that was the key learning that we brought into and that we've been using in Daytona today. So it was super early. There's about 3 million people used CodeAnywhere. It was slightly, it was angel-backed more than venture-backed. We ended up paying everyone back because it didn't have that sort of scale. But, three years ago, we started something similar with Daytona, which is not what we are today, but it was automating dev environments for human engineers, the basically the underlying stack of CodeAnywhere. And then we did a hard pivot last January to sandboxes. And so here we are.Swyx [00:04:01]: Historic pivot, yeah, and, it's one of those things where, I had independently invested in CodeAnywhere, but also in E2B, and then both of you pivoted into the same thing, and I'm like, “F**k.”Ivan [00:04:12]: You invested, you invested in Daytona. You invested in Daytona. But you were the first If we had not got your check, we wouldn't have done it.Swyx [00:04:18]: No way.Ivan [00:04:19]: No, it was like, “We have to get him on board first,” and you were that kicker that we, that got us off the ground.Swyx [00:04:23]: No, because you were putting me on your pitch deck, man. I was like, “Man, this is like a good trip if I don't invest.”Ivan [00:04:29]: That's because it was your quote. It's like we.Swyx [00:04:30]: Yeah. It's the end of localhost.Ivan [00:04:31]: Did a bunch of research about end of localhost and who was interested in that,.Swyx [00:04:34]: No, that's like, I put, I wrote that blog post, and every single company in that field reached out to me, and then every VC who was receiving those pitches then also had to call me and, talk it, talk through it with me.Ivan [00:04:47]: It's finally happening though.Swyx [00:04:48]: It was really super interesting.Ivan [00:04:48]: It's finally happening.Swyx [00:04:49]: It's finally happening.Ivan [00:04:49]: Yeah, it's finally.Swyx [00:04:49]: It's finally happening, with maybe sort of non-human users. Yeah, so what is Daytona today? Let's get like a quick description. I'm wearing the shirt.What Daytona Is Today: Composable Computers for AI AgentsIvan [00:04:58]: You're wearing the shirt. Yes,.Swyx [00:04:59]: It says, I think your branding is very good. Like, it's very consistent. It runs AI code. Like, it cannot be simpler.Ivan [00:05:05]: Exactly, but we're gonna probably have to change that.Swyx [00:05:07]: Oh, s**t.Ivan [00:05:07]: It's also a subset of what we do. Unfortunately, we really love this, Run AI Code is super simple. People interpret it different ways. I think we've given out 5,000, 6,000 of these shirts. People wear them with pride because it doesn't really market about us.Swyx [00:05:21]: Yeah, Daytona's on the back.Ivan [00:05:22]: It markets the back. It markets to the person itself, so I think we did a really good job on that one. But it is also a subset of what we do, because people, when they think about Run AI Code, they just think about these small, let's call it isolates, code execution boxes that, you send some code, you get an output. Whereas what Daytona is today is essentially composable computers for AI agents. It is, the market calls them sandboxes which can be misleading.Swyx [00:05:44]: All these things. All these things on.Ivan [00:05:45]: Yeah, exactly, ‘cause it can be misleading ‘cause people usually think about sandboxes as a demo or a test environment versus a production-grade environment. But what Daytona does, if you think of the laptop that you have in front of you or the computer that's over there, or, my wife is an architect, so she has like a Windows with a 3D graphics card inside to do 3D rendering. Like, as humans, we have different computers or different compositions of computers. And our belief is strongly that agents today and going forward will need all these different compositions of computers to do different types of tasks. And so we offer that basically through an API.Swyx [00:06:19]: Yeah, to give people - I'm trying to sort of front-load all the aha moments or the wow moments so that people can, stay engaged and click like and subscribe. the market is exploding, right? Like, you have been reporting 74% month-on-month growth, and it also, it's just been growing for a while. Like, it's been going like this. And every single - It's not just you guys. It's every single.Ivan [00:06:41]: Everyone, yeah.Swyx [00:06:42]: Sort of, compute provider. I don't know if you agree with me saying compute provider or not.Ivan [00:06:48]: It's fine.Swyx [00:06:48]: Yeah. So like organically PLG-driven growth, but also enterprise is doing super well, I think I wanna rewind to January of last year when you did the pivot. Like, so you obviously called this market early, and you were positioned for it, and you are now one of the market leaders. But what was the insight that made you do the pivot?The Pivot: From Human Dev Environments to Agent SandboxesIvan [00:07:06]: The insight that made us do this pivot is the quarter before that, so end of 2024, when we had - Basically, we did a demo with - I don't I think we discussed this as well, Devin was not public. You actually gave me access to Devin at that time. So Devin.Swyx [00:07:25]: I did?Ivan [00:07:26]: Yeah, you gave me access.Swyx [00:07:26]: I don't think I was supposed.Ivan [00:07:27]: Yeah, exactly.Swyx [00:07:28]: Yeah, I.Ivan [00:07:28]: So it doesn't matter. You.Swyx [00:07:29]: Yeah. I gave like three friends access.Ivan [00:07:31]: Yeah, or it was a call and you showed it to me. It doesn't matter. but OpenDevin was available, which is now called OpenHands. And so we're like, “Oh, this seems to be a thing. This is not public. Let's take our for human automation of dev environments and take, OpenDevin and launch that as a SaaS.” And we did that. Not very many people signed up and used it, but a lot of people reached out that were building agents, and they were like, “Hey, my agent needs a compute sandbox runtime,” whatever you wanna call it. I forgot what it was called at that point. And then we were like, “Oh, amazing. This is a new market. Here is our infrastructure. Here's our product, and go.” And what we found really fast, soon, was that people did not like what we had built. It didn't work. And I remember talking to people at the beginning when we're doing this, the sandbox we're building for agents. People were like, “Oh, why is it different? It's the same thing. We have like EC2, we have VMs, we have all these things.” But we saw that everyone we gave it to, it was like 20, 30 people, they all said, “No.” Like, “This is not what we need. This sort of breaks.” And basically, me and my co-founder not knowing a lot about - ‘cause we're infra people. We're not AI people. So I basically took it upon myself to like watch every single podcast that exists, including all of, all of these and all that, and sort of get up to date, read all the blogs, like get, understand what's going on.Swyx [00:08:45]: Do you wanna shout out who else was useful, just in case people are also looking.Ivan [00:08:49]: Generally we -, I looked at There's a few of podcast, different segments and different types. So there's you guys, No Priors, Bill Gurley's was great while.Swyx [00:09:04]: VG2, yeah.Ivan [00:09:05]: Yeah, while it was around. So there's a few. 20VC is interesting from a different dynamic, and some are different dynamic. But there was, also Red Points.Swyx [00:09:14]: We're not really about the compute market.Ivan [00:09:15]: It was also already - Sorry?Swyx [00:09:16]: You're, you want - You're looking at the agent infra market.Ivan [00:09:19]: I was looking at the agent market and the AI market in general and sort of understanding who are the players, what the perception, and how that goes. And like obviously you complement this with like going to conferences, going to events, going to meetups, reading white papers, like doing all the things that you have to do to understand what's happening. And so when we figured, when we sort of had an idea of what we had to build, literally over the New Year's Eve, literally on New Year's Eve, I half vibe coded the first MVP, first minimal viable product of what Daytona is today. And I went to sleep at like 3:00 AM or something like that. I was doing - I just put my like baby daughter and wife to sleep and, Happy New Year's, and go back to just, doing this. And I sent it to my co-founder, my CTO, and he saw it in the morning. He's like, “This is absolute garbage.” “Do not show this to anybody at all, but the idea is good.” And so he took two weeks, and he rebuilt it.Swyx [00:10:09]: Did it like look like that? Listen, I - It was rough idea.Ivan [00:10:12]: Oh, not even, not even close. Like it was it was way worse. But it was like a very - It was a simplistic view of what it should be. Like, it worked, but it was not ideal. And so he went, we went down the whole, which is his job as CTO, to go, and he came back with this version. We then called all the people that had said like, “This is garbage,” a quarter ago. And we set up these calls, and we gave it to - We just demoed it to everyone. And all the calls went long, every single one. They were 15-minute calls, and they all went to like 25, 30 minutes or whatnot. And everyone said, “We need, we want access.” There was no login, just an API key, ‘cause it was just a beta or an alpha. And they said, “Oh, we want access.” And we're like, “Sure, yeah. Okay, thank you very much.” But after like the next day, if we'd not send it, every single one, like every call that we did, everyone came back, “Where is my API key?” Like everyone wanted it. We're like, “S**t.” Like this is it. Like I've never felt So one, the understanding to your point was like most people thought it was the same infrastructure for humans and agents. We understood a quarter ago it's not. We just didn't know what was the right primitive. And then when we came, and we can talk about what that is, and we gave it to these people, I've never seen, I've never experienced - I've done multiple companies in my life. I've never experienced this, that people literally call you if you do not give them access. Like they want access right now. And so it's like, okay, they don't want this. the thing that they want doesn't seem to exist, or they have not found it, and they really want what we want. And then when we understood that we're onto something, and then when you think about the size of the market, like the market for human engineers and enterprise is a very large market, so think GitLab or whatnot. But the market for every single agent that will exist ever in the future is just like, what is that market? How big is that? And we're like, “We are all in on this.” And so that is where we made sort of the cut between the old product and the new one.Bare Metal, Stateful Sandboxes, and the Lambda + EC2 ModelSwyx [00:12:02]: Yeah. But it wasn't composable at the time?Ivan [00:12:05]: It was very - It was basically just a Linux box that you could change, that you could define number of CPUs, disk, and RAM. Like that is what you could do, but you couldn't have multiple operating systems, you couldn't resize it on the fly, you couldn't add a GPU, you couldn't do like all the things. It was just the, just the first sort of variation of that, yeah.Swyx [00:12:22]: Was it bare metal from the start?Ivan [00:12:24]: It was bare metal from the start. And so the interesting thing that we thought about right away, so our.Swyx [00:12:29]: Which, give people the background, what is the normal path?Ivan [00:12:32]: Yeah, so, basically most providers run this on top of VMs. And also.Swyx [00:12:37]: Firecracker.Ivan [00:12:38]: Yeah, they run on Firecracker and VM. And so we also fire - We can get - We have multiple isolation layers and we can do that. But the common way to do it is that they, one, that the state of the machine, or the hard disk is not part of the sandbox itself. And the other thing is they're not meant to last forever. So most of them are preemptible, like they can There's a time that they can live. And so our thought was when we were going into this is, agents will be like humans in the sense of you don't want your laptop to be shut down until you're done with work. Like, and you want to close the lid and open the lid, it's the same state. So you - Agents would want that, like the pause and come back. They want those two things. But also agents really want speed, right? Can they get it? So when we thought about it's like we need something insanely fast, how to make it fast, how to make it long-running, and stateful. And so those two things, it's like combining a Lambda and an EC2, right? Those two things together. And so we didn't have an idea how others did it, ‘cause we didn't know too that there was a market around this. It was more like, okay, this is what we need, what they need. And we looked at Kubernetes, it wasn't wasn't good enough for that. We looked at Nomad, it didn't enable that. And so our history in rewriting our own scheduler at CodeAnywhere is basically what my CTO came up with. Like, he's like, “Oh, the learnings from there,” and he brought it. And the funny thing is, our third co-founder, when he saw it, he's like, “Dude, what is this? This is like 2008.” Like, we went back in time, and he's like, “Exactly.” And so the reason why Daytona is like super fast, and you see this on benchmarks, is we essentially, we run on bare metal. We have our own scheduler, we use the underlying, disk, CPU, and RAM of the underlying machine, which means your IOPS are insanely fast because there's no, there's no network between an EBS or something like that. But also the snapshot, the point in time, the templates, are also preloaded on the bare metal machines. So when you fire off a sandbox from a template or a snapshot, you're essentially directed to the bare metal machine where that snapshot is based on that NVMe drive, and then it literally just turns on that machine, and it's local. There's no network latency, anything on there. And so that is sort of the specificities that we, when we're thinking from first principles, what a computer would look like for an agent, that is what we came up with, and that's what we created.Benchmarks, 60ms Startup, and 50,000 SandboxesSwyx [00:15:02]: Yeah. I should maybe, I don't know if you endorse this, but there's someone that does compute SDK, you guys do very well on there, with like the TTI, right? I. is this a, is this a is this a relevant benchmark for you guys? I don't know.Ivan [00:15:16]: I don't know, and it changes every day. So today RKL is.Swyx [00:15:18]: I don't know what RKL is. Never heard of it.Ivan [00:15:20]: Yeah. RK, yeah, so it is there.Swyx [00:15:22]: You are, at least a third of the next tier of performance, and then, there's a lot of other better-known names that are very slow to start.Ivan [00:15:31]: Yeah. We've been the number one by far for a long time, and now there's different, there's different definitions also of sandboxes, different isolation patterns, different other things. So RKL runs it literally on the S3, the data, so it's very different, and they spin up a sandbox, spin up a container for that, so it's a different type of thing. So the definition of a sandbox is something that we can all, we all need to get along with. But yeah, we're insanely fast on getting these things, up and running. And so you can see even there that it's a zero point 0.10 to 0.11, so.Swyx [00:16:03]: Close enough. Yeah. what else do you need, right?Ivan [00:16:05]: Yeah. So the benchmarks itself, so, in this, in I don't think the benchmarks equate to market ownership or revenue or anything like that. and I've seen this with multiple benchmarks, not just in sandboxes, but in general benchmarks around.Swyx [00:16:20]: It's table stakes. It's just like.Ivan [00:16:21]: Exactly. But it doesn't hurt.Swyx [00:16:22]: Just roughly check.Ivan [00:16:22]: Like you definitely have to be up there and you have to be competing so that people know that, oh, this is definitely one of the top. Because this is only one dimension of what customers look for. There's other things like how many can you spin up consecutively? There's a feature set, there's support, there's like all different things that people look at, but you definitely have to be there, on the benchmarks.Swyx [00:16:40]: How many people do people spin up consecutively?Ivan [00:16:43]: So we have.Swyx [00:16:43]: Or concurrently, is the Concurrency, right?Ivan [00:16:45]: There's three metrics that we look at. And so one is like time to spin up one, and so our time to spin up one is 60 milliseconds with network latency. So request, spin up, reply, 60, the whole thing, 60 milliseconds. That is one. But if you wanna spin up 50,000 at once, we are now at about 75 seconds. So it takes about 75 seconds to spin up concurrently 50,000. Some others, there's public data around this, like take 2,000 seconds, which is 30 minutes. Like there's different variations of that. And then there is the so it is speed of one, speed of like multiple, and then how many can you consistently have up and running. And so we basically have right now no limit to how much we can add because we basically own our own metal. But the biggest customer of ours does like about 850,000 every single day is sort of where they're, where they're just shy of a million every single day that they're running, we do have a request for half a million concurrent, which is literally half a million CPUs somewhere running. So that's an interesting.Swyx [00:17:44]: They pay by like vCPU seconds.Ivan [00:17:47]: By seconds, yeah.Swyx [00:17:47]: Or whatever. Yeah. Okay, and so and then, and the other thing is, the sleeping and the resuming, ‘cause it's all the stateful resumption of all these things, how, what kind of workload are people putting through this, right? Like how is it Do we measure by gigabytes in memory, gigabytes in storage? I don't In like network attached storage. I, what are the costly ones of, out of all these features?Workload Economics: CPU, RAM, Network, and StorageIvan [00:18:15]: The most expensive thing are CPU.Swyx [00:18:18]: Okay. Yeah, of course.Ivan [00:18:18]: The second one, yeah Then it's RAM, then it's disk. We actually don't charge.Swyx [00:18:22]: Which is snapshotting, right?Ivan [00:18:23]: No, it's actually the, snapshotting's part of it, but basically the size of your hard disk, of your machine. So do you have 10 gigabytes, do you have 20, do you have 50, do you have whatever? And then the transference of that. Right now, currently we don't charge for, network at all at Polychron.Swyx [00:18:37]: Oh, you gotta, yeah, you gotta fix.Ivan [00:18:38]: Yeah. It is very much a it's a larger and larger part of our bill, so we're working around, that part there. Obviously, that is the least, expensive, so the hard disk is the least expensive, so it's basically CPU, RAM, for us network, ‘cause we don't charge the customer, and then hard disk, is how it's split up. But there's also different types of workloads, so we basically split it up into two types of workloads in Daytona. One is what we call background agents or long-running agents. and the other is, basically RLs and evals, which I put sort of together. And so they have very different patterns of usage, and if you look at the usage of a background And I'll just name names of companies, not specifically.Background Agents vs. RL/Evals: Two Usage ShapesSwyx [00:19:21]: Yeah, open, all hands.Ivan [00:19:23]: Yeah. So like a background agent's a Cognition, a Lovable, a like all these things are Harvey. These are all long-running, background agents. And so if you look at their usage patterns, their usage patterns are similar to human, which is like follow the sun. Basically, the usage patterns of that is like noon is probably the highest, and the midnight is the lowest, and then weekends are lower. weekday is higher.Swyx [00:19:42]: Yeah, that's a fun question. How global is it? Is it very US-centric or?Ivan [00:19:46]: The US is a large part, but we have currently, we have Asia, Europe, and the US regions.Swyx [00:19:52]: So it's quite global.Ivan [00:19:53]: Yeah, it's quite global. We have it all over. It's interesting that our I talked to you a bit about this. Our number one city by user.Swyx [00:20:01]: Hmm.Ivan [00:20:02]: Is Singapore.Swyx [00:20:04]: Oh, wow. Amazing.Ivan [00:20:05]: Which is an interesting one, right? Not by revenue, just by just like by individual head count.Swyx [00:20:09]: Really?Ivan [00:20:09]: Just like an interesting thing.Swyx [00:20:10]: Singapore is, Singapore is weirdly high in the adoption charts of AI for the population. It's like an, seven, eight million population. And it's like keeps showing up.Ivan [00:20:20]: No, it's quite interesting. We were quite shocked, and I was like, “Oh, this is interesting.” And also one that's up there.Swyx [00:20:24]: There's a reason I'm doing AI using Singapore. it's because I'm from there.Ivan [00:20:27]: We're there. We're gonna, we're gonna be there as well. and it's interesting that Japan is in the top or like Tokyo's in the top, which is in all the tech cycles it has never been. It has never been, so it's quite interesting that they're.Swyx [00:20:39]: I think the Japanese just love AI. Yeah. It's that, and then it's Brazil. That's it.Ivan [00:20:44]: Brazil has always been in.Swyx [00:20:45]: I think.Ivan [00:20:46]: Even when I look, if you look at like GitHub's data and ask historically with CodeAnywhere, it was always like US, Western Europe, and then you'd have like India, Brazil, China, like that would be there. But like Singapore was not in, specifically Japan was never in sort of that top, that top.Swyx [00:21:01]: Yeah. Weird pockets.Ivan [00:21:01]: Weird. Yeah, so it's very global.Swyx [00:21:02]: Okay, so actually that, but that's helps you to distribute your load through, all time?Ivan [00:21:08]: The interesting thing is like we have those kind of loads, but if you look at the researcher loads, they're quite different. So what they are is like if you give them concurrency of 10,000 or 50,000 or 100,000 CPUs at ARMb, when they fire off a run, it's just 100%. And then it just runs, and then it stops. So it's very, the usage pattern is squares basically, right? And it's also not follow the sun, because people will fire it off at midnight before they go to sleep but then wake up and so it's very unpredictable, so you don't know where that is. So the shapes of the usage are quite different than we have had before. And also what's interesting is when it's sort of a follow the sun, even if you have a high growth company, you can sort of predict your usage patterns and have enough capacity for that, because it's sort of, it grows in a, in a way you can project. When you have companies doing sort of like evals and RL, they're super spiky. So they're gonna come in, it's like, “We're gonna use nothing, then can we have 100,000?” Right? And then go back down. And then 100,000, go back down. So it's very different, right? And.Swyx [00:22:09]: Do you want to lock them into commits so.Ivan [00:22:11]: Yeah, we do.Swyx [00:22:12]: Yeah, okay.Ivan [00:22:12]: We so we have to lock them into some sort of commits to have that capacity, because we have to have, basically we have to have the capacity for peak. Right? And so right now, Daytona's mean utilization is 15%, 1-5.Swyx [00:22:25]: Oh my God.Ivan [00:22:26]: So it's very low.Swyx [00:22:27]: Because it's very spiky.Ivan [00:22:27]: It's very spiky, but we get up to 90%. so we have these things. And so what we're, what we're looking at right now as a company is similar to Cloudflare where you can like geo move things around, but that works really well for basically the background agent where it's follow the sun. But this, it's not. Like it's a very different shape. Obviously with scale you figure these things out, but that's an interesting new problem that we have, as a compute provider in the agent space. And when we were doing the conference recently, and so we talked to like Nikita from Neon and.Swyx [00:22:57]: I should bring it up.Ivan [00:22:58]: Parag from Parallel and whatnot, everyone has the same problem. Whereas the usage is super spiky, and this is something that has not happened before, that you have these types of like it was always, it the amplitudes were not this high, right? So it's quite interesting use case and problem solve.Compute Conference and Spiky Agent InfrastructureSwyx [00:23:12]: Yeah, I don't know if we're gonna bring this up again, but let's just talk about the conference, you had like 1,000 something people at the Warriors game, at the Sorry, where is it? What's.Ivan [00:23:22]: Chase Center.Swyx [00:23:23]: Chase Center.Ivan [00:23:23]: Chase Center.Swyx [00:23:24]: I went. It was, it was very impressive. Obviously, you can, how to throw a conference, what did you learn? you put, you pulled together all these impressive names.Ivan [00:23:33]: What I.Swyx [00:23:34]: What were you looking for?Ivan [00:23:35]: My thesis behind the Compute Conference was let's bring together people that are building infrastructure for AI agents. Because when I think of what we're building, it is the agent is the primary user, what are the ergonomics and usage patterns of agents, and so we can do that. And what I found, this was a theory, it wasn't proven, is that we all have these problems, as I touched onto. And I was, as I was talking on stage, it was like we all have the same underlying infra problems, which is this spiky workloads, unpredictable workloads that we've never had before, in human, compute or human infrastructure. And it's, again, it's the same when I was talking to Parag or when I was talking.Swyx [00:24:20]: Lynn. Nikita.Ivan [00:24:21]: Lynn, Nikita. Lynn especially, I was talking to her the other day as well. Like the It is a very interesting type of problem to solve because I can touch on Cloudflare because there's a lot of like talk about that recently as to how they solve that, which is they have a bunch of geos, and basically, as users work in different places, and depending on your tier, they can move you around the geos. And so that how, that's how they get the higher utilization. But you can sort of predict these, and it's If it's something in You'll rarely get a spike that is 10 orders of magnitude. Like you'll get a like let's say one of your customers has some like an exponential curve. What is that to I'm using Cloudflare as an example. 10%, 20%, whatever it is. I don't, I don't have this data, I'm just assessing. It's surely not 10x, right? It's surely not something there. And so how do you go out and solve this problem? And we're all solving this in different ways. So we have.Swyx [00:25:11]: She also has the same thing.Ivan [00:25:12]: Yeah, I know specifically that like Neon had that issue as well. Like how are we solving these spiky loads and things like that ‘cause we talked about it. And so the interesting thing for me to actually internalize was, yes, everyone that's building for agents first is going through this, and we're all solving similar problems, which is quite.Swyx [00:25:28]: Let me let me double-click on this. Okay. So for example, Neon, I happen to know that they're very sort of S3 oriented, right? so they're just like fully bet on S3. And you get to benefit from S3's distribution and infrastructure. So I would imagine that Neon doesn't have to care, whereas Lynn maybe has to care a bit more because obviously she's doing GPU inference. And, for listeners, we did an episode with her, one and a half years ago. And you have to care. But like, right?Ivan [00:25:54]: Parag cares for sure, and Nikita.Swyx [00:25:58]: And Parag is C of, Parallel.Ivan [00:25:59]: Parallel, yeah.Swyx [00:26:00]: Former CTO of Twitter.Ivan [00:26:01]: Twitter, yeah.Swyx [00:26:02]: They are the search.Ivan [00:26:03]: Yeah, they're search, yeah.Swyx [00:26:03]: I You and I know but the listeners don't know.Ivan [00:26:08]: Yeah, we can put it down in the screen, and so ‘cause we, when we were talking.Swyx [00:26:11]: I'll put it up on the, on the screen.Ivan [00:26:12]: Yeah, right.Swyx [00:26:12]: People can look it up if they need.Ivan [00:26:14]: Look it up. And, yes, but they still have CPU and RAM, allocation that you have to have up and running. And so CPU and RAM, you have to allocate that and have that ready. And so there's basically two ways to do it. One is you either over-provision and you can handle the bursts, or two, you basically have, I don't know if this is a term, just-in-time compute, which is like as your load becomes, as your usage comes in, you can fire off requests for VMs or bare metals at other cloud providers and then get them up and running.Swyx [00:26:43]: This is if you go above 100%, right?Ivan [00:26:45]: Yeah, this is.Swyx [00:26:46]: Like your overflow.Ivan [00:26:46]: If your overflow, like spillage or whatever you do.Swyx [00:26:48]: You probably lose money on it, but it doesn't matter, right?Ivan [00:26:50]: It, not Well, you might, you might not That is a more cost-effective way to do it but it's a slower way to do it. Because basically what you have to do is you have to like queue your requests, spin up these just-in-time compute, get it all ready, provision it, and then get your workload there. And so if the time isn't important that much, that's fine, and you can do that. But if your customer, and especially for, let's say, the RL training runs, the reason why a lot of people come to us is because GPUs are more expensive than CPUs, right? So you want your GPU running at, what, 100% the entire time. And so when you're running runs on CPUs, when the when the CPU cycle is like down and spinning up the next one, you want that to be instantaneous so that your GPU doesn't go down, right? And if you then have to like go out and provision machines, you're essentially telling the GPU that it has to wait, and that's incurring our cost. So there's things that you have to try to solve for there.RL Workloads, Declarative Images, and Kubernetes ReplacementSwyx [00:27:43]: Yeah, let's talk about the different workload, right? You said that, what was it? A few months ago, you had zero RL workload and now it's 50%.Ivan [00:27:52]: It will be this one, 50%, yeah.Swyx [00:27:54]: Let's talk about how different it is, right? Like I imagine, for example, a lot less dynamic code generation of like arbitrary code. Like here, it's probably all the same code. You're just doing parallel runs or something, I don't know.Ivan [00:28:05]: Yeah. So you'll have multiple Depends on the like for each run, you'll have a snapshot. And they, for the most part, they actually do use our declarative image builder, which is like, “Oh, we, the agent wants these dependencies, these env vars.”Swyx [00:28:17]: These ones, yeah.Ivan [00:28:18]: Yeah, the declarative image builder, it.Swyx [00:28:20]: Which is a very modal like thing that they.Ivan [00:28:22]: Yeah. And so we build it on the fly and then we propagate that snapshot, and you can spin up as many sandboxes as you want against that snapshot. And then if you have to do changes, the model can, or like it could be also be automated. It's like, “Oh, now for the next run, we need to install these things or remove these things or whatever to get, a task done,” and then it goes off and runs that. So yes, that is something that it seems that they prefer. The number one reason I found, or should I say, let's take a step back. What we are competing against in that environment is essentially managed Kubernetes. So EKS, GKE, whatever. That is what the vast majority run on. And anyone that has tried Daytona versus GKE, EKS is like, “I'm never going back.” That has always been. There's a few reasons. One is the ergonomics. So if you have, if you're using Kubernetes to spin that up, you have to essentially manage the interface interactions with that. Daytona, although as a compute provider, it's more akin to a Twilio and Stripe from a consumption perspective than it is an AWS. Like you have an API, an SDK, it's quite like easy and seamless to get these things up and running, that's one. The other is the speed to which we spin up, which we mentioned earlier, which is much faster, and the scale to which we can go to. We haven't got into features, but an interesting feature is that it's very hard to OOM, or out of memory, our sandboxes, because we can dynamically on the fly.Swyx [00:29:48]: Resize.Ivan [00:29:49]: Resize, which is like impossible on almost any other thing. There are some technologies that enable you to do that, but it's like a very hard thing. And so we actually saw this when, the Terminal Revenge team is, brought us actually. So thank you, Alex and the team, that brought us into this whole space.Swyx [00:30:05]: It's just very rare that, a framework would just say, “Guys, just use Daytona.”Ivan [00:30:11]: Yeah, I think it says it somewhere. Yeah.Swyx [00:30:13]: Yeah. I was like, “What is this?”Ivan [00:30:15]: There's all, there's multiple there, but they also mention a few other places. and so Daytona specifically-We have, the, just jumping on themes here We, I don't know where it says Data Center.Swyx [00:30:27]: I, there.Ivan [00:30:27]: Doesn't matter.Swyx [00:30:28]: There's a very strong recommendation, which is, very unusual. Which is, it's.Ivan [00:30:33]: We do not pay them for this, just.Swyx [00:30:34]: I know, yeah. They just like you.Ivan [00:30:35]: Yeah, they like us. yeah, and also a thing, so, Data Center has multiple isolation sets underneath. The customer doesn't have to know what they are. But basically we have Docker, which is a container, that's hardened with Sysbox. So it's Docker's, isolation that is a security equivalent to a VM, but it's still a container. And that is the default, and they, especially in these training workloads, really like that as an interface to be able to use just a basic Docker container, and we enable Docker and Docker. Which for these RL runs, if you need to do a Docker compose or Kubernetes, you can spin up a K3S inside of these things, which unlocks a huge amount of workloads that you can do that you cannot do on other providers. So just on that part is much more interesting. And so we went that, through that. We showed them that we could do that, and they enjoyed that quite a bit. They being the general venture people.Swyx [00:31:28]: Those people, yeah.Ivan [00:31:29]: And Harbor people.Swyx [00:31:29]: Harbor people, do are they, are they a company yet?Ivan [00:31:33]: As far, I do not know.Customer Pull, Slack Connect, and the Computer Use BetSwyx [00:31:35]: Okay. All right. Yeah. It's like super obvious that like, there's a lot of excitement and success around these things, okay, so yeah, tell us more, right? Like, this is an exploding workload, Harbor adopted you, which helped speed things along. But what are you learning as this new workload comes online?Ivan [00:31:53]: There's a couple things that we learned, which we chat about in the beginning. We, and this has led our story, as we mentioned, we like talked to a lot of customers along the way, and we add more features and more tool sets as we talk to customers. And it's interesting that And I think it's that the ecosystem is so small and/or the models get smarter, where when we see one user come with a request, we know it goes on a roadmap if like three to five customers come with the same request in that week. It's like very bizarre. It happens so many times, which is.Swyx [00:32:27]: Because they're all friends.Ivan [00:32:28]: Sorry?Swyx [00:32:28]: They all, they're all friends. They're all in the same group chat.Ivan [00:32:30]: Yeah, probably, yeah. ‘Cause and they're like, “Oh, can you do this?” And I'm like, “Okay, this is interesting. We'll put it on a feature request.” And then the next one's like, “Oh, can you do this?” “Okay.” It's all the same, right? It's always the same. And so what we try to do, and I personally try to do, I try to be on as many call, quote-unquote “sales calls” I can. I'm in every Slack channel. We literally have about 1,000 Slack Connect channels, something like that. It's an interesting, there's so many interesting things you find out when you have all the Slack channels. You can also see where people, transfer between companies. You see leave Slack channel, enter Slack channel. It's an interesting thing. Also, just I digress, I feel that Slack Connect is literally LinkedIn what it should be. You have a list.Swyx [00:33:08]: LinkedIn charges you to, use your own connections, but Slack doesn't, right? Slack is like, do it for free. It's more lock-in. It's great.Ivan [00:33:15]: Yeah. It's amazing. Yeah. It's one of the reasons.Swyx [00:33:17]: You're gonna pay Slack for life.Ivan [00:33:18]: Exactly. You're there for life. So that's interesting. And so one of the things, the newer things we were talking about earlier is we made a big bet and put a lot of investment on computer use. that is not seen publicly the light of day. We haven't GA'd that yet, but we have.Swyx [00:33:32]: Is there a thing I can pull up?Ivan [00:33:33]: There is computer use there. It's right up a bit.Swyx [00:33:36]: Oh, yeah. Okay.Ivan [00:33:38]: What we have, what we talked about and what we've seen publicly is there's this theme now about, the human emulator where And Elon from XAI has talked about this publicly, and if you think about the models today, they're actually quite sophisticated and they can do a lot of work, but they still don't have access to all the tools. Like, I'm a strong believer that the most efficient way for an agent to work is essentially headless or through, terminal or whatnot. But if we, if we look at knowledge work in general, there's about 100 million knowledge workers in the US, about a billion in the world, and knowledge workers, and the salaries of them aggregate to 10 trillion in the US 50 trillion worldwide.Swyx [00:34:24]: Wow.Ivan [00:34:25]: Something like that. And if we look at, the five most important sectors of that, so like healthcare and government and financial services and whatnot, that's about 56% of that. So let's say it's about half of that. So in the US it's about 25 trillion, and most of them, most of that work is actually still locked into legacy apps inside of Windows, which is not going anywhere for a very long time. Like, people just won't invest in that. How much of it? our assumption is the following: if, in the RPA market, which is similar market, well, not the same 25% of, these white collar, workers', work is automated. If an agent is more sophisticated, can go through more runs, figure stuff out, let's say it's, 40%, right? And so if you take 40% of that, you get to essentially, $10 trillion a year.Swyx [00:35:17]: That's a TAM.Ivan [00:35:18]: That is a that is a TAM. So that's the TAM of the models, right? That's not our, essentially ours. But you get to that size, and to be able to do that, you essentially have to give agents these computers with the legacy. So computer use, either Mac or Windows or Linux. Linux we also obviously have and others have. But Windows specifically is something very new, and the only option right now is an EC2 with, Windows or on Azure. Both of them take anywhere from three to five minutes to spin up. We've created an actual sandbox, so it's a second instead of milliseconds, but you have, point in time snapshots, you have, forking, you have all the things that you have from a sandbox, but essentially enables you to hopefully unlock all this value. And so that's been our big push and bet, but we've sort of, kept our ear to the ground. What is sort of the next things in the market?RPA Returns: Why Agents Still Need ComputersSwyx [00:36:06]: Yeah, knowledge work, and building, and sort of RPA, the next wave of RPA. I got very excited about RPA kind of during COVID times. The UI path was IPO-ing. And it was, a very hot Isn't it, Eastern European?Ivan [00:36:20]: It is, Romanian.Swyx [00:36:21]: Romanian?Yeah, it might be the only Romanian, big unicorn okay, yeah. This I don't I don't, I don't have like a I think there's, I think there's a stage being set for the resurgence of RPA, ‘cause everyone understands that, yeah, no one wants to deal with these shitty apps and no one's gonna rewrite them. Like, you just have to do, a remote operation and programmatic operation of them.Ivan [00:36:45]: If you wanna unlock it, my own setup was basically the following. So I was doing a board deck recently, last month, whatever, and I'm like, “Okay, let's just, let's just do automated.” So, all our data's in, ClickHouse and PostHog and QuickBooks, where everyone else's is, and I'm basically, connected that all to, my Cloud code, like go off and go Cloud code whatever. Go off and, here's the integrations, go do that. It pulled out the first report, which was great. It connected to Brex and all these things, pulled it, which was great, and then I say, “Okay, now pull out this, and this,” and I kept getting, really well McKinsey-style design reports, but the data said partial data. all the missing data, partial data. Like, it can't access all the things, and I got so frustrated, and so I got, I got, my Mac Mini virtual sandbox with OpenClaw. I gave it its own account in our company, and then I went to all these services and created a read-only account, so literally like an intern in your company. And so I would say, “Now go and do this report,” and it would get the same, or like, “I can't via the MCP or the API or whatever. I can't get all the information.” I'm like, “Go log in.” And it will log into the website, then go in, export the data. It'll export the data and do the thing end to end. So even for things that have today APIs, not all of it is exposed, and I to get value, I get immense value right now, but it has to be a computer usage, unfortunately, and so I spend a bunch of tokens just on that, but I get the job done. And so if even a startup like ours, and using all the hottest tools, still needs a computer agent what hope does, Goldman have to have a headless, right?Swyx [00:38:22]: Yeah, what a - Why isn't Microsoft doing this?Ivan [00:38:27]: I'm pretty sure, Satya had a post yesterday.Swyx [00:38:29]: Oh, okay. I see.Ivan [00:38:29]: Which was like, “Every agent needs a computer.”Swyx [00:38:31]: I see, I see.Ivan [00:38:32]: So they have launched something recently.Swyx [00:38:34]: Yeah, they have Microsoft Power Automate, I'm sure, I'm sure, they're gonna have their version.macOS Sandboxes, Apple Constraints, and the Windows OpportunityIvan [00:38:39]: Version of that, yeah.Swyx [00:38:39]: You're gonna try to do yours, and it - I always know there's always demand for Mac, but I know it's, tricky to host, macOS sandboxes.Ivan [00:38:49]: We will have macOS sandboxes fairly soon. The problem with macOS, OS sandboxes is, I'm deep in this, I don't know how much interesting is.Swyx [00:38:55]: No, it's.Ivan [00:38:56]: MacOS has this problem.Swyx [00:38:57]: It's a licensing thing, right?Ivan [00:38:58]: Licensing thing. So one, you're allowed to run only two parallel VMs per machine, so that's one. Two, you can only license to a different user every 24 hours. So if you come in and theoretically, if I wanna charge you per second and I charge you one second, I have to have it idle for the rest of the day. I can't have anyone else doing that. So the pricing will be different in the sense that I will have to - we would have to charge for 24 hours, and that's not even, that's not even the most difficult thing. But the, thing above that is, from a security perspective, they enable you to do memory snapshot, pause, resume, but only on the same physical drive, physical machine. And so what you can do in, Windows world or Linux world is that I can move in the background, your snapshot from one to the other and manage load, right? Here, if you wanna do that, you essentially have to have your.Swyx [00:39:49]: Yeah, snapshots. Yeah.Ivan [00:39:50]: Your.Swyx [00:39:51]: It's like.Ivan [00:39:51]: Physical machine.Swyx [00:39:52]: You can't break it up.Ivan [00:39:53]: You can't, you can't move things around that, and all of that is, that part is, from a security standpoint, if it is written. Like, I understand the security aspect of that, but it disables you from doing these agentic, like really scalable agentic workloads.Swyx [00:40:08]: You need to do a vibe-coded, clean room implementation on macOS that you can then - That's like Clean OS or something. I don't know.Ivan [00:40:17]: So. We have.Swyx [00:40:18]: ‘cause like Linux was originally like a clean room rewrite of Unix.Ivan [00:40:21]: Okay. Yeah.Swyx [00:40:21]: Or something like that, right? Like same thing to macOS. Someone needs to do it.Ivan [00:40:25]: Someone will do that, and someone will have some long-running agents for a few days to figure this stuff out. But yeah. So definitely we - we're really close to offering something ‘cause people do want it, but the pricing will be different, and the feature set will be sort of stringent.Swyx [00:40:38]: Yeah, nobody's gonna use this. like, the labs, the labs will because they want to automate macOS.Ivan [00:40:42]: They have to do RL. They have to do RL again. But even if you The - So the point is with the RL part, if you, if you do RL on macOS, then the next iteration of the model comes out, it will be able to use these tools significantly. Then you actually need to run those, that somewhere. So you're gonna have to have that, later on. And from, if anyone at Apple is listening, I very much feel that they are shooting themselves in the foot of the scale of the revenue of compute or licensing they could get if they would just enable a concurrency model similar to what you can get on a Windows and a, and Linux.Swyx [00:41:17]: Yeah. Yeah. And I'm sure they've heard this before. They just don't care. Yeah, it's And maybe they will change their mind with the new CEO.Ivan [00:41:24]: Yeah. We'll see.Swyx [00:41:25]: We'll see.Ivan [00:41:25]: High hopes.Swyx [00:41:26]: High hopes.Ivan [00:41:26]: High hopes.Swyx [00:41:27]: Okay. But I, it's very clear the market opportunity is huge in Windows, and you can go for a long time on just Windows, but your customers are gonna want both. and I think, it is interesting to me that, this is the sort of God application of agents, right? Like, I don't It was - How big was OpenClaw for you guys? Like, was it, was there, a significant bump.OpenClaw, Agent Labs, and the B2B2C Sandbox MarketIvan [00:41:54]: Not for us because we.Swyx [00:41:54]: Because you already.Ivan [00:41:55]: We're kind of positioned differently. Whereas although it's completely PLG and we have individual developers that use it, most of the users that use Daytona are sort of a B2B2C. Sort of it's either B2B or B2B2C. So, in the researcher world, it's B2B, so you're selling to, labs and neo labs and things like that. But on the long-running agents, it's mostly, from a scale revenue perspective, it's mostly B2B2C, where you have a app layer agent that uses you at a big scale.Swyx [00:42:26]: Like a Manus. Yeah.Ivan [00:42:28]: Like a Manus Lovable type of thing.Swyx [00:42:31]: Yeah. I think that's the question of, well how, um-Uh, yeah, B2B to C is basically to me what I've been calling an agent lab, which is kind of like you're not in a model lab, but you're making a very good wrapper that is a platform that other people can sign up so they don't have to code those things. Yeah, it sound, it sounds like a much better market than the direct OpenClaw market.Ivan [00:42:56]: I've like - We I've done multiple things. So the CodeAnywhere's part of our career path R in the calendar, was very much an end user developer product. And so that is great. It You can get a lot of developer love, and I feel that we do as a company have a bunch of developer love. But it's a different type, where it's people building these things. Again, it's more akin to a Twilio because you don't really run - As a person, you wouldn't run Twilio. I don't know how many people remember. It was like ask your developer billboard and whatnot. And people really love Twilio, but they only used it inside of like, “Oh, I'm building this app or service for thing.” And so we're very much directly to that. And you also know that I used to work for a competitor for Twilio, so it's kind of ingrained, in my DNA.Swyx [00:43:35]: People don't know InfoBip is that big.Ivan [00:43:38]: Yeah, it's.Swyx [00:43:39]: Because.Ivan [00:43:40]: It's a billion euro.Swyx [00:43:40]: They're all American. They're like, “Whatever's in Europe doesn't matter to me.” But like it's the, it's the same size or bigger? Same size?Ivan [00:43:46]: It's about half the size.Swyx [00:43:47]: Half the size?Ivan [00:43:48]: Yeah, about half the size.Swyx [00:43:48]: It's like, yeah.Ivan [00:43:48]: Still huge. Multiple billions a year. Yes.Swyx [00:43:51]: That's crazy.Ivan [00:43:51]: Exactly, and so that - These are like really interesting and large revenue-generating, very sticky businesses. Whereas when you're selling to the - When your focus is the end developer, it is a very hard sell because they're very price sensitive, very price conscious, very around that. And there's very It's very hard to scale. Your cap is the number of people that are willing to spin up - First of all, wanna spin that up, and then spin up multiple of these. Whereas if you're in the enterprise one, like we know everyone's talking about like how many tokens they're spending, I'm spending. Like a lot of companies today are like, “If this is our company, spend as much as you can.” Like basically that is where we're going. And so if you think about that paradigm, where you're selling to companies that say, “Spend as much as you can to generate, productivity,” versus, “Oh, I'm a single person. I have this much budget, and I'm doing this thing because it's fun or it's helping me out or whatever.” Like it is a different, it's a different go-to-market, I think, strategy.MCP, CLIs, and Sandboxes as the Agent RuntimeSwyx [00:44:50]: Yeah, there's a lot of discussion. I'm just kind of going through like the mental list of things that are in your favor, which is, for example, MCP versus CLI. Like obviously you want CLI. It's been very good for you. I feel like it's maybe a drop in the bucket or maybe it's huge. I'm just checking whether it's like these are big trends.Ivan [00:45:10]: Those things you - work well in our favor, to your point just because every.Swyx [00:45:13]: They're kind of drop in the bucket, right?Ivan [00:45:15]: I think it's like sort of all the things come together. And so there's so many things that impact that. To your point, like OpenClaw wasn't huge for us, but like having the agent SDK, from Anthropic, so or Cloud Claude Code was very interesting. The reason why it was interesting is that a lot of, let's call them app I don't know what to call them, app layer agent companies, essentially they are like, “Oh, I can create this new app, this new agent. All I need, I just use Claude Code, and I throw it into a sandbox, and then I have my interface to the human to that.” And so that enabled so many more companies to actually offer this, and then they would pull on sandbox. So that was, that was interesting. And to your point, like MCP, versus the CLI, the MCP is an interface against an API, whereas the CLI is like you can actually go do things. Like this is it. The difference between integrations and actually running scripts or data or analysis against a thing. So being able to use a CLI very well enables the agent to do more things, and it's because that people will invoke a sandbox, they'll run it in the CLI, and but it'll do anal-analysis on that data and then give you an actual result versus just, pulling data from an API source.Swyx [00:46:29]: Yeah, it's a layer of indirection basically, it's the same thing as agentic search versus RAG, which where you're.Ivan [00:46:34]: Exactly, yeah.Swyx [00:46:34]: Just like you just win whenever people put more agents into their workflow. And so like it doesn't really matter, but I'm just kinda teasing out like what else have people heard about that like it's sort of, “Oh yeah, this is another sandbox use case. Oh yeah, that's another one.” Am I, am I missing any big ones?Ivan [00:46:51]: The thing, the thing that people, which is the computer use stuff, which I think is probably the most interesting one, is, and to your point, we've talked to so many people over the last year. It's like, “Oh, like why do you need a sandbox? Why do you need this? Why this?” And to your point, it's like, “Oh, I need sandbox for this. I need sandbox for that. I need sandbox-” It's like, “Oh, I need it for every single thing.” And so basically what I, what I - and it sounds like a broken record, it's like you use a laptop every single day, right? And you are n of one. It's just you. But now imagine how And by the way, the laptop, the computer PC market, the PC market is about equal to the cloud market in total. So it's about 150, 180 billion a year. Something like that. It's about roughly the three cloud hyperscalers is about equal to like Apple, HP, Lenovo, whatever, It's a little bit less, but it's sort of like that. And now imagine And that's just like, so how big is the addressable market? What, how many people are there in the world now? What's the last data?Swyx [00:47:45]: Let's call it eight billion.Ivan [00:47:46]: Eight billion. And so let's say you can have two computer, like you have one personal and one business, whatever. Like so it's double that, right? and so that's 16 billion, right? How many agents are gonna be running in two years, in 10 years, in 100 years? Like And for every single task, they will need one of these. And so how big is that? That market is essentially quote unquote “infinite”. You will get to the point, and Dylan Patel was at the conference talking about, from SemiAnalysis, that talks usually about GPUs, was also talking about how CPUs will now be a bottleneck because it will be the constraint. You won't be able to grow, or we won't be able to have enough of these because there won't be enough CPUs to basically do.Swyx [00:48:23]: Yeah. Well, I actually had a really good podcast with Doug Oliphant, who, which was his president at SemiAnalysis, where they've basically been like, yeah, it's been a GPU shortage first, but then it's cascaded down to memory and now to CPUs.Ivan [00:48:35]: CPU, yeah.Swyx [00:48:35]: It-What's next? So networking. So, networking actually has been in shortage for a while if you're looking at, just GPU networking. But, yeah, it's really crazy the amount of computer use that's going on, yeah, cool. I, other questions are, just the one very big part is the open sourceness which you didn't have to do, your competitors don't do, like it's not, a lot of people are worried about keeping their projects open source because some competitor can just slot fork it. I don't know if there's any reflections on just being an open source company.Open Source, Trust, and Enterprise ProcurementIvan [00:49:15]: Yeah. There's a bunch. So we the original product that we did was open source.Swyx [00:49:19]: Yeah. CodeAnywhere.Ivan [00:49:20]: So doing that was actually very good for us. There's basically a saying of, What's the saying? Like, companies that are, that are doing really well, measure themselves against, free cashflow, that are kinda okay, it's EBITDA, then, it's, it goes all the way down.Swyx [00:49:36]: The worst is like GitHub stars.Ivan [00:49:37]: GitHub stars. GitHub stars are the worst, yeah. So you go all the way down to GitHub stars. And so our original one was GitHub stars. That's what we talked about, we're at the point we're talking about revenue, so we're we've gone up the stack on that. And so we started.Swyx [00:49:47]: No, profit.Ivan [00:49:48]: Yeah. We haven't, we're, we'll get there. We'll get there. But basically at that point we did stars and GitHub and it was useful, and the original variation that we did, it we split the core into its own repo and it was Apache 2.0, so very, permissive. And then we basically would bundl