Podcasts about pfi

El programa ‘És temps de lleure‘ és l'espai que reservem cada divendres a la ràdio per parlar de propostes i activitats per al cap de setmana. D'idees a Lloret de Mar no ens en falten mai. Avui us proposem que conegueu els alumnes del Programa de Formació i Inserció (PFI) de l'institut Coll i Rodès, […]

El mercat laboral continua mostrant com sectors tradicionals d'activitat tenen una mancança continuada de personal. El PTT Garrotxa forma part dels Programes de Formació i Inserció (PFI) en la modalitat de Pla de Transició al Treball (PTT) i està pensat per a joves d’entre 16 i 21 anys que no han obtingut el títol de l’ESO i que volen continuar formant-se o accedir al món laboral amb garanties. En parlem amb Biel Mossoll, tutor del PTT Garrotxa

PFI has made it to the 2025 NFL Draft in Green Bay, WI.Michael and Conall preview Thursday night's action and hear form Mason Graham, Ashton Jeanty, Daniel Jeremiah & Charles Davis.

One of the best nights of the year: Jeff and Michael are joined by PFI's Conall Diggin to let fans take the mic for one night only, as thirty two NFL fans make picks on behalf of their teams.Thanks to everyone who made a pick!Join us for a HUGE NFL Draft week on Pro Football Ireland.

In dieser Folge des Thingcast nimmt uns Alex mit auf die Pagan Con, eine Veranstaltung der Pagan Federation International (PFI). Hier geht es zur Webseite von der PFI.Er erzählt, was er dort erlebt hat, welche Themen die Workshops behandelten – und natürlich, wie das (wichtige!) Essen war.

This week the HSJ team look at money and what is coming for what is expected to be toughest financial year for the NHS in a generation. HSJ editor Alastair McLellan talks about the “pig of a year” senior leaders have warned of. While finance reporter Henry Anderson takes us through what the mood music is on bringing back PFI, an expensive way of getting new capital into the system – but is it the only way?

Morse code transcription: vvv vvv The goods facing higher prices from US metal tariffs Schools tell BBC about astronomical repair bills as 25 year PFI contract heads into meltdown MI5 lied to courts to defend handling of violent neo Nazi agent Sperm donation Judge warns over man who fathered 180 children UK to reject dangerous journey refugees citizenship Metropolitan Police chief says paying officers we cant sack a waste of taxpayer money Private parking rules to change after five minute fines, sector confirms Next ad banned as pose made model look too thin Musk denies hostile takeover of government in White House debut Goldman Sachs axes diversity rule that has served its purpose

Morse code transcription: vvv vvv Sperm donation Judge warns over man who fathered 180 children UK to reject dangerous journey refugees citizenship Goldman Sachs axes diversity rule that has served its purpose Next ad banned as pose made model look too thin Musk denies hostile takeover of government in White House debut Schools tell BBC about astronomical repair bills as 25 year PFI contract heads into meltdown MI5 lied to courts to defend handling of violent neo Nazi agent Metropolitan Police chief says paying officers we cant sack a waste of taxpayer money Private parking rules to change after five minute fines, sector confirms The goods facing higher prices from US metal tariffs

Morse code transcription: vvv vvv The goods facing higher prices from US metal tariffs UK to reject dangerous journey refugees citizenship Metropolitan Police chief says paying officers we cant sack a waste of taxpayer money Schools tell BBC about astronomical repair bills as 25 year PFI contract heads into meltdown MI5 lied to courts to defend handling of violent neo Nazi agent Private parking rules to change after five minute fines, sector confirms Musk denies hostile takeover of government in White House debut Next ad banned as pose made model look too thin Sperm donation Judge warns over man who fathered 180 children Goldman Sachs axes diversity rule that has served its purpose

Morse code transcription: vvv vvv UK to reject dangerous journey refugees citizenship MI5 lied to courts to defend handling of violent neo Nazi agent Sperm donation Judge warns over man who fathered 180 children Next ad banned as pose made model look too thin Musk denies hostile takeover of government in White House debut The goods facing higher prices from US metal tariffs Goldman Sachs axes diversity rule that has served its purpose Private parking rules to change after five minute fines, sector confirms Schools tell BBC about astronomical repair bills as 25 year PFI contract heads into meltdown Metropolitan Police chief says paying officers we cant sack a waste of taxpayer money

In this quick bite: Garth Bray chats with Simon Woodhams, CEO of PFI, about the current state of the industrial property market, using it as bellwether for the broader economy. What is Simon seeing, given their PFI's vantage point, on the challenges and opportunities shaping New Zealand’s economic landscape? Plus, a quick look at the rise of e-commerce on industrial property demand, the future of work-from-home trends and what's driving one of New Zealand’s top-performing asset classes. For more episodes or to watch on YouTube, check out http://linktr.ee/sharedlunchSee omnystudio.com/listener for privacy information.

We're heading inside Property for Industry (PFI)’s two billion dollar portfolio, which includes some of NZ's biggest companies, private enterprises, and branches of government—with an average asset value of around $20M. PFI CEO Simon Woodhams tells Garth Bray why industrial property has been a top performing asset class, the benefits of owning warehouses in an e-commerce boom, and how they’re evolving to meet sustainability standards. Plus, what Simon’s big-picture view of PFI’s 120+ tenants (including giants like Fisher and Paykel) might reveal about NZ’s economy. For more or to watch on YouTube—check out http://linktr.ee/sharedlunch Shared Lunch is brought to you by Sharesies Limited (NZ) in New Zealand and Sharesies Australia Limited (ABN 94 648 811 830; AFSL 529893) (collectively referred to as ‘Sharesies’). Appearance on Shared Lunch is not an endorsement by Sharesies of the views of the presenters, guests, or the entities they represent. Their views are their own. Shared Lunch is not personal financial advice and provides general information only. We recommend talking to a licensed financial adviser. You should review relevant product disclosure documents before deciding to invest. Investing involves risk. You might lose the money you start with. Content is current at the time.See omnystudio.com/listener for privacy information.

PFI's Conall Diggin sat down with Georgia Tech's David Shanahan on campus at Georgia Tech during the College Football National Championship weekend.David talks about his college career, what it was like to play in the Aer Lingus College Football Classic and much more. A huge thanks to David for not only his time for this podcast, but his availability, patience and kindness throughout a busy (but memorable) year for him. Good luck, Dave!

Rachel Reeves confirmed the government will support building a third runway at Heathrow in a major speech aimed to boost economic growth and jobs.But she is expected to face fierce opposition to expanding the west London airport from senior Labour colleagues, including Mayor Sir Sadiq Khan who posted immediately on X after the chancellor's speech in Oxfordshire he remains against the plan.Also among the chancellor's announcements in a “dash for growth” was government backing for the £9 billion Lower Thames Crossing linking Kent and Essex under a PFI deal, an Oxbridge rail link and reiterating plans to limit judicial reviews by campaigners fighting mega-projects.The London Standard's chief political correspondent, Rachael Burford joins us to examine the detail.In part two, TfL signals the end of the Wild West End for ‘rip-off' pedicabs in a licencing crackdown - our City Hall and transport editor, Ross Lydall has the latest. Hosted on Acast. See acast.com/privacy for more information.

In this episode of the 55:11 Podcast, Dirk Smith and Brooke Kehl are joined by Andy Corley, President and CEO of Prison Fellowship International (PFI), for another inspiring conversation on their success and challenges over the past year. Together, they discuss the life-changing work of ministering to prisoners and their families and the special focus on children with parents behind bars. Andy also shares the heart of PFI's global ministry–centered on worth, redemption, and the unique partnership between PFI and EEM to creatively share the gospel. With stories of God's faithfulness, fresh insights into preventative efforts, and a look toward what's ahead, this episode dives into how serving the vulnerable and marginalized beautifully reflects God's character. Tune in to hear how partnerships, prayer, and radical trust in God's provision are making an eternal impact—and be inspired to join in the mission of bringing hope and transformation to communities around the world. Follow us on: PRAY.COM

In an exclusive chat with PFI, Andy Quinn reflects on the past few weeks on National Signing Day - as he officially signs with Boston College.

There is hardly a day that goes by when the subject of India's demographics is not front and center in the news.Whether it is India surpassing China as the world's most populous country, questions about how the Indian economy can provide enough jobs for a growing workforce, or how population should be used to allocate everything from legislative seats to fiscal transfers, demographics are at the heart of many debates surrounding India's political economy.To talk about India's demographics and its demographic transition, Milan is joined on the show this week by Poonam Muttreja, who serves as the Executive Director of the Population Foundation of India.For over 40 years, she has been a strong advocate for women's health, reproductive and sexual rights, and rural livelihoods. Before joining PFI, she served as the India Country Director of the John D. and Catherine T. MacArthur Foundation for 15 years.Poonam and Milan discuss the myths of overpopulation, India's fertility decline, and conspiracy theories around India's changing religious demographics. Plus, the two discuss male participation in family planning and what government should (and should not) do to manage India's demographics.Episode notes:1. Poonam Muttreja and Martand Kaushik, “Dispelling population myths triggered by a working paper,” Hindu, May 30, 2024.2. Sanghamitra Singh, “We're worried about population explosion. So let's talk brass tacks,” Hindustan Times, July 27, 2023.3. Zubeda Hamid, “Education remains the most effective contraceptive: experts,” Hindu, July 5, 2024.4. Poonam Muttreja, “Centering women and marginalized communities in India's population policy,” Times of India, July 17, 2024.5. Poonam Muttreja, Sanghamitra Singh, and Martand Kaushik, “Busting myths about India's population growth,” IDR, August 14, 2024.6. Nirmala Buch, “Reservation for Women in Panchayats: A Sop in Disguise?” Economic and Political Weekly 44, no. 40 (October 3, 2009): 8–10.

It's Friday, so Ed Vaizey is back to unpack the politics of the day with Trevor Phillips and Miranda Green.Could Labour plug the financial black hole with the return of PFI, why is there still no love lost between Alex Salmond and Nicola Sturgeon, and what did people make of Trevor's suggestion that Keir Starmer should send for Michael Gove? And why hasn't Miranda been given an honour? Hosted on Acast. See acast.com/privacy for more information.

Another week in the NFL awaits for the PFI team. Michael, Jason and Mark look ahead to the second week of the season. They focus on the big game in Kansas City and discuss the Bengals Week 1 struggles. Also, they take some live questions. You can follow us on all social at nflireland. Thank you for your support.

The next generation of young leaders -- or, perhaps said more accurately, the incoming generation of young leaders -- gets leadership development and hands-on training from the annual summer project called City On The Hill. The Pennsylvania Family Institute brought together 57 high school and college students for worship, workshops and a simulation of a state senate session with debates and legislative proposals. This podcast features Part Two of our conversation with two of those participants, Jacob Reece and Amiya Montijo. In Part One, we focused on the activities of that week of Biblical worldview and leadership development. [ It aired 8/01/2024 on Family Life. Listen to, share or download it here. ] In this new interview, Greg Gillispie asks these guests about what is true for young people who have grown up in today's culture. They offer their personal perspectives of hope, reassurance and commitment, coming from today's Christian young adults. Jacob Reece is a pre-law student from Blandon, PA. He also interned this summer with PFI.  Amiya Montijo is a 2024 high school graduate. She has attended COTH across multiple summers. Information about the 2025 City On The Hill -- the 25th anniversary -- is available on their website.    

Kim Anderson has a way with blueberries. We talk about growing, managing and marketing at the organic, U-pick - Blueberry Bottom Farm in Brighton, Iowa. Kim talks about the challenges of local wildlife, her enthusiastic customers and the growing demand for her berries. We also talk about recipes and her PFI field day in July. 

Thanks for joining us! Today we welcome Jon Bakehouse from Maple Edge Farm in Hastings, Iowa where Jon farms with his family. We enjoy talking with farmers who are actively engaged in improving soil health on their own operations. Jon has done a great deal of work and on-farm research along with Practical Farmers of Iowa to do just that. Some of that research includes reducing nitrogen rates for corn in soil health systems, cover crops and water infiltration, suppressing waterhemp with cover crops, and roller crimping cereal rye in soybean production. He and Monte dig into these topics and so much more so let's jump right in. Jon Bakehouse farms with his wife Tina, son Anderson and parents near Hastings, Iowa. The Bakehouses raise corn and soybeans and have a cow-calf herd. As the fifth generation farming his family's land, Jon has conducted PFI on-farm research for over seven years and unofficial field trials his entire farming career. Jon has been an incredibly active PFI member and would be a great person to speak about PFI programs, specifically our on-farm research opportunities. Here are some PFI videos featuring Jon: Reducing N Rates to Corn in Soil Health Systems https://www.youtube.com/watch?v=Ocip4kwlGnQ Cover Crops and Water Infiltration https://www.youtube.com/watch?v=9y9hcBDcQnQ&t=22s Suppressing Waterhemp with Cover Crops https://www.youtube.com/watch?v=LarRjStaXGI&t=5s Roller Crimping Cereal Rye in Soybean Production https://www.youtube.com/watch?v=sp3hVyTmLMg&t=7s Got questions you want answered? Send them our way and we'll do our best to research and find answers. Know someone you think would be great on the AgEmerge stage or podcast? Send your questions or suggestions to kim@asn.farm we'd love to hear from you.

Port Adelaide were put under the PFI test this week after their outstanding win in Geelong. Learn more about your ad choices. Visit megaphone.fm/adchoices

Ten years ago, Bible League International (BLI) and Prison Fellowship International (PFI) joined together to minister around the US and the world to those in prison, their families and even those they've offended. The result is that hundreds of thousands have been impacted by the Gospel of Jesus Christ.Andy Corley and Jos Snoep each serves as President and CEO of their respective organizations, PFI and BLI, and they recently sat down to recall the first ten years of this precious partnership. You'll be blessed as you hear Andy and Jos speak about their love and concern for the prison population, and as they share two profound memories from visits with inmates who benefited from our programs.Subscribe and invite someone to listen with you to The Word in Action Podcast. Length: 40:45.

Welcome to another enlightening episode with your hosts, Brent Poland and Adam Spence. In today's deep dive, we unravel the intricate web of the Private Finance Initiative (PFI) crisis in British schools. Beginning with a concise overview of PFIs in education, Brent and Adam navigate the repercussions on school budgets, providing real-life examples and anecdotes from educators on the front lines. Breaking down the complexities of PFI financial structures, they analyze the long-term implications and challenges schools face in meeting these obligations. The hosts explore government responses, potential policy changes, and alternative funding models.

Season Three. Episode One. In this episode, hosts Dirk and Brooke talk with Andy Corley about his work and new partnership with EEM.  Andy Corley is the CEO and president of PFI (Prison Fellowship International). Andy's work over the years has ranged from geology to commercial business to global mission work at PFI, serving now as CEO and president. EEM is grateful for the new partnership that now exists between the two ministries. To learn more about Andy's work, please visit: ⁠⁠⁠⁠pfi.org⁠⁠⁠⁠ Every story is a living example of Isaiah 55:11.  To learn how you can partner with us to provide God's Word, go to: ⁠⁠⁠⁠⁠⁠⁠⁠EEM.ORG⁠⁠⁠ Follow us on: ⁠⁠⁠PRAY.COM

* ஏப்ரல் 16 நாடாளுமன்றத் தேர்தலா... பரவும் பொய் செய்தி. * INDIA கூட்டணியிலிருந்து ஏன் விலகினேன் - நிதிஷ்குமார் பதில்.* Congress கட்சியிடம் ஆலோசிக்காமல் வேட்பாளரை வெளியிட்ட அகிலேஷ் யாதவ்.  * PFI அமைப்பைச் சேர்ந்த 15 பேருக்குத் தூக்குத் தண்டனை... ஏன்?* திருநாவுக்கரசருக்குப் பதில் துரை வைகோ... திருச்சியைக் குறிவைத்த மதிமுக?* BJP கூட்டணியில் PMK?-The Imperfect Show

ईवीएम की विश्वसनीयता पर कांग्रेस का फिर सवाल, ED कर रही है तेजस्वी यादव से पूछताछ, झारखंड CM सोरेन की खोज जारी, रांची में धारा 144 लागू, बीजेपी ने जारी किया लापता का पोस्टर, चंडीगढ़ मेयर का चुनाव आज, PFI के 15 सदस्यों को मौत की सजा, अमेरिका के इंडियाना स्थित पर्ड्यू यूनिवर्सिटी में डबल मेजर की पढ़ाई कर रहे एक भारतीय छात्र की मौत, एलन मस्क ने कहा कि न्यूरालिंक ने पहली बार किसी इंसान में एक वायरलेस ब्रेन चिप सफलतापूर्वक इंप्लांट कर दिया, प्रधानमंत्री ने महात्मा गांधी की 76वीं पुण्यतिथि पर श्रद्धांजलि अर्पित की, पंजाब के एथलीट अक्षदीप सिंह ने मेन्स के 20 किलोमीटर रेस वॉक इवेंट में नया नेशनल रिकॉर्ड बनाया सुनिए दोपहर 1 बजे तक की बड़ी ख़बरें, सिर्फ 5 मिनट में.

Kerala court awards death sentence to 15 PFI members in BJP leader's murder case, BJP's Manoj Sonkar elected Chandigarh mayor, defeats INDIA bloc's candidate, Pakistan ex-PM Imran Khan sentenced to 10 years jail, India Vs England, 2nd Test: Major Selection Headache With Injuries To KL Rahul And Ravindra Jadeja, Took permission, sent remuneration: Rahman over AI use to recreate late singers' voice

In June 2019 Scooter Braun's Ithaca Holdings LLC acquired Tylor Swift's music catalog as part of a transaction involving Big Machine Label Group LLC. She has since the original transaction been very vocal in her disgust about the deal, which she was never involved in. A few months later, her overall influence on popular culture caught the attention of Alicia Bargar from Johns Hopkins, who discussed at the August 13, 2019, NATO misinformation conference how the pop star could potentially be used to influence pubic option artificially. In December of that year, Swift commented on the deal involving her music by saying: “After I was denied the chance to purchase my music outright, my entire catalog was sold to Scooter Braun's Ithaca Holdings in a deal that I'm told was funded by the Soros family, 23 Capital and that Carlyle Group.”In her 2020 documentary Miss Americana, her image began to arguably change in the sense that she took a pro-establishment stance. Video has resurfaced of her talking to her family, particularly her father, about taking a stance on extreme right politics - preachily the kind of thing such powerful families like the Soros would revel in. So while the ‘Taylor Swift is a government asset' conspiracy is not a formal documented thing, per se, we can be certain her image and career has continue to be shaped in order to itself shape public option on certain political matters. In fact, such an idea is par for the course of history. Take the Laurel Canyon story of the creation of our modern Hollywood music industry. Frank Zappa's father Francis Zappa worked as a chemical warfare specialist for US military, being stationed at Edgewood Arsenal, one of many locations for MKULTRA. Jim Morrison of the Doors was the son of US Navy Admiral George Stephen Morrison, who was responsible for fabricating the Gulf of Tonkin incident. Not the mention the Doors were named after a book on psychedelic experiences and human perception, written by Aldous Huxley - who said “in the next generation or so a pharmacological method of making people love their servitude” would be operational. Music, drugs, and sex, were the cornerstone of the Hippie movement which would go on to hijack the anti-war movement. David McGowan documents this history in detail in his book Weird Scenes Inside the Canyon.One only needs consideration Taylor Swift's Eras tour, and as it spread worldwide, so did the Eris variant. Simultaneously, her celebrity boyfriend Travis Kelce, dubbed Mr. Pfi*er, was promoting products to fight Eris - named after the goddess of discord. Then there is that theory Taylor is in some way related to Zeena LaVey. But that is a whole other conspiracy.FREE ARCHIVE & RSS: https://www.spreaker.com/show/the-secret-teachingsTwitter: https://twitter.com/TST___RadioWEBSITE, BOOKS, RESUBSCRIBE YEARLY: http://thesecretteachings.infoPaypal: rdgable@yahoo.comCashApp: $rdgableBuy Me a Coffee: https://www.buymeacoffee.com/tstradioSUBSCRIBE TO NETWORK: http://aftermath.mediaEMAIL: rdgable@yahoo.com / TSTRadio@protonmail.com

In this the first of 2024 we take a quick look into the crystal ball, asking what we might expect in 2024. To help me with this my guest today is Gill Plimmer, infrastructure correspondent at the Financial Times and long-time observer of what makes this sector tick. Gill has spent several decades immersed in the business, finances and politics of infrastructure, writing about a range of issues over the years including the rise and fall of the PFI, the merits of water privatisation, outsourced services including the collapse of Carillion and Interserve, rail franchising and the challenge of meeting house-building targets.And much of this list will, I'm sure, return to the headlines over the next 12 months, alongside the inevitable rows and promises that accompany a General Election.ResourcesFinancial Times websiteGill Plimmer Linked InNational Infrastructure CommissionNational Grid energy dashboardNational Infrastructure Planning Association

PFI founder Michael McQuaid drops in for a quick message of thanks as Pro Football Ireland turns one today.Thank you very much for all of your support.

James is back for another week and Mark joins him to discuss:- The poor performing Patriots to poor performing referees- Josh Dobbs' future- Is Sean MacDermott is on the hot seat?Listen to James each Wednesday on PFI!

Justin Galliford BSc(Hons) MSc MBA Dip MC Justin began his career as an environmental scientist. At the age of 22 he started his own environmental consultancy, helping organisations improve their environmental performance and ensuring regulatory compliance. He joined the Norse Group in 2006 to help manage environmental performance regarding waste management and landfill operations. Following a period working on a waste treatment PFI project he began to move through the wider Group, changing roles every few years to broaden and develop his knowledge and management skills. At the age of 30 he undertook a part-time MBA whilst moving in to more senior management roles. Having run the Group's facilities management company as Chief Operating Officer for several years, he was appointed CEO of the Norse Group in May 2022. Justin remains committed to improving the environmental performance of organisations and has led the formation of the Norse Group's “Net Zero” strategy as part of a wider ESG strategy. Justin is also a Director of Norfolk ProHelp – a Community Interest Company which supports not-for profit organisations, and is also Chair of HMP Wayland's Employment Advisory Board – helping ex- offenders find work and settle back into life upon release from prison. Hosted on Acast. See acast.com/privacy for more information.

In this episode of the Cover Crop Strategies podcast, brought to you by SOURCE® from Sound Agriculture, Morgan Jennings, field crops viability coordinator with Practical Farmers of Iowa (PFI), discusses PFI's cover crop cost share program as well as her cover crop research on grazing corn residue in the spring.

In this episode, Riccardo sits down with two of the voices behind the Digital Twin Fun Club podcast, Henry Fenby-Taylor and Neil Thompson. The trio speaks accuracy versus bias and how technology (digital twins specifically) can help mitigate risk within the complex world of infrastructure.   “I think people generally have the wrong expectation of technology. They think ‘Oh, we're going to be able to predict the future.' Actually the value of these things isn't about being able to predict the future, it's about being able to adapt as quickly as possible to changing circumstances.”  –Neil Thompson Key Takeaways:  Defining a digital twin, the difference between a BIM and digital twinThe true value of technology (spoiler alert: it is not about predicting the future)The transition from sourcing the “cheapest” to “best” solutionMajor programmes as a symphony, an analogy of perspectiveCollaboration through technology for parallel problem solving approach Links Mentioned:  Benedict Evans' PresentationsNoise by Daniel KahnemanBent Flyvbjerg's How Big Things Get Done If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our community: Follow Henry Fenby-Taylor on LinkedInFollow Neil Thompson on LinkedInFollow Digital Twin Fun Club Podcast on LinkedInFollow Riccardo Cosentino on LinkedInNavigating Major Programmes on LinkedIn Transcript:Riccardo Cosentino  00:00If you're listening to navigate the major programs, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Moxa universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major problem management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hello, everyone. Welcome to another episode of navigating major programs. Today I'm joined by two guests from the digital twin fun club. Gonna let them introduce themselves. Henry Fenby-Taylor  01:04Hi, I'm Henry Fenby Taylor, host of the digital twin fan club, podcast and editor and coordinator and I also run my own digital transformation and communications consultancy. Hi, Neil Thompson01:18Hi everyone. I'm Neil Thompson. I'm a digital fanclub cleaner owner and co founder, I guess, their day job I work at AtkinsRéalis, and I do things around digital transformation. I also have some other hats around the industry, my chair, the built environment for the Institute of Engineering Technology, also lucky enough to have gained an Honorary Associate Professor of the Bartlett School of sustainable construction, all things. Construction economics related. So I'm really interested to have this conversation because I've, I've been listening to some episodes and really fascinated in this sort of world between digital tools and how we incentivize people to do things is fascinating. So I'm looking forward to the conversation. Riccardo Cosentino  02:08Yeah, me too. Definitely. I'd well if we're comparing hats. I'm also on the construction industry councils. Net Zero climate change panel, and then CIC 2050, board member of a core member of zero construct as well. So I have a very strong interest in net zero in this space as well. Which is a key economic question, isn't it? Really?  Yes. Especially today with the especially in the UK, especially today with a big news from last week? Ya know, um, you know, I'm Riccardo Cosentino I think the listeners know me, and I think today, I'm really keen to explore, you know, how can digital tools, digital twin help us navigate the major programs? I have cheeky and cheesy really trying to make a comparison there. I think digital twin and digital tools today are like the Google Maps of for navigating major problems, while in the old days, we used to just have maps. And so I think it's, it's an important intersection. As project complexity gets bigger and bigger. So to the tool that we need to manage that complexity need to need to be adopted. And, you know, that's, that's my contribution to this podcast. Henry Fenby-Taylor  03:35Absolutely. Yeah, absolutely. I think it's a very key issue. So we always start with what is a digital twin, I feel that there is often uncertainty, or lack of clarity around that. And I feel like adding some definitions to that will give us some simplicity. And then people can know what we're talking about. I've got my own definitions, but I'll let you go first, Neil. Neil Thompson04:03Oh, cheeky. I, so I got a, I have two views of digital twins. One is sort of the variation of, you know, we need to represent physical assets in a digital way. And hence the digital twin. And we use a series of technologies to achieve that. My other end of the telescope definition of it is we're connecting critical national infrastructure to the internet at different levels of maturity. So one end of the end of maturity is existing things that work today. There's things that we're planning for the future. And then there's things that we're building in between and all those things have some sort of interface with the internet, which may sound a bit strange saying it that way, but it's it's for me, it's just connecting these things together digitally with Henry Fenby-Taylor  04:59jazz I can't believe I've got to say jazz first and about gas. So my definition of a digital twin is that it is a system where there is a real thing that we are trying to manage or look after. And it could be designed simulate, construct, operate, you know, or it could be at the highest level of strategy, there's a thing that we need to manage. And so many things are complex, obviously, major programs are very complex, organizationally, technically, what they're trying to do, very complex. And so we need a better understanding of that real thing by measuring digitally understanding in a system that can tell us what is really happening with that system. Not only do we have good interfaces, so it's not just about having a nice dashboard. But it's about empowering people to make better decisions on the coalface of their job, right? From the very, most operational on the tools level, all the way up to strategic direction, measuring key performance indicators. And I think it's that connection by Neil says that Internet of infrastructure, it's bringing things together in a way that's not been done before. Because it's quite a complex sector is it's a complex supply chain, the word you could take an aspect of major programs, indeed, infrastructure in general, and probably apply the word complex to it quite safely. So I think, to move us on, I think that's a great definition. We've done our definitions of digital twins. So we know what we're talking about. Riccardo Cosentino  06:50Maybe there are five, yeah, if I may just stick to one. Because I mean, North America, where I'm from in, Canada's specially I think there's still a lack of understanding. And I think since we're defining, I think it'd be helpful and probably going to open a can of worms, since I've listened to your podcast in the past. But what's the difference between a BIM and a digital twin? Henry Fenby-Taylor  07:17Well, good question. Now, I have the true answer. But it's not very simple, which is that digital twins didn't come from the built environment, but didn't come from construction that didn't come from infrastructure, they came from NASA, originally, the original concept for we have a shuttle in space, and we keep building physical mock ups of this thing. So why don't we go to digital one, and then not only can we plan, model it and send up into space, and manage it remotely, we can create a better system for the design for the whole system for design, construction use. And so because it came from that route, it's difficult for the built environment, because we had a thing for that, when the digital twins came to us that design simulate side was an is already being done by them. So, I am not fussy about where you call your digital twin, because it could be your managing your factory line and your system. So you are trying to make maximize efficiency in say, building a building, or in the design. But I am not precious about it. If people want to say, you know, BIM is over here, in the design phase, and digital twin is over there. That's their choice. It is because of its origins, slightly complex, but effectively, a digital twin can cover the whole remit. And be, have been as part of it. Neil Thompson08:57Yeah, and we, at the end of the day, it's better to make a mistake in cyberspace than it is to do it in physical space. So just thinking about the Navigating of major programs, let's not go wrong in real life. It's really hard to fix. It's really hard to see. And unless Yeah, I'm with Henry on that one. It's, you know, let's, let's go and make a Digital Sandbox and work out and make a plan there is build, build the plan and execute that plan. And then and obviously, we in the world of major programs are very complex, involve lots of people and generally go for a really long period of time. So things change, where the environment changes, economic circumstances change. So my frustration with all of this is to is in two parts. One is I think people generally have a wrong expectation of technology. They think, Oh, we're going to be able to predict the future. Actually, the value of these things isn't isn't about being be able to predict the future is about being able to adapt as quickly as possible to change in circumstances. And that's where we need to get people on board is this Henry Fenby-Taylor  10:09is this from the I think you've got me to read Tim Harford's book adapt. That was yes. And that was very influential for my thinking on digital twins, where you are, again, you're trying to empower people through technology, not trying to take decisions away or automate things away. You're trying to give people the ability to react to changing circumstances. And, you know, just things like the teams are making major programs change massively, constantly. So you have a constant onboarding, and off boarding of knowledge and expertise. And it can be really difficult to capture that. So creating systems that mirror they were originally called digital twins, originally called information, model mirrors, that mirror what's happening, just allows people to get up to speed quicker allows people to make better decisions faster. Riccardo Cosentino  11:05I really liked that. It was one of the definition of a major programs, which I absolutely having a spot on the major programs are complex adaptive systems, to only they are complex, but they change. And so you're now dealing with, you know, an I think an equivalent to a complex adaptive system is is a flock of birds 1000s of birds flying to the sky, and somehow they do they unison, but it feels like they're doing Unison but they don't. And so that's, that's an equivalent of a complex adaptive system. Henry Fenby-Taylor  11:40I'm going to ask myself an interesting question on that. Does the does any individual bird know what the flock is doing? Or are they just responding to some fairly simple rules at a quite an immediate, you know, that the flock is created by birds with a similar drive all that with, say, a common goal, you know, they're all going to migrate all reacting to each other using very similar rules. And it is sort of organic emergent system creates, emerges, an emergent system emerges. And I think that's the beauty of major programs is that they work at all? Neil Thompson12:24You've heard no. I've got, let's go on a journey. Right? So probably when I was growing, so what No, just just one point, I used to work for really big, you know, construction companies. And the thing that always used to strike me we've we've all was you can stand still on a building site and look around, and it doesn't look like much is happening. But the job gets done. The how people come together at that scale is really interesting, because sometimes you can't, you can't stand there and physically sit. So there's a thing here and digital systems like this, the only way that you can have visibility of it because people are behind things. They're in the office, they didn't there's so much stuff happening, not one person can stand on a platform and look at everything. So that's that's something I find interesting. So it's back to what you said about the flock of birds. So this is this is something I've always wanted to the types of listen that listeners you have Ricardo and those in the space of finance and designing contracts. This is this is something that I've always the pitch that I've always wanted to make in from a digital perspective, because I feel like we're two worlds that don't communicate that much. There's this sort of capability of technology and those that design contracts and sort of somewhat oblivious of each other, but have a vital role to play. So one is back to your flock of birds. So think about an economics, right, we have we think of the price mechanism. So we infer the quality of something through its price. But I think we've sort of reached a point now where the price mechanism is somewhat defunct, we just because it's expensive doesn't necessarily mean it's the best. And there's a great I don't if you know who Benedict Evans is. Ben is Evans is sort of a commentator on technology trends over time. He gave a presentation in 2021. And if you have show notes, I can provide you a link, he this slides that he created was about sentiment of search on for consumers over time. And it has two lines, it has a line for the sentiment for the best and sentiment for the cheapest and in 2004 Everyone went on the internet and search for the cheapest then up to about 2008 It was the number one sentiment on the internet. And then this line called the best I want to find the best not the cheapest took over and it's just skyrocketed since. So this sort of price mechanism thing our flock of birds and like the internet as a proxy for Okay, people turned up and use it to find the cheapest thing they quickly found. out there, we'll find the cheapest thing actually isn't the best outcome, searching the internet and using the information that we have stored in the internet about products, reviews, quality, consistency, what have you means that instead of searching, give me other no trainers for cheapest. It's given me, what is the best for the use that I need? And modern internet searches. And just think about when you go and buy things. How regularly do you go, I'm just gonna go get the cheapest thing is interesting. So the world of consumer products has changed. And I think we're in we're in that point of 2008. Those that have been designing contracts have kind of the kid themselves to say they've been after quality, but they it by accident, I think I don't think it's through sort of any malicious intent or just the way because of the lack of information, we can only go by the price mechanism. But now with with the systems, they are digital twins and what have you, we can ask better questions of our data. So instead of sort of being rushed for time, the best thing that we can do is just just just give us your best price. And we'll go with that. We're now in the space of well performance, and what is what is best for the outcome. So you can't do that at that technology. So this is back to my analogy of standing there on a building site. Just because you can stand there physically see, it doesn't mean that you've got a true picture of performance, you have to have a digital understanding of the landscape to, to get underneath the surface of how well that's going. Henry Fenby-Taylor  16:23Adding to that I feel the contract. Artifact contracts themselves are legal documents, they do not flex, much over time, but generally, you know, they won't flex at all. So there is a real pressure when you are trying to procure to get the best deal. And to somehow know everything in advance before you start. And I think we all know that with the best will in the world. That can't happen. And the emergence of new paradigms of delivery through software and technology, where things are much more incremental, has challenged at dynamic of, here's your contract, you've got 12 months, here's the money go away, make me the thing, whether it's software, or an apple, and 12 months is definitely not long enough for an apple unless it's a really little one. But that it doesn't work. It fundamentally doesn't work. And you can't design a contract to make it work. You can design a contract to protect and to enforce and to give powers and all these sorts of things. But without that data that Neil's talking about, you are relying on judgment and or good practice goodwill, and then ultimately, litigation and, you know, take people to call. And there are much better mechanisms in between that, that we can introduce now that we can put into contracts that will make them operate better and give the outcomes people are looking for by adding that adding this measurement, this quality, as Neil calls it throughout. Riccardo Cosentino  18:22Yeah, and I think if we think of contracts for major programs, and I think it goes back to adaptability and being able to manage a complex adaptive system, and then the contracts that we have the typical lump sum turnkey, Neil's very familiar with his word, you know, they don't provide the flexibility that you know, you're supposed to give a fixed price today for something that is going to complete a seven, eight years from now, and assume that you can predict everything that is going to happen. I think the digital tools and digital twin will help you manage some of that, but the contract are certainly not set up to allow for adaptability, new contracts or they're not new, but like Alliance type contracting, collaborative contracting can help because they allow a better discussion instead of having an upfront discussion. It allows a discussion throughout the contract. And you're allowed to change some parameters, but it's ultimately it's it needs to we need to have an understanding that major programs adapt, have to adapt to changing circumstances. I mean, I mean, look, I just I just do what's happening now. Right? I mean, that's a perfect example of a contract that needs to be adapted. Henry Fenby-Taylor  19:41Yeah, absolutely. There's so many different factors at play here. It's political, its social. Its cost of living. It's all of these factors that come together. So yeah, I do think that creating these data insights on understanding can create better contracts. But it can also reduce risk and make projects more insurable. I've spoken to a number of insurance providers over the years and how they assess risk and cost risk and choose whether or not to cover a risk is the in this sort of artisanal, it's a skill, it's something you developed. And you have to, you know, you have to use your personal judgment to make those decisions with better data with better insight into what's happening, because you can use great data about what has happened past tense, and that can inform future decisions. But if you can drive those drive those insights all the way into the project, then you can really overcome some risks by understanding what's actually happening. Neil Thompson20:55Either of you read or know about Daniel Kahneman? I think it's his latest book noise. Oh, yeah. Yeah. So I think this is this is interesting, because if if the decision of a judge on its own, is, you know, there's two types of noisiness, there's the noisiness of the decision that you make, and then the noisiness of the process that you use to make that decision. Yes. And I think the same is here for contracts, right? They are inherently noisy, because it's based upon people's best opinion. Even when you get into the world of managing programs of any size, and people putting together Gantt charts and programs in Primavera P6, those are driven, they drive the decisions about how well that project is going. But they're sort of artifacts of people's opinions of where you roughly, it's not, it's not a scientific measure of, of quality progress and where you are, there isn't a device out there that can go and take a picture. To turn that into progress. It is the pm turns up to their team, how we're doing this week, where do you actually think we are against some sort of measure the measures usually is zero, 25% 50% 75%, or 100%. And you just scale that up, then the embedded noise of as you scale those for every layer, you know, the PM, probably gives that to a package manager, the package manager gives that sub project director, that project director is a dope Project Director of one area of maybe five Directorates, and then they come together and when the time it gets to the client, I mean, they're so far away from reality from a data perspective is, it's, it's quite scary. And if we think about the context of the application of AI, so in my, in my view of sort of the digital team world being a platform for this, the issue that we have is a little bit like the problem that we have with generative AI from chat GPT, if you ask it to make you an outline document for something, it's written from a Western or even more specific, more of like a Californian point of view, you'd have a point of view from that particular set of data. Now, if we're going to try and do the same in steering, the, you know, navigating major programs is you're going to set AI loose on a load of data that is just made up, right? How can that provide you any value, all it will say is, okay, instead of me asking the opinion of one P6 user, I can ask the opinion of all P6 users in history, but they're just, they're just artifacts of compound opinions. And we need to we need to break that somehow. So those those plans are built in a way that are relevant to the evidence that we have in datasets are collected from real life, not these intermediate trees in between this sort of management layers Henry Fenby-Taylor  23:5875% Complete. It's thinking about that that noise, analogy, accuracy, you know, you're trying to hit a target. And there is the big target at the end on time on budget, or even under budget under time. And high quality, great feedback. And that's a big target over there. But everybody is no such as hitting these small weekly daily targets that they have to hit. And we need better data. Yes. The data that we have has this bias in it. So if you are aiming for a target and consistently missing it in the same way, so you've got a bullseye in front of you and it's it's always hitting in the bottom right then you know that your your targeting is off. And this is the opportunity but it is the work that needs to be done because we have these targets we've not been computing them. So when you do compute them And you just scale this bias massively. And so, accuracy versus bias, but then you have the issue of of the noise as well, in the fact of, you know, different people act differently under different circumstances. So we need to align how people aim for targets, as well. And that's, that's data is also about not only what you measure, but how you ask for it, how you get it, and what it's for. Neil Thompson25:31It's interesting you say about two people. So my, in my research, in my dissertation, there was a question about risk preferences. And what I found systematically across the I think there's like 110, people that I managed to get the opinion of people systematically had a different risk appetite to their organization. So it's interesting, you ask them questions that sort of sets the risk appetite of the organization that they work for. And you ask a slightly different set of questions that sets the risk appetite of the individual. And there's always a huge, huge gap. It doesn't mean that organizations are less risky than people, it's, it's actually a bit more noisier than that. But it's interesting if organizations are just a collection of people that come together, that gap between the organization being risk averse, and the individual being risky for examples and in interesting thing, because that person's decisions, makes a huge impact on the macro risk appetite of the organization. And this, and this is what took me from your last episode, Ricardo was this the the stuff around behavioral economics. And I think the interesting thing, for me, is, the way that we design incentivization, at the broadest level is sort of is the same sort of difference between macroeconomics and microeconomics, or of macroeconomics. Back in the days before the internet and being able to collect data, they had to make some massive assumptions about how economies work. So they created macroeconomics, they made all these assumptions about how, you know, GDP, and all these sort of government level measurements. And, and then the behavioral economics comes around and said, well, actually, you know, people aren't having a generous, they all behave differently, they all come together in different ways. And there's a gap, and we're in this, we're in this space now, where we've never had the technology to be able to do the human, granular level thing. It's just too difficult to measure. But we're entering that world. Now we're in this, despite where you want to call it through marketing, call it digital twins or whatever. But we are in the world of being a like, the technology is now there. Five years ago, maybe even sooner, the technology wasn't available to us to manage information at this scale.  Riccardo Cosentino  27:54So I, you know, I just wanted you because it's something that I've been listening attentively, potentially. And it sounds to me that the digital twin to BIM call it whatever we want to call it, but and then I, and I think I know this anecdotally that I was really developed, the BIM model, especially with developers, a collaborative tool is a way of bringing, or bringing people with different disciplines in the in the in the building. So you have many contractor and designer, your your architects and bring them all together around one single model, so that they can collaborate and solve problems together rather than have. So I have a parallel problem solving approach rather than a sequence, problem solving approach, which was the old days where, you know, one, one engineer would finish the work, pass it to the next one was the next one. And so you, you end up with a problem at the end, and you got to go back to the beginning to fix it while would be am, I assume you can sit around the table, if everybody's got the technology, if you ever set it up properly, to actually address problems as they arise together. And in Neil Thompson29:05to this established techniques. So in so in Stanford's, they teach virtual designing construction, and they have a whole module on weather called concurrent engineering, which what this is, this is all about, because in order to understand, if you're going to get a load of decision makers together every week, there's coordination that happens, the other side of that, in terms of all the information that you've got to make sure that let's take a building of a bridge, you know, is your design of your bridge in the same part of the world as mine is over all the other coordinates, right? That's the most basic thing, because believe it or not, before that they could be in completely different places that could be in different units. You know, that's why things have went wrong previously, because someone's in the Imperial zones in in metric, and they don't align. So there's all these sort of basic things about concurrent engineering about just pure coordination. Are we all looking at the same thing? As your does your thing, that was my thing. There's the m&e bit with the structure. And all those sorts of things. The the interesting outcome of that, from my perspective, and this is the really, and this is what I, if I had to make any point to this, this group of listeners is technology lowers the barrier of entry, and enables anyone to have a high level of capability, right? So, and the danger of that is, we essentially subsidize a sub optimal design process. So what we shouldn't be doing is design over here, and digital twin over there. And they, they sort of come together eventually. But they are the two of the same thing, let's not create a BIM process over there to check the design, to show that the design doesn't work. All that does is makes designers lazy, and a bit of someone else can worry about the coordination. If it's going to work later. It's making sure that we create these tools within the design process. Because that's where we get into this waterfall issue of finding out the problems later before it's too late to fix it, because we didn't do all the smart stuff. As a first step, we did the smart stuff at the ends check, right? Let's not have the exam at the end of the year, let's have continuous assessment of what we're doing. Henry Fenby-Taylor  31:19I have an interesting analogy. This goes back to an old digital twin Franklin podcast with Neil and Alan Waha, about how is the construction sector, like the music sector when we were talking about digital and now you need a digital first process before you can even move into that space. But I conjured the amusing mental image by writing a post on it recently that actually, what a lot of programs and systems look like now is we ask a group of people to make a symphony together. They make this wonderful symphony and they record it. And they will show it to you though you can listen to it. But that you can't have that you only are allowed the sheet music at the end. So you've gone through this whole process of thinking, and realizing. But because we are bound by certain deliverables and certain processes, that will know that we couldn't possibly give you the recording. Here's the sheet music now you can get somebody else to go play that even though we've already done it made secure proof of my knowledge you nail Neil Thompson32:28that is beautiful, because what will you get on to and this is the internet. And this is the interesting thing about contract design is if you give anybody the sheet music, it will sound differently. If you gave a machine a sheet music, it will sound robotic, it will it will play it precisely to time. The nuance about why a symphony sounds great played live is because it has all these human inaccuracies come together that makes it sound the way it does me can't hear any of us. That's why the London Symphony Orchestra is different to the San Francisco Symphony Orchestra. Right? So the the issue here is is how do we that that sort of that organic stuff that happens between the lines of the contract is finding better ways of incentivizing people beyond that. And it's it's interest because we're in this world of these discussions about buying based on value. So most most of consultancies are in the world of like, selling people per the hour isn't good in terms of growth, because we have to acquire companies all the time and said more and more people. And that's not sustainable, because there's only a finite number of people on Earth. So it's that that growth model comes to an end naturally. So there's this conversation about value. But then when we look at the contracts that we have, yes, the unitary production value is a person in over an hour or whatever. But the other side of it is then also the all that we're competing for, is the essentially been exposed to the risk of getting it wrong. Like that's the thing. That's that is why so people say, oh, you know, some technology firms going to come along and eat up, you know, take over construction or take over engineering design, the reality is, it's probably not going to happen, because they're not willing to take on the risk of getting it wrong. And people like myself, and we're kind of we are like we we bring these systems together to take on that risk. The day that a technology company goes, Yeah, we're going to provide the technology, the service, and we'll take the risk on for getting it wrong, then we are in trouble. But I can't see shareholders, big or small startups, big technology firms. Name name a big name a big design vendor beginning with A or B, that, you know, imagine them turning around to their shareholders and say we're going to design bridges and we're going to take on the the the liability of the design of those bridges. The shareholders are going to sign off on that because they said because they will say no, we buy the shares and sit on your board because you do this business. If I want to take on the risk of building bridges. I'm gonna go and buy shares in engineering firms, not software firms. So that's, that's another dimension. Here's beyond the contract is the incentive of the people that own the mean, own the capital. Right. Henry Fenby-Taylor  35:10It's, it's interesting, because I want to address your earlier points. But I feel like that's quite a western approach. I feel that, you know, I mean, Samsung was effectively government sponsored, is effectively government sponsored, lots of history there. And it doesn't actually make a lot of profit, but it makes a lot of stuff. And it employs a lot of people. And a tradition in Toyota is that the eldest son, and his son, who is adopted, even if he's 50 years old, goes and starts a new business, and they look to diversify. And then they can potentially in some of these things fail, some of these things work. And you would, you would follow this sort of route, if you could own all the risk. And I think that's part of it. The reason that the construction sector is structured the way it is, because a lot of people inside the sector complain, that is the fragmentation. That's what's causes the problem. But the reason it's structured that way is to mitigate risk. Because that allows things to go wrong, that allows certain projects to fail, it allows certain products to fail, without the whole thing coming down. If you try and do it all together, you still can't control of the risks, you still can't control the cost of materials, because then you know, where do you stop? Where would you stop, if you wanted to do an end to end infrastructure company, you would need to own the quarries, you would need to own the logistics companies, you would need a stake in the logistics in the infrastructure, you would you know, and then you need all of the designers. I mean, it would be amazing. But this going all the way back to the symphony analogy, you can't write a major programs Symphony on your own, it is not, you know, a symphony is X number of instruments, you know, it needs that overall vision, and the composer can bring that, and then the conductor can turn that into something magical. But the in our analogy, the the violinist is also part of the composition team, as is that the percussion, you know, everybody has this part to play. So that is where the extra complexity comes in. And you can't just bring all of that stuff together, it needs to be in these disciplines for you know, being able to kind of mitigate this risk. But it's it's there in that we all want a symphony that basically has a handover, and that's when Rockstar architects often continue to get amazing commissions and go huge, they have a budget and over time. But they'll get the work because they there, you will feel the hand of the composer and there's that beauty to it. But if you're dealing with infrastructure services, you know, maybe I do want a pretty station every now and again. But ultimately, we're looking for that service delivery, we're looking for that efficiency. So we aren't going to have one composer that we can work better to ensure that, you know, to go back to this analogy, because I'm just going to keep using it because I really love this analogy. Everybody does their own composing, having been given a brief terms up to a meeting, and everybody plays their music all at once. And it's the first time anybody's heard it. And that's that's the negotiation process. Because that sounds awful. Everybody's you know, might not be in the same tempo might not be in the same key, you know, all these different issues. I'm not a music writer, by the way, I'm just, you know, I love this analogy. And I love going deep on these things. So this view of a symphony, this view of a major programmers, it's an organic, human interaction, by following digital processes, whether we call them digital twins or not, you know, like concurrent engineering, we can listen to the music and we can get together and we can make sure that we are in harmony earlier. Because there's so often that, you know, I've seen this on so many projects where, you know, different disciplines that we're managing will do a certain amount of work to a certain level with no regard to other people. And that means that you create all these problems, and that can be resolved, but it requires a very talented composer to make that happen. So that says, Riccardo Cosentino  39:35Let me let me take on that analogy, because I think is phenomenal. And we've actually done some work with an orchestra coming in and showing us teamwork through the eyes of an orchestra. Henry Fenby-Taylor  39:47So really, yeah, so did not know that's not a plan.  That was fascinating. But you know, ultimately, the way that an orchestra works, they're actually listening to each other live so you know the reader sheet music and Neil, you are musician, but they read a sheet music. But ultimately, there's live feedback that you receive for the other members of the orchestra and you adapt your play, and you also adapt to the to the conductor. And so I think if I, if I take the analogy further, if you have an orchestra of 10,000 people, there is no way that you can do that without the aid of a digital tool or something that helps you manage the volume of people and the volume of feedback that you have in an organization that big. So we now get into a scale of things where the human itself is not like a conductor won't be able to conduct 10,000 people, I can do 5060 you now start having 1000 10,000 You're gonna end multiple conductors, how do they are multiple conductor to to each other, but they're only handing over sheet music? Yes. Neil Thompson40:51So you're, you're, you're onto something that I, here's a thought experiment, okay.  Henry Fenby-Taylor  40:59I'm here for it Neil Thompson41:00building things we've been doing for a very long time. Arguably, there are other professions that are up for the competition of the longer the oldest profession, but building things soldier and coordinating things, we probably build things before we decided to protect them. So I'd go as far to say that coordinating people to build things is probably the, as a human endeavor, we've done the longest than other things apart from you know, childbirth, and all those sorts of things, right? It's one of them. It's probably the top five in the top five things we've been doing since the beginning of time, right? So my thought experiment is is is are we actually the most advanced industry in terms of trying to coordinate ourselves commercially, because we've been through that journey. And the reason the reason why I say that is the thing that fascinates me is how industries sort of consolidate, and diffuse and consolidate and diffuse over time. And what's happening with the digital implementation of the entertainment industry, I think it's an interesting thing, because in the music industry, you've got Spotify, and Apple music, itunes or whatever. There's some other ones, but they're like the two main players, right? Your Pepsi, coke, or those two. And if anything is probably just Spotify, I'd imagine the level of users I don't meet many people that aren't on Spotify. But anyway, so there's there's a high degree of consolidation in that space, which I think's interested in compared to movies and TV, where I'm almost to the point of thinking, there's all these subscriptions out there. You were if you wanted to have access to everything, you've got to subscribe to about 10 different services. And I think that markets on the route of being sort of broken and ripe for consolidation, I think we've, we've got this conundrum of are we going to be the symphony of 10,000 people that needs coordinating? Or is do we need sort of bring it together  breaking apart? Do any coming together? I have failing to get it to work from a digital perspective and how the tools will help us do it is these will break down into sort of larger, larger coordinated integrator units then then where we are right now we are labor is devised through speciality too much it's too fragmented, too. There's too many specific jobs to do. You think about the role of the master building the architects over time and how that's been broken down to just what it is today. Sorry, to the any architecture people listening, but it's, it's reality, the role of the master builder of the architect is, is no more I mean, in the UK, we have the quantity surveyor, and it's a slightly different thing in the States, where the architect does still sort of hold on to that role. But yeah, we've sort of broken up our professions so much and atomize them that they've become impossible to coordinate to the point of probably need to reconsolidate them and that that's comes full circle to how technology enables contracts. Henry Fenby-Taylor  44:02Absolutely, that a specialism it is a it gives you certainty, you know, if you have a chartered architect or a chartered engineer, you are expecting certain levels of capability and responsibility and and they will behave in certain ways. So, you've got that kind of certainty, but then in the actual implementation of that, that's that's when it all kind of falls apart by the wayside, not what apart it does work, you know, these things get built, and the risk is managed, and, and all of these things. So I agree with you, I do think it'd be interesting to see from scratch if we started or what, what roles would we have, and what specialisms would we need? Because I don't think they'd be in the current hierarchy as it stands. But then, as I want to move over to new products and services and finding new ways of doing things because, you know, here are the professional disciplines, it's, you know, what you're gonna get from them, in a sense, because they are chartered, and you know, they are insured, and you know, they have these businesses and you know what you're gonna get. But when you're trying to do new things, or new ways of doing things, these, the digital twin, as Neil said, he knows the platform for change, because now we know what's happening, we can see what's happening. And we can implement new processes, we can implement new measures, and we can know we can really manage that dynamic. But that area is actually quite consolidated. You know, there's a few design tools and these organizations, you know, like Autodesk, and Bentley, are growing through procurement. And they are also doing cloud storage effectively, you know, with some with some amazing bells and whistles, and they are doing these coordination pieces. But how do you get the new tools in there the things that are we have developed this, this tool, this innovative thing that can improve how you do things? How does that get in there, because we have this professional unit on one side and a technology unit on the other, and they're very separate, and they shouldn't be. Neil Thompson46:20So this is the interesting thing that's happened in that sector is, they've, as I said, the technology sector in general is they've gone from selling boxes and CDs of software, they've moved into the clouds. And through application programming, programming interfaces, APIs, have shifted from selling boxes of CDs through to essentially I mean, there's the analogy, but the press of the button of the function that you want to use, essentially, charging on a draw circle, press the circle button, the API call for the circle, and I get micro charged. So instead of paying my two or 3000 pounds a year for my, my Revit license, I then start paying maybe a cent for every button click. And that's sort of the spectrum. And I wonder, I wonder if it's the same thing for us. Ricardo, we are we still selling boxes of software? In this world of these big infrastructure projects? Were actually shouldn't we be looking at more micro contracts, and the micro contracts can't be implemented physically, as in on paper, or between people, it can only be administered with technology? Would we end up in a world where we just have 1000s of tiny contracts that build up into this sort of nexus of an agreement that would build infrastructure versus trying to draw a big circle around it and say, Riccardo Cosentino  47:51I think micro contracts? Yes. I think every time you introduce an interface, you're introducing complexity. So a fasn, or micro contracts is a 1000s of interfaces. Now, you that definitely would not advocate for their big advocate to reduce complexity. That's why I'm also that's also why I'm saying remove private finance from from PFI, don't do PFI remove the private finance because that adds a layer of complexity that major programs struggle to deal with. And that's, that's my previous episode, if you're interested. But just to take it back. You know, we we talked about the the analogy of the, the orchestra. And ultimately, I think we're at an inflection point. And I like your journey through time, you know, what we've been building major programs since the pyramids and even before, so clearly, they can be built without digital tools. However, if you want to build it, without digital tools, you need to accept that you might have some slaves building it for you. And I think that's, that's where we are for major programs. You know, we can continue doing it well, how we've been doing it for the last 100 years, but you know, society is changing. The needs of society is changing the needs of the people working in the major programs are different. So you need to adopt the major programs. And I think the only way you're going to do it, is by adopting new processes and new technologies and you know, digital twin, I think captures most of those. Henry Fenby-Taylor  49:26So, I think the digital approach is very important, but it is not. On our last our last podcast in the digital twin fanclub last podcast, we were discussing that at board level, I mean, I know major programs have boards, there is often a person for this. So if there is a technology aspect, then it's the Chief Technology Officers role to take responsibility for that. Whereas what we actually talking about is achieving our goals and performance. And these are, you know, you would not have a chief pencil officer or a chief paper officer. And for the same reason you shouldn't have at work, you should have a chief technology officer, but they should, they are not the ones who are responsible for if anything vaguely digital comes up, we just pass it over to them. It it is addressing all of these issues. So we have our own technology stacks that we use in the built environment, but we also have these professional disciplines and to not apply them together is to basically take the costs of both and try and smush them together to make benefits, that doesn't work. Neil Thompson50:49So I think Ben Flyvbjerg book has to get big things done. backs up my my theory of big programs are not just big programs to deliver. One of the best books written in forever brilliant. My point here is, these big, these big programs aren't just infrastructure programs that IT programs. And they have to be treated as such. So I don't agree with the OS passing over to the technology person yours. Because what you're technically saying is you shouldn't have a CIO either, because the IT infrastructure just sort itself out this, I think it's it's in our world is this project technology, stuff that we do to get the project done. And then there's IT infrastructure for the enterprise. And those two things are kept at arm's length from each other. And I think the journey that we need to go on is bringing them together. So it's not about not having a Chief Technology Officer, it's about actually understanding that the IT infrastructure is so complex, for major programs that your major program is an IT projects, and they are run, they are ran in slightly different ways. And you require that management structure because a project director that is very good at coordinating a site of builders is a very different skill set to getting IT infrastructure that you can't mix them up, but they require to be in the same room at certain points. So that's, that's that's a challenge. I just, I did want to change one thing about the micro contracts whilst whilst I've got the microphone. So imagine being Paul McCartney, back in the, in the 60s, and you're you're the CEO of Spotify, and you get the you get the opportunity, you go back in time, you get the opportunity to go to Paul McCartney and say, Do you know in the future, we're going to charge everybody per stream, per listen of your song, he'd say the same thing. I said, Well, how someone's going to run around with like a cone and listen out, for when you're listening to it and charge the money. They've got no digital payments, then there's no internet, there's nothing. So they're just thinking, you're someone's gonna go around on a bike and knock on the door. And I heard you listen to The Beatles, I take 50 pay off you. It's not that as it's I think there is an aspect of technology is going to enable us to have those types of, of management. Yes, there's complexity. But technology lowers the risk to be able to absorb the risk of the complexity. So just there's just my challenge on that one. Riccardo Cosentino  53:27I think we're seeing the same thing. I mean, it's it's major programs are getting more and more complex, because not just the complexity of what you're designing and building but also the environment they operate, right. It's political, social, political. So you need to help to manage that complexity. And I think you're right. I mean, it's digital is what is going to help you and we don't even know how it's going to help us today. Because we don't know what tomorrow is bringing. Henry Fenby-Taylor  53:57Yeah, but but similarly to almost to back you up to be the peacemaker, as is my want. You didn't You didn't, Spotify was not built overnight, you know, and you needed that infrastructure. So you need that. And again, I'm gonna use the word digital twin, but that way of measuring progress of measuring quality, you can't, you couldn't do micro contracts, you couldn't slap a micro contract system. Without that, that supporting technology, that measurement, that understanding of how things are actually working. So it certainly feels absolutely right, that there is an IT infrastructure aspect to running these, these these major programs. And if you don't, if you choose not to make those decisions, someone is going to have to make those decisions or those decisions don't get made and for my experience of major programs, you can end up with these huge transaction costs is very basic. What might seem very basic interface isn't going to be Share my costings, I'm going to share my project plan I'm going to share my designs, becomes something that requires a superstar, to solve somebody who is an amazing integrator of systems, and done some of that. So you get very good at working out how different systems work and behave them, connecting them all up and getting the people to connect, and connect up, etc. But without that, underpinning technology, without implementing these tools, making these decisions, knowing that you need to make those decisions, you are just setting yourself up for all sorts of costs of just hours, you know, I have seen projects where to share data would add a day, every every two weeks, to a technicians time, per team. And when you scale that up, it's just it's just a huge amount of waste that you could have avoided by knowing that you needed to make that decision early in the program. And making it might not be the best solution. And that's often a problem, I think, in the built environment, you know, always looking for, what's the perfect solve all answer, what we can get as close as we can to that. And then we need to be pragmatic and move on with our lives. But for all that is holy, in the whole, please don't just not make the decision and let that problem cascade into the supply chain. Because you will end up with lots of bits of paper, and lots of waste. And lots of people are hanging around waiting for other people to do things. Riccardo Cosentino  56:40Yeah, I think I think if you want to use an analogy from NASA, since we talk about digital twin, you know, if you want faster, better, cheaper, you got to figure out and different way of doing things. Because otherwise, if you just do it the way we've been doing it, you're not going to achieve that, as I said, I mean, we innovation has always brought us forward and allowed us to do things better, faster and cheaper throughout the centuries. And I think this is another inflection point where we need to, we need to look at how do we get? Henry Fenby-Taylor  57:11Yeah, and there are some innovative new companies, I'm thinking about the, you know, everybody loves throwing the Toyota example out there, and the Kanban process, etc. And lots of American car companies were invited to Toyota and went and saw how they did things. But they weren't able to implement those processes. And perhaps they're being implemented now. But certainly at the time, there were cultural issues, there were expectations, you know, people's jobs, this is my job, and you're changing my job. And this, this applies to car companies, individual consultancies and construction companies, but also to the disciplines to the engineer to the architect, etc. So there are organizations out there that are delivering new models. And we have to give those a chance, in my view, otherwise, you know, it's not broken enough to fix is the danger. But it is pretty broken. Riccardo Cosentino  58:15On there, we all agree, I think, Neil Thompson58:19yeah, I guess in summary, you know, I know I didn't agree with Henry, but this is me agreeing with Henry about the technology role. I technology leadership is for all of us. Tonight, as your leadership, you know, it, especially in the context of navigating major programs is an awful lot of people do assume that somebody else is going to give them a tour at some point. And as a stereotypical, you know, someone from the IT department is going to install a new toy on my laptop, when I wake up Monday morning, and I'll be inconvenienced by it, and I'm open about it. And then I've got my new toy and I crack on it doesn't, it doesn't work like that you have to you have to engage with what technology is doing and understand it as part of, you know, we're talking to people that design commercial environments. And that's hard enough on its own. And unfortunately, there's another dimension to that, which is technology leadership. And if you want to be a good designer of commercial environments, you do have to do some homework on where technology is at and how does it impact the planning? And yeah, yeah, it's like concluding point for you. Henry Fenby-Taylor  59:33Fantastic concluding point. Really, we're gonna lead exciting to see that there's lots actually happening around the world there is increasing amount of connected decision making taking place. And I'm here for Riccardo Cosentino  59:48So are we are really going to leave Neal with the last point, Henry? Henry Fenby-Taylor  59:52Yeah, well, I just I started talking because I just couldn't possibly let that I think that was just my podcasting impulse is that always To finish it off, so my final point is, I totally agree with him. Does that mean that I got the last word, but you've got the last point. Riccardo Cosentino  1:00:11I want to thank you both. terrific discussion today. I truly enjoyed it. honored to have you on my podcast. And yeah, hopefully this is this is something that we're going to continue. Neil Thompson1:00:23Yeah, absolutely. Thank you. Henry Fenby-Taylor  1:00:25Thanks for having us. Really good. Riccardo Cosentino  1:00:27Thank you. That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we'll we'll continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major programs and I look forward to keeping the conversation going Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

This was my takeaway from the British champs at PFI this weekend. Karting is still one of the best forms of racing, not just because of the race craft that you learn, but more importantly it's the mental skills that you learn that will help you become a champion.Enzo ❤ THANK YOU SUBSCRIBERS ❤The TRDC community is tight. Your comments, likes, shares, questions and subscriptions keep this channel alive and I just want to thank you for being a part of this. -------------------------------------------------------♛ ENZO'S BOOKS  ♛If you want to read my books or listen to the Audiobooks then you can click below:The Warrior's Mind (Mental Training) https://amzn.to/3tKt0yfGet The Drive (Motorsport Sponsorship) https://amzn.to/3lrtmGU------------------------------------------------------More Links:The Race Driver Coach Website - http://www.theracedrivercoach.com/Spotify - https://spoti.fi/2WRyHth Instagram - https://www.instagram.com/enzomucci_ Facebook page - https://www.facebook.com/theracedrivercoach/ Soundcloud - https://soundcloud.com/enzomucci iTunes - https://apple.co/2KqCR9v --------------------------------------------------------Copyright Info: Music used in intro/outro was composed by Hustle Standard. Permission granted directly from Hustle Standard. View Hustle Standard and Never Gonna Stop song here - https://www.youtube.com/watch?v=oJH5AsNr_nMWe ensure that all images and video used are all for educational purposes so fall within the Fair Use policy. Thank you to all contributors.#TRDCSHOW #racedriver #motorsport #enzomucci #drivercoach #motivation #racing #driver #coaching #money  #motorsportsponsorship #sponsorship #liamlawson #success #f1

Fintech Transformers: Rise of PrimacyIn the ever-transforming battle for customers/members, fintechs seek to be the new rulers of the banking universe. And the tides have turned. From 2019 to 2022, digital banks have the largest growth rates of primary relationships. Now, for the first time ever, more consumers in the Gen Y and Gen Z age groups name a digital bank as their primary institution than all of the community banks and credit unions combined! Experience live demonstrations of the banking apps that are reimagining the definition of PFI as Primary Financial Interactions, instead of Primary Financial Institution, and changing consumer attitudes and banking behaviors.What You'll Learn • Examine the evolution of AI powered chat bots, such as Erica from Bank of America, and how they are reducing complexity of the basic user experiences of mobile banking.• How challenger banks like MoneyLion, use unique fintech features designed for low-income designated segments, including friendly subscription pricing strategies instead of the penalty-based fee structures that dominate traditional banking.• What the intersection of retail and payments looks like from Amazon One, an innovative new merchant payment system from Amazon that uses a person's palm to reinvent the shopping and payment experience.• Why the secret to customer/member growth will lie in understanding the changing role of banking products in the financial lives of today's consumers.CONTACTDave DeFazio - https://www.linkedin.com/in/davedefazio/PODCAST SPONSOR454 Creative is a leading marketing agency for Credit Unions. Whether your CU needs a full website redesign, a brand refresh, new member campaigns, or a Hubspot marketing automation implementation, 454 Creative brings all our creativity, strategy, and expertise to credit union leaders and their members. Design Your BrandDefine Your StrategyDeliver Your Story

Fintech Transformers: Rise of PrimacyIn the ever-transforming battle for customers/members, fintechs seek to be the new rulers of the banking universe. And the tides have turned. From 2019 to 2022, digital banks have the largest growth rates of primary relationships. Now, for the first time ever, more consumers in the Gen Y and Gen Z age groups name a digital bank as their primary institution than all of the community banks and credit unions combined! Experience live demonstrations of the banking apps that are reimagining the definition of PFI as Primary Financial Interactions, instead of Primary Financial Institution, and changing consumer attitudes and banking behaviors.What You'll Learn • Examine the evolution of AI powered chat bots, such as Erica from Bank of America, and how they are reducing complexity of the basic user experiences of mobile banking.• How challenger banks like MoneyLion, use unique fintech features designed for low-income designated segments, including friendly subscription pricing strategies instead of the penalty-based fee structures that dominate traditional banking.• What the intersection of retail and payments looks like from Amazon One, an innovative new merchant payment system from Amazon that uses a person's palm to reinvent the shopping and payment experience.• Why the secret to customer/member growth will lie in understanding the changing role of banking products in the financial lives of today's consumers.CONTACTDave DeFazio - https://www.linkedin.com/in/davedefazio/PODCAST SPONSOR454 Creative is a leading marketing agency for Credit Unions. Whether your CU needs a full website redesign, a brand refresh, new member campaigns, or a Hubspot marketing automation implementation, 454 Creative brings all our creativity, strategy, and expertise to credit union leaders and their members. Design Your BrandDefine Your StrategyDeliver Your Story

As higher ed institutions continue to implement more digital technologies, data breach tactics have become increasingly sophisticated. Universities and colleges process and store massive amounts of sensitive personal and payments data, which are increasingly the target of cyberattacks. On this week's episode of FOCUS, Sean Davidson, Senior Manager of Security Solutions at Verizon, shares the latest trends in payment security and data breaches. Davidson also imparts wisdom on the best practices of cybersecurity that institutions can follow to keep data safe and under payment card industry (PCI) standards. Verizon in cybersecurity? On the surface, the correlation between Verizon, a telecommunications company, and cybersecurity might not be easy to make. However, Verizon has maintained dedicated cybersecurity services for 23 years. They offer security management and assessment services out of nine global security operation centers. Verizon was an original contributor to the PCI compliance requirements, offering primary forensic investigation (PFI) and qualified security assessor (QSA) services to companies so they can confidently validate that their environment is secure and PCI compliant. Data breach investigations report (DBIR) Verizon's most notable contribution to the cybersecurity industry is the Data Breach Investigation Report (DBIR). It's seen as the foremost authority on data breach investigations and reporting and made up of data gathered by Verizon and 86 partners and industry experts. In 2022, the DBIR confirmed 5,212 data breaches out of the 23,896 security incidents reported under the DBIR's framework. Davidson categorizes an incident as any time sensitive information is exposed, and breaches as anytime that information is then exfiltrated to outside environments. “We analyze that data, and we boil it down and come up with a view of the cybersecurity threat landscape that companies can use to better understand their threats, their attackers, their motives, and the defensive areas that they should bolster to help prevent impact from these attackers,” said Davidson. The DBIR's findings are published annually to the public, with 2022 marking the 15th publication. Trends In Davidson's observations, ransomware is five times more likely to affect education. Ransomware typically refers to sensitive information being compromised and held for a financial ransom. Even if the company pays the ransom, they might not regain access to the data or the data could still be leaked. A human element drives 82% of these breaches, mostly through phishing — which is when a scammer pretends to be a credible person within the victim organization to gain access to protected data. System intrusions are also a rising threat to higher ed institutions. A system intrusion is an instance of hacking through physical means or modems. This type of cyberattack can also take place due to miscellaneous errors like sending valuable details to a third party, leaving ports open on web applications, and other sometimes human mistakes. Web application attacks have decreased across the higher ed sector, possibly due to cloud service adoption. Protecting institutions One best practice to protect institutions is to have a solid security program with a good security posture. Cybersecurity insurance is a necessity, especially in the event of a breach. Davidson believes hiring a cybersecurity advisor is on the list of best practices to aid in cases of ransomware or phishing. Zero-trust environments are quickly becoming a proven safeguard for cybersecurity breaches. The environments are created by sharing data on a need-to-know authorization. This eliminates the amount of access given to data sets, limiting potential leak opportunities. Moving logins to two-factor authentication adds an extra layer of protection to accounts. This second step of identification could be as simple as a security question, or verification codes sent through text, email, or a phone call. Although the threat of cyberattacks never goes away, putting these best practices into action and being vigilant of system weaknesses can make all the difference in security. Resources from episode: Data Breach Investigations Report (DBIR) is available to download for free from Verizon: https://www.verizon.com/business/resources/reports/dbir/ Payment Security Report (PSR) is available to download for free from Verizon: https://www.verizon.com/business/reports/payment-security-report/ Contact Sean Davidson at sean.davidson@verizon.com. Special Guest: Sean Davidson.

Ahsan, Lloyd and Stefan chat Champions League Finals, the Man United takeover, PFI buying PGA and loads more! *This is the first 15 minutes of the show. For the full episode, and all our other content on the 93:20 player, you can join below - for less than the price of a pint of beer each month.* ninetythreetwenty.com/9320-player/about-9320-player/

This week, host Tanishka Sodhi is joined by Newslaundry's Prateek Goyal and Sumedha Mittal. The discussion begins with Prateek's story on Sonu Mansuri, a 21-year-old law intern in Madhya Pradesh, who was accused of being a “PFI agent” and spent 50 days in jail on cheating charges. Prateek recounts his interview with Sonu, in which she described her ordeal and opened up about the line of questioning during the interrogations. He delves into the timeline of events that led to her arrest and the impact of one-sided media coverage. “The media portrayed her as a ‘terrorist', while all she was doing was her job as an intern and learning things,” Prateek says. He also spotlights how she was targeted because of her religious identity. The conversation then moves to Sumedha's experience of reporting from poll-bound Karnataka and her understanding of electoral politics. She talks about the good and the bad of reporting on the high-stake elections in the southern state. “Language was the biggest hurdle,” she says, shedding light on how she overcame it. This and a lot more, Tune in! Timecodes00:00:00 - Introduction00:01:30 - Sonu Mansuri's story00:10:50 - Karnataka Elections 202300:32:26 - RecommendationsRecommendationsPrateekViduthalai: Part 1SumedhaSubhash Chandra's collapsing house of cardsTanishkaIs Therapy-Speak Making Us Selfish?Produced by Tehreem Roshan, recorded by Anil Kumar, and edited by Umrav Singh. Hosted on Acast. See acast.com/privacy for more information.

For our landmark 30th episode we talked to artist Darren Cullen a.k.a. Spelling Mistakes Cost Lives. Here in the UK, lots of people have seen his art at bus stops, on the Tube and on billboards, occupying the space normally reserved for advertisements. And that's because much of his work takes the form of commercial images, messaging and design—but turned against the giant corporations and political actors who usually have a monopoly on our attention through these channels. Darren has made short films with Veterans For Peace, produced installations for Banksy's Dismaland, co-curated The Museum of Neoliberalism in London as well as authoring countless other acts of artistic sabotage. The tone of Darren's work is comical: he makes satire. It's faithful to the format that it parodies, which often makes for nauseating viewing because the subject matter couldn't be more serious. We talk about growing up (and out of) being right-wing, how the military preys on working-class children, the porous line between politics and PR, satire and bullshit in a post-Trump world, PFI and privatisation in the NHS, why neoliberalism needed a museum, and finally about Comrade Ant'ny converting to catholicism. Check out Darren's work at Spelling Mistakes Cost Lives: https://www.spellingmistakescostlives.com The Museum of Neoliberalism: https://www.spellingmistakescostlives.com/museumofneoliberalism Works under discussion: https://www.spellingmistakescostlives.com/bethemeat https://www.youtube.com/watch?v=8KtyMcb86go https://www.youtube.com/watch?v=JBAHuJbP_EA Closing music from Darren's video 'The PFI Game' [link above] Read Spaghetti For Brains propaganda and subscribe to our newsletter at www.spaghettiforbrains.com

In this episode, we talk to Andy Corley who highlights the work of Prison Fellowship International, which operates in 118 countries to provide a range of programs and interventions to help restore prisoners' lives, help their families, and successfully integrate them back into the community.  We tackled some misconceptions people have about incarcerated individuals and the need to see them as human beings who have made mistakes and may have faced difficult circumstances in their lives. Listen now and gain a compelling insight into the transformative impact of prison ministry. Hear his powerful message of hope and redemption reminding us that everyone can change and grow, regardless of their circumstances.Key Points From This Episode: Andy introduces himself and talks about a project that he's excited about right now.Andy shares details of his life story - his education, early corporate career, entrepreneurial start-ups, and initial involvement in the prison ministry.How did Andy become CEO and president of Prison Fellowship International? Andy reflects on his role and his calling to serve in the Prison Fellowship International and why the prison ministry resonates with his heart, values, and beliefs. Andy discusses the work that Prison Fellowship International does - its programs for the incarcerated and their families, and the impact they are creating on the people that they reach. Andy talks about the vision and future plans for Prison Fellowship International.What does Andy wish people knew about prison ministry?Andy shares stories of transformation that give him hope and inspiration to continue and expand the programs of the prison ministry.How can people support and get involved in the Prison Fellowship International ministry?Links Mentioned in Today's Episode:Prison Fellowship International websiteRestorative Justice Exchange websitePrison Fellowship websiteThe Kingdom Investor Podcast on LinkedInAbout Andy CorleyAs President and CEO of Prison Fellowship International, Andy leads the work of PFI among the family of national affiliates in 116 countries to achieve the vision of breaking the cycle of crime and restoring lives, worldwide, through Jesus's love. Andy values working alongside brothers and sisters who passionately care about prisoners, ex-prisoners, and their families. He also enjoys connecting with key ministry partners to build relationships and share about the impactful work God is doing through their generosity and work.Andy has more than 30 years of leadership experience from global companies to entrepreneurial start-ups. He developed his strategic thinking and leadership skills while serving in various management and director roles for global construction groups, including Lafarge and Hanson Brick Europe. Throughout his career, Corley transformed a number of underperforming companies and divisions into award-winning enterprises. Having a passion for Christian ministry, Corley continues to serve as an advisor and board member to several internationally focused, faith-based organizations. Prior to his appointment as President and CEO, Andy served as Treasurer on Prison Fellowship International's Board of Directors for seven years.Andy earned a Bachelor of Science degree in Geology from the University of Liverpool. He lives in beautiful Derbyshire, England, with his wife, Andrea, near their grown children. In his spare time, Andy enjoys spending time with his family, traveling, playing sports, and going for a good run.

Brent Leivestad and Jamie Lankford of PFI speed are a huge asset to the racing community. They are car builders, drivers, content creators, innovators, and genuinely great people to talk to. Join us as we discuss David vs. Goliath, stick shift racing, and the EPA. Your hosts Bill Armstrong and Rich Guido are veteran drag-n-drive stick shift racers. Together they make up a wealth of stick shift street car knowledge. They've competed Drag Week, Rocky Mountain Race Week, Sick Week, Midwest Drags, Miles of Mayhem, Street Car Takeover, and many more. Get Stick Shift Nation Stickers & Apparel: https://stickracing.com/shop/ Support PFI Speed and Help Fight the EPA: https://pfispeed.com/

On September 28, the Ministry of Home Affairs declared the Popular Front of India (PFI) a banned institution under the Unlawful Activities (Prevention) Act. This ban came after arrests of more than 100 leaders all over the country followed by protests. The government said that PFI was involved in several criminal and terror cases, and is a major threat to the internal security of the country. Suno India's Suryatapa Mukherjee speaks with senior Kerala-based journalist, Shahina KK to understand the origins of the organisation, and the controversies surrounding it. Shahina has won the Chameli Devi Award for outstanding woman journalist in 2011. She is the associate editor of the digital news platform, The Federal.See sunoindia.in/privacy-policy for privacy information.

Lauren C. Nelson, global coach and speaker, and founder of Partner for Impact (PFI) helps advance inclusion and belonging in the workplace by using data, strategy, and training. Her mission is to transform the workplace and help people create a space that brings out their best, most authentic selves to the table. After gaining expertise with corporates for years, she took the leap of faith into entrepreneurship with PFI, where she leverages her knowledge to help clients navigate through challenging times. Lauren's mission is simple yet important – she wants to champion belonging, empowerment, and inclusion in business culture. Listen to this episode to learn more about Lauren and the amazing work that she is doing with PFI to bring about diversity and inclusion in businesses. Today, you will learn about: Lauren's early life and professional career Her jump into entrepreneurship with Partner for Impact (PFI) Services offered at PFI Importance of DEI in present-day workplaces Resolving team conflict to improve workplace culture Advice to future businesswomen Key Takeaways: Pandemic has changed workplace dynamics Diversity and Inclusion are critical to any successful business Inclusivity brings about positive transformation in the workplace An inclusive workplace makes employees feel at home Companies need to adapt and grow to keep up with changing times Channel your inner power to do more than what you think you can Connect with Lauren C. Nelson https://www.linkedin.com/in/laurencnelson/ https://www.partnerforimpact.com/

How is Kyiv reacting as Russia moves toward annexation of occupied territories in eastern Ukraine? Is Biden's summit with Pacific Island leaders off to a bumpy start? And India bans Muslim group PFI for alleged terror links. Plus: the latest on Brazil's gubernatorial elections and an update on Paris Fashion Week.