Podcasts about Philippines

Erica Malbon is the co-founder of Malbon Golf—the game-changing, fashionable golfwear and lifestyle brand that seeks to break tradition by inviting anyone and everyone to enjoy what she calls the “greatest game on Earth.” Malbon Golf began as an Instagram mood board created by her husband, a longtime golf enthusiast. When the couple decided to make Malbon into a full-fledged brand, Erica didn't have any experience in the sports or retail industry. That said, she had developed an entrepreneurial spirit from her time as co-founder of her first venture, The Now, an L.A.-based massage business that offers luxury spa treatments at an affordable price point. Having learned firsthand what it takes to run both the operational and creative sides of a company, Erica was more than prepared to reimagine golfwear for a new generation and create a brand with a mission to make the sport more accessible. Since launching in 2017, Malbon has amassed a community of golf lovers that includes veteran fans of the sport, professional athletes, and celebrities like Justin Bieber. And they've expanded their brand around the world with locations in China, South Korea, and the Philippines.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week, we officially set sail with the cast of season 6 and discover a little more below deck in their group acting challenge. Van Goth continues to Van goad others into battle, Sami Landry exemplifies a cigarette mom to a T, and Dulce shows us her soft side, as does Paolo Perfeccion in her own way. We have a lot to say about who Velma looks like, but we have even more to say about that 'Hellish' lip sync. Become a Matreon at the Sister Mary level to get full access to Season 6 of Canada's Drag Race, plus brackets, movie reviews and past seasons of US Drag Race, UK, Canada, Down Under, Espana, Global All Stars, Philippines and more.Join us at our OnlyMary's level for our current recap of Season 4 of Drag Race plus even more movie reviews, brackets, and deep dives into our personal lives!Patreon: www.patreon.com/alrightmaryEmail: alrightmarypodcast@gmail.comInstagram: @alrightmarypodJohnny: @johnnyalso (Instagram)Colin: @colindrucker_ (Instagram)Web: www.alrightmary.com   

Sri Lanka, Indonesia, Thailand, Malaysia and the Philippines are grappling with severe flooding, landslides and storm damage after torrential rain and vast cyclones hit the region over the past few days.Also, the presidential election in Honduras is too-close-to-call, and the Oxford English Dictionary releases its 'word of the year'.(Photo: A military rescue team vehicle makes its way through a flooded road after heavy rainfall in a suburb of Colombo, Sri Lanka, 30 November 2025. Credit: Chamila Karunarathne/EPA/Shutterstock)

TCW Podcast Episode 247 - The History of Commodore Pt 4 The final chapter of our Commodore series covers the company's chaotic decline. After early success with the Amiga line, internal conflict grew under President Tom Rattigan, who wanted to focus on the low end with the Amiga 500 while Irving Gould pushed for high end systems like the Amiga 2000. Missed deadlines and a failed boardroom challenge led to Rattigan's firing and Gould taking direct control. When IRS tax issues forced Gould to step back, Mahdi Ali became President and began reorganizing engineering. Ali hired Bill Sydnes from the IBM PC team, who also had a hand in the failure of the PC Jr, to evaluate and streamline development. Gould continued to cycle executives in pursuit of short term stock gains, which weakened Commodore as it chased conflicting markets. Cost cutting turned the popular Amiga 500 into the poorly received A600, though the later A1200 fared better. Ali moved manufacturing to the Philippines after shutting down facilities in Hong Kong and Germany, but production was disrupted by the 1991 Mount Pinatubo eruption. Commodore finally collapsed and went bankrupt in 1994, ending one of the most turbulent stories in personal computing.   Pepsi Challenge: https://www.youtube.com/watch?v=JkPjteYv4YI Pepsi Challenge 1978: https://www.youtube.com/watch?v=mEXEdibXSak New Coke Conspiracy: https://www.youtube.com/shorts/HJ_6wewbDjk Amiga 1000 & Sidecar: https://www.youtube.com/watch?v=PPfArIhoy0s Amiga 2000: https://www.youtube.com/watch?v=he_p8A7A1aU Amiga 2000 HD Professional Demo: https://www.youtube.com/watch?v=keG2KdQHC6s Amiga 500 Bundles: https://www.youtube.com/watch?v=bc5gpyA6SjQ Amiga 500 Batman: https://www.youtube.com/watch?v=iM2SCzt73s0 Amiga 500 Overview: https://www.youtube.com/watch?v=XVZrL4k1los Commodore C65: https://www.youtube.com/watch?v=OoHxDe3Gc9E Leonard Nimoy Laserdisc: https://www.youtube.com/watch?v=EJ5msrmf5Tw Amiga 3000: https://www.youtube.com/watch?v=hzA5AhH1mbw History of the Amiga 1992 Documentary: https://www.youtube.com/watch?v=zq1s77nzpYk Amiga 600: https://www.youtube.com/watch?v=5svNq2grTEU Amiga 500 vs Amiga 1200: https://www.youtube.com/watch?v=EFh4zuNUyMg Amiga CDTV: https://www.youtube.com/watch?v=IQW6upDCRFI Mount Pinatubo: https://www.youtube.com/watch?v=EjDDdYM4x0s Planer Computer Graphics: https://en.wikipedia.org/wiki/Planar_(computer_graphics) Amiga CD32: https://www.youtube.com/watch?v=SJU4TZhj0e8       New episodes are on the 1st and 15th of every month!   TCW Email: feedback@theycreateworlds.com  Twitter: @tcwpodcast Patreon: https://www.patreon.com/theycreateworlds Alex's Video Game History Blog: http://videogamehistorian.wordpress.com Alex's book, published Dec 2019, is available at CRC Press and at major on-line retailers: http://bit.ly/TCWBOOK1     Intro Music: Josh Woodward - Airplane Mode -  Music - "Airplane Mode" by Josh Woodward. Free download: http://joshwoodward.com/song/AirplaneMode  Outro Music: RoleMusic - Bacterial Love: http://freemusicarchive.org/music/Rolemusic/Pop_Singles_Compilation_2014/01_rolemusic_-_bacterial_love    Copyright: Attribution: http://creativecommons.org/licenses/by/4.0/

Missionary Letter - Philippines

This week on Hustleshare, Ron Baetiong sits down with Pam Belen, Founder and CEO of Umpisa, to unpack how a CPA-turned-tech-founder is on a mission to make the Philippines recognized globally as a tech hub. Pam shares her journey from accountancy to winning a startup weekend in San Francisco, the fundamentals that keep Umpisa profitable and sustainable, and why Filipino founders need to stop putting bamboo ceilings on themselves.Ep Timeline:00:03:07 – Pam's hustle: leveling up the Philippines as a global tech hub00:10:13 – Origin story: from Alaminos, Laguna to leadership roles early on00:16:18 – The skills that matter: treating people with respect, optimism, and sports discipline00:21:27 – Why accountancy fundamentals are critical for every founder00:30:41 – The pivot: from Big 4 accounting to Winston Damarillo's startup world00:38:42 – Why Filipino founders must work in high-growth startups first before going all in00:48:05 – The trigger to take the leap of starting her own company00:56:38 – Finding the right co-founder: Dennis, the CTO who worked with Pam for 2 years first01:02:54 – How Umpisa grew methodically: revenues, cashflow, execution, and the right people01:10:14 – Growing and evolving as a leader and as an organization01:22:31 – Mentors who shaped Pam's entrepreneurial journey, in and out of Endeavor's Scale Up01:29:04 – How to achieve Umpisa's ultimate goal"If you're going to have a co-founder, you have to make sure that you've worked with the person. At least give it a year, maybe two years. Because you won't know how the person deals with pressure unless you've been through it together." — Pam BelenResources:LinkedIn: https://www.linkedin.com/in/pambelen/Website: https://umpisa.coEmail: pam@umpisa.coLinks/Sponsors:OneCFO: https://www.onecfoph.co/PLDT Enterprise: https://pldtenterprise.comHustleshare is powered by PodmachineDiamond Supporters: Sarisuki, PayMongo, SeekCap, Shoppable Business, Qapita, GoTyme Bank, Sprout Solutions, UNO Digital Bank Hosted on Acast. See acast.com/privacy for more information.

Nestor Abdon is a Filipino-Canadian pastor serving as Global & Local Outreach Pastor at Bramalea Baptist Church in Brampton, Ontario. Having ministered among newcomers, refugees, and diaspora churches across Canada, Nestor carries a deep passion for hospitality, multicultural mission, and the vital contribution of diaspora communities to the life and future of the church in Canada.In this conversation, Nestor traces his journey from growing up in the Philippines to arriving in Canada in 2010, pastoring within a Filipino church, serving at a refugee centre, and eventually leading newcomers and diaspora ministries at large churches in the Toronto area. His life and ministry have been shaped by the conviction that migration is not just a social reality but a biblical lens, that God is gathering the nations in Canadian cities, and that welcoming newcomers is central to the church's participation in the gospel today.Together, Nestor and Jason explore:How Nestor's own experience as a newcomer to Canada shaped his pastoral calling among immigrants, refugees, and international students,Practical ways churches can embody hospitality, through ESL programs, settlement partnerships, shared meals, and newcomer fellowships,The importance of a listening posture and intercultural competence in majority-culture churches, rather than rushing to fix problems without hearing people's actual needs,The unique role and strengths of diaspora and ethnic monocultural churches within the wider “gospel ecology” of Canadian cities,How majority-culture churches can move diaspora leaders from the margins to the centre, offering real voice, leadership, and shared decision-making,The tensions and possibilities of first and second generation dynamics, and why second-generation immigrants can serve as “cultural bridges” for the church,What it means to contextualize the gospel across cultures and why diaspora Christians give Nestor deep hope for the future of the church in Canada.Nestor speaks with warmth and a reflective wisdom formed in the overlap of the academy and local church. His story invites pastors to see their city as a global mission field, to make room for diaspora leaders at the table, and to embrace the beautiful, diverse foretaste of Revelation 7 that God is already bringing to life in Canada.Show NotesNestor's Book: Marginality of Visible Minorities in CanadaJason Georges Book: The 3d GospelBramlea Baptist ChurchGive to The Pastorate's Year End CampaignLead Pastor Fellowship ApplicationEmerging Leaders Lab ApplicationPartnersContact John Wright at Generis for help cultivating a culture of generosity in your church.

Have you ever wondered what it means to truly show compassion in a world of overwhelming need? In this message, Pastor Steffen unpacks how God's own compassion—from heaven to humanity—serves as the model for the Church's mission. Through personal stories of his time in the Philippines confronting child exploitation and reflections on local DC challenges, he reveals how Christian compassion must be greater where need is greatest. Don't miss this teaching on becoming the hands and feet of Christ to a hurting world—watch now to discover how you can join God's compassionate mission. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Marianna Spring, the BBC's social media investigations correspondent, speaks to Nobel Peace Prize-winning journalist Maria Ressa, co-founder of the independent Filipino news outlet Rappler.With over 40 years in journalism, Maria describes today's information landscape as a war zone, where online attacks, including doxxing, misogynistic hashtags, and manipulated images don't just stay online. They spill into real-world intimidation and violence.This conversation explores the rise of online misogyny, the weaponisation of social media by authoritarian regimes, and the global impact on press freedom. Maria draws on her experience in the Philippines to offer insights for resisting digital repression and calls out tech giants for failing to protect democracy.She also shares her vision for accountability and action and what needs to happen to safeguard journalism and democracy in the digital age. The Interview brings you conversations with people shaping our world, from all over the world. The best interviews from the BBC. You can listen on the BBC World Service on Mondays, Wednesdays and Fridays at 0800 GMT. Or you can listen to The Interview as a podcast, out three times a week on BBC Sounds or wherever you get your podcasts.Presenter: Marianna Spring Producer(s): Clare Williamson, Farhana Haider Editor: Justine LangGet in touch with us on email TheInterview@bbc.co.uk and use the hashtag #TheInterviewBBC on social media.(Image: Maria Ressa Credit: Neilson Barnard/Getty Images)

This episode pulls together the long wars and the quiet missions that followed. It starts in Anbar and along the Syrian border, with Lioness teams at checkpoints, battalions fighting through al Qaim and Ramadi, and tribes turning against Al Qaeda. From there it tracks how Iraq shifted from brutal street fighting to fragile calm, only to see ISIS rise out of the same ground a few years later. The story widens to Afghanistan's hidden record in the Afghanistan Papers, then follows Marines into humanitarian work in Liberia, Haiti, the Indian Ocean, the Philippines, and Nepal, where ships become lifelines instead of launchpads. Libya, Benghazi, and the ISIS war show how quickly combat can return. The chapter closes on the future of the Corps, from Force Design debates to the simple ideas that have outlasted every reorganization. Support the Series Listen ad-free and a week early on historyofthemarinecorps.supercast.com Donate directly at historyofthemarinecorps.com Try a free 30-day Audible trial at audibletrial.com/marinehistory Social Media Instagram - @historyofthemarines Facebook - @marinehistory Twitter - @marinehistory

This week on 20 The Countdown Magazine, the chart shifted again with solid climbs from Jeremy Camp, Phil Wickham, Josiah Queen with Brandon Lake, and steady momentum from Crowder. Jamie MacDonald came into the week defending her #1 spot, and the only way to know if she keeps it is to listen. Our 20XTRA feature this week comes from Rachel Lampa with Stacie Orrico and their track “Blessed.” You can vote now for next week's Future Fan Favorite pick between Danny Gokey's “The Moment The Whole World Changed” and Sanctus Real's “Hope Begins.” We also highlight our Station of the Week, Extreme Online Radio in the Philippines, led by Macgerald Buguay. They're one of seven stations in the country airing 20, and they joined the family just a few weeks ago. 20 The Countdown Magazine is listener-supported. Visit 20thecountdown.com to help us with our mission of spreading the Gospel around the world through music, one countdown at a time!

Raju Patel founded eShow over 25 years ago after building a speaker portal for a magazine company and realizing he had a repeatable software product. What began as a one-man shop in suburban Chicago evolved into a robust event-management platform serving associations that needed complex, multi-module functionality. His business grew steadily as he delivered registration, booth management, speaker portals, and onsite systems for demanding event teams.  Today eShow has 125 employees, more than 14 integrated modules, and supports hundreds of events each year for 300+ customers, including large association conferences with tens of thousands of attendees. The company has always been profitable, self-funded, and built through careful reinvestment, steady hiring, and deep product expansion. Raju rebuilt the platform multiple times, including a shift to a modern stack. Still independent with over $10 million in revenues, Raju is now building a VP-level leadership team, exploring practical growth capital, and planning a hybrid event model that blends in-person and virtual experiences. His story highlights long-term passion, practical growth, and a deliberate shift from hands-on founder to capable CEO after decades in the game. Key Takeaways Deep Domain Focus – Serving the most complex association events created defensible differentiation. Slow, Steady Compounding – Year-over-year growth came from incremental improvements, not big bet. Passion Over Money – Raju built for love of the work, not an exit, which sustained him through decades of change. Multiple Rewrites Needed – Long-term SaaS requires full platform rebuilds, and Raju completed two with a third underway on a modern stack. Late-Stage Professionalization – Hiring VPs, defining ICPs, and strengthening leadership came only after passing the $10M threshold. Quote from Raju Patel, founder of eShow "Looking back after 20 years running this as a small business in software,  think I would have figured out how to pull a little bit more money out. It would have given me a better peace of mind."  "I wouldn't have even known how to spend if I pulled a million out back then, it would have been wasted. I was very frugal and investing in my business every year."  "But now I could figure out how to spend a million dollars, on savings and other personal spending that would be meaningful. It would be liberating. I deserve it, so I'm going to spend a little bit more, not be frugal. I can be frugal in my business and in my personal life not be so frugal!" Links Raju Patel on LinkedIn eShow on LinkedIn eShow website Podcast Sponsor – Full Scale This podcast is sponsored by Full Scale, one of the fastest-growing software development companies in any region. Full Scale vets, employs, and supports over 300 professional developers, designers, and testers in the Philippines who can augment and extend your core dev team. Learn more at fullscale.io. The Practical Founders Podcast Tune into the Practical Founders Podcast for weekly in-depth interviews with founders who have built valuable software companies without big funding. Subscribe to the Practical Founders Podcast using your favorite podcast app or view on our YouTube channel. Get the weekly Practical Founders newsletter and podcast updates at practicalfounders.com. Practical Founders CEO Peer Groups Be part of a committed and confidential group of practical founders creating valuable software companies without big VC funding.  A Practical Founders Peer Group is a committed and confidential group of founders/CEOs who want to help you succeed on your terms. Each Practical Founders Peer Group is personally curated and moderated by Greg Head.

On July 16, 1990, a magnitude 7.8 earthquake struck the island of Luzon. It was one of the strongest earthquakes to hit the Philippines in the 20th century. Within seconds, buildings collapsed, roads broke apart, and entire cities were cut off from one another. More than two thousand people would lose their lives, and over a million others would be affected.For any collaboration, brand partnership, and campaign run inquiries, e-mail us at info@thepodnetwork.com.CONNECT WITH US▸ https://linktr.ee/phmurderstoriesHere are links to our social media accounts, case photos, episode notes, and sources!YOUTUBE▸ www.youtube.com/phmurderstories DISCORD SERVER▸ https://bit.ly/3n38Tuh IG CHANNEL▸ https://ig.me/j/AbaOmN2HytgKay0F/ SUPPORT OUR SHOW ON PATREON▸ www.patreon.com/phmurderstories Hosted on Acast. See acast.com/privacy for more information.

With one month remaining of 2025, airports are getting busy across South East Asia as the year-end travel season swings into gear. And November was another month filled with intriguing talking points to break down. We begin by discussing the long-term societal, political and travel impacts of heavy flooding in Vietnam, Thailand, Malaysia, Singapore and the Philippines. We take to the skies to address whether AirAsia might enter Vietnam via a stake share in Vietravel Airlines, and ponder the science fiction elements of new Biometric Corridors to verify traveller identities in Indonesia. Moving to China, we calculate which countries in ASEAN are (and aren't) improving their airline seat capacity with China* - and then dive into the complexities of Chinese airlines cancelling flights to Japan, and where that capacity may get redirected in the coming months. Plus, we talk hotel taxes in Malaysia, new charter flights between Brunei and Hainan Island, and the Philippines makes new strides in its play to become a regional player in gastronomy tourism. [* Click here to access the OAG graph discussed in the show which illustrates China's airline seat capacity with its top 20 air markets for November 2019, 2024 and 2025.]

******Support the channel******Patreon: https://www.patreon.com/thedissenterPayPal: paypal.me/thedissenterPayPal Subscription 1 Dollar: https://tinyurl.com/yb3acuuyPayPal Subscription 3 Dollars: https://tinyurl.com/ybn6bg9lPayPal Subscription 5 Dollars: https://tinyurl.com/ycmr9gpzPayPal Subscription 10 Dollars: https://tinyurl.com/y9r3fc9mPayPal Subscription 20 Dollars: https://tinyurl.com/y95uvkao ******Follow me on******Website: https://www.thedissenter.net/The Dissenter Goodreads list: https://shorturl.at/7BMoBFacebook: https://www.facebook.com/thedissenteryt/Twitter: https://x.com/TheDissenterYT This show is sponsored by Enlites, Learning & Development done differently. Check the website here: http://enlites.com/ Dr. Shinobu Kitayama is Robert B. Zajonc Collegiate Professor of Psychology and Director of the Culture & Cognition Program at the University of Michigan. His research revolves around cultural differences and similarities in a variety of mental processes such as self, emotion and cognition. He has focused on comparing people from Asian countries such as Japan, the Philippines and China with Americans. In this episode, we start by talking about cultural neuroscience, how brain processes are malleably shaped by cultural tools and practices, and how to integrate mind, brain and culture. We then discuss the self, well-being, and emotional experiences and emotion norms. We also talk about differences in cognition between farmers and herders, and differences between people who harvest rice and people who harvest wheat in China. Finally, we discuss the main differences in cognition between Westerners and East Asians, and where they stem from.--A HUGE THANK YOU TO MY PATRONS/SUPPORTERS: PER HELGE LARSEN, JERRY MULLER, BERNARDO SEIXAS, ADAM KESSEL, MATTHEW WHITINGBIRD, ARNAUD WOLFF, TIM HOLLOSY, HENRIK AHLENIUS, ROBERT WINDHAGER, RUI INACIO, ZOOP, MARCO NEVES, COLIN HOLBROOK, PHIL KAVANAGH, SAMUEL ANDREEFF, FRANCIS FORDE, TIAGO NUNES, FERGAL CUSSEN, HAL HERZOG, NUNO MACHADO, JONATHAN LEIBRANT, JOÃO LINHARES, STANTON T, SAMUEL CORREA, ERIK HAINES, MARK SMITH, JOÃO EIRA, TOM HUMMEL, SARDUS FRANCE, DAVID SLOAN WILSON, YACILA DEZA-ARAUJO, ROMAIN ROCH, DIEGO LONDOÑO CORREA, YANICK PUNTER, CHARLOTTE BLEASE, NICOLE BARBARO, ADAM HUNT, PAWEL OSTASZEWSKI, NELLEKE BAK, GUY MADISON, GARY G HELLMANN, SAIMA AFZAL, ADRIAN JAEGGI, PAULO TOLENTINO, JOÃO BARBOSA, JULIAN PRICE, HEDIN BRØNNER, DOUGLAS FRY, FRANCA BORTOLOTTI, GABRIEL PONS CORTÈS, URSULA LITZCKE, SCOTT, ZACHARY FISH, TIM DUFFY, SUNNY SMITH, JON WISMAN, WILLIAM BUCKNER, LUKE GLOWACKI, GEORGIOS THEOPHANOUS, CHRIS WILLIAMSON, PETER WOLOSZYN, DAVID WILLIAMS, DIOGO COSTA, ALEX CHAU, CORALIE CHEVALLIER, BANGALORE ATHEISTS, LARRY D. LEE JR., OLD HERRINGBONE, MICHAEL BAILEY, DAN SPERBER, ROBERT GRESSIS, JEFF MCMAHAN, JAKE ZUEHL, BARNABAS RADICS, MARK CAMPBELL, TOMAS DAUBNER, LUKE NISSEN, KIMBERLY JOHNSON, JESSICA NOWICKI, LINDA BRANDIN, VALENTIN STEINMANN, ALEXANDER HUBBARD, BR, JONAS HERTNER, URSULA GOODENOUGH, DAVID PINSOF, SEAN NELSON, MIKE LAVIGNE, JOS KNECHT, LUCY, MANVIR SINGH, PETRA WEIMANN, CAROLA FEEST, MAURO JÚNIOR, 航 豊川, TONY BARRETT, NIKOLAI VISHNEVSKY, STEVEN GANGESTAD, TED FARRIS, HUGO B., JAMES, JORDAN MANSFIELD, CHARLOTTE ALLEN, PETER STOYKO, DAVID TONNER, LEE BECK, PATRICK DALTON-HOLMES, NICK KRASNEY, AND RACHEL ZAK!A SPECIAL THANKS TO MY PRODUCERS, YZAR WEHBE, JIM FRANK, ŁUKASZ STAFINIAK, TOM VANEGDOM, BERNARD HUGUENEY, CURTIS DIXON, BENEDIKT MUELLER, THOMAS TRUMBLE, KATHRINE AND PATRICK TOBIN, JONCARLO MONTENEGRO, NICK GOLDEN, CHRISTINE GLASS, IGOR NIKIFOROVSKI, PER KRAULIS, AND JOSHUA WOOD!AND TO MY EXECUTIVE PRODUCERS, MATTHEW LAVENDER, SERGIU CODREANU, ROSEY, AND GREGORY HASTINGS!

The Philippines and its Left: What the Global Left Needs to Know . . The Philippines has one of the largest populations in the world, there are large diasporic Filipino communities in North America, and there's a sizeable left that's also present in the diaspora. This episode is an interview with a guest in the Philippines who's active in the anti-Stalinist radical left. . . If you're unfamiliar with the history of the Philippines, this timeline is useful: Philippines profile - Timeline https://www.bbc.com/news/world-asia-15581450 . . To learn more: Alex de Jong, After decades, an insurgency falters https://tempestmag.org/2025/01/after-decades-an-insurgency-falters/ . Rasti Delizo, Priming the Philippines for a “globalized NATO” https://tempestmag.org/2024/01/priming-the-philippines-for-a-globalized-nato/ . Hunting Specters: A Political History of the Purges in the Communist Party of the Philippines https://libcom.org/article/hunting-specters-political-history-purges-communist-party-philippines . . Two Filipino anti-Stalinist socialist political organizations: Partido Sosyalista https://sosyalista.ph/ » About the RPM-M https://www.grenzeloos.org/jl/?page_id=2

Carmina and Patch discover the mystical, spiritual, and very diverse practices of our ancestors when honoring their dead. They unearth the long and winding history of the word “Undas” and how our practices today are perhaps another form of resistance against colonization. Listen in as they learn about how our pre-colonial practices are manifested in today's Christian traditions. Learn more: The Beginnings of Filipino Society and Culture, Undas: Celebrating Death Through Life in the Philippines, Notes on the Sulod Concept of Death, The Soul, and The Region of the Dead, Atang | Undas 2021, Religious Practices On Honoring The Dead: Need For Contextualized Christian Formation, Pangangaluluwa: An Unheard Filipino ‘Halloween' Tradition, Pre-colonial burial traditions, Ancient Burial Spaces and Places, Did Undas originate from ancient Aztec beliefs?, Filipino Death Traditions Continued: The Indigenous People, Barangay Sixteenth Century Philippine Culture And Society, and Pampanga's ritual for the dead lives on.  Visit https://filtrip.buzzsprout.com. Drop a note at thefiltrip@gmail.com. Thanks to FilTrip's sponsor SOLEPACK. Visit thesolepack.com for more details.See https://www.buzzsprout.com/privacy for Privacy Policy.

-Apparently misleading protest videos are welcome to stay on Facebook now. Meta's Oversight Board has ruled that the company was right to leave up a manipulated video that made footage of a Serbian protest look like it took place in Holland and was in support of Rodrigo Duterte, former president of the Philippines. -Qualcomm just revealed the Snapdragon 8 Gen 5, the appropriately-named second member of the Snapdragon 8 Gen 5 line. This follows the Gen 5 Elite, which was first revealed back in September. The standard Gen 5 is still a powerful mobile system-on-a-chip with a top clock speed of 3.8GHz. -The infamous "Kumma" children's AI teddy bear, once an expert in BDSM and knife-fetching, is back on sale. The company claims the toy now has stronger child safety protections in place. The Singapore-based FoloToy suspended sales of Kumma last week after a research group published an eyebrow-raising report. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Good afternoon, I'm _____ with today's episode of EZ News. Tai-Ex opening The Tai-Ex opened up 151-points this morning from yesterday's close, at 27,063 on turnover of 6.5-billion N-T. The market moved sharply higher on Tuesday - adding just over 400-points - on the back of investor hopes that the U-S Federal Reserve will initiate more rate cuts next month and that led to a surge in interest for large cap semiconductor stocks. Panama lawmakers arrive in Taiwan despite reported China pressure A group of Panamanian lawmakers have arrived in Taiwan in apparent defiance of reported Chinese requests that they cancel the trip. The Ministry of Foreign Affairs says the nine-member delegation (代表團) will meet with Vice President Hsiao Bi-khim, Legislative Speaker Han Kuo-yu and attend a banquet hosted by Foreign Minister Lin Chia-lung during their stay. An Associated Press report citing a Panamanian daily newspaper as saying Chinese embassy staff in Panama asked a total of 10 lawmakers to "immediately cancel" plans to visit Taiwan. The foreign ministry here is condemning (譴責) Beijing for trying to intervene in what it's calling Taiwan's "normal exchanges with other countries." Tropical storm forms over Philippine waters; no direct impact on Taiwan And, The Central Weather Administration says Tropical Storm Koto will not have a direct impact on Taiwan. The storm formed yesterday evening and is currently located west of the Philippines. Based on the weather administration's latest tracking chart, the storm will approach (逼近) the coast of Vietnam in the coming days before veering in a northerly direction towards China's Hainan Island on Saturday. Koto is the 27th tropical storm of this year Pacific typhoon season. Trump sending envoy Steve Witkoff to discuss possible Ukraine peace deal with Putin Donald Trump says he's sending his Special Envoy Steve Witkoff to Russia to meet with President Vladimir Putin - as he tries to finalize a Ukraine peace deal. The US president says he believes a deal is close, but that he won't personally (親自) meet with the leaders of Ukraine or Russia until the deal is final or in its final stages. Toni Waterman has more. Italy Approves Law Adding Femicide to Criminal Law Italy's parliament has approved a law that introduces femicide (殺害女性) into the country's criminal law and punishes it with life in prison. Tuesday's final vote saw bipartisan support. The law is backed by the conservative government of Premier Giorgia Meloni. It comes in response to a series of killings and other violence targeting women in Italy. Italy's statistics agency recorded 106 femicides in 2024, with over half of them committed by partners (伴侶) or former partners. The law includes stronger measures against gender-based crimes including stalking and revenge porn. While the center-left opposition supported the law in parliament, it stressed that the government approach only tackles the criminal aspect of the problem while leaving economic and cultural divides unaddressed. That was the I.C.R.T. EZ News, I'm _____. －－－－以下為 SoundOn 動態廣告－－－－ 有些傷,不只存在於身體,也留在心裡。 《歷史的傷,心會記得》,帶你聽見那些被時代壓抑的聲音。 一起走進政治創傷的故事,聆聽他們如何在黑暗中,尋找療癒與理解。 https://sofm.pse.is/8dvccd 本節目由衛福部廣告製作 -- 全台南最多分店、最齊全物件，在地團隊懂台南，也懂你的需求。 不管是買屋、賣屋，還是從築夢到圓夢， 房子的大小事，交給台南住商，讓你更安心。 了解更多：https://sofm.pse.is/8e8alp -- Hosting provided by SoundOn

Nonette Royo is a lawyer from the Philippines and executive director of The Tenure Facility, a group of "barefoot lawyers" working to secure land tenure for Indigenous, local and Afro-descendant communities across the world. To date, the organization has secured more than $150 million in funding and has made progress in securing land rights covering 34 million hectares (84 million acres) across 35 projects, an area larger than Greece. Royo joins Mongabay's podcast to discuss the organization's success, its recognition as a finalist for the 2025 Earthshot Prize, and why land rights are so crucial both for cultural survival and slowing the pace of global ecological degradation. "This work is really about land tenure, and about land and people. And it is very important because at this point in our world, where we are breaching planetary boundaries, we are still hesitating to invest in the people who protect our land, our forests and our diverse systems," she says. Take a minute to let us know what you think of our audio reporting, which you can do here. The Mongabay Newscast is available on major podcast platforms, including Apple and Spotify. All previous episodes are accessible on the Mongabay website. Mike DiGirolamo is a host & associate producer for Mongabay based in Sydney. He co-hosts and edits the Mongabay Newscast. Find him on LinkedIn and Bluesky. Banner Image: Women of Masaka embark on cassava cultivation. The plantation areas are located in the heart of the community of Mabaka in the Kwango region. Image by Ley Uwera. Courtesy of The Tenure Facility. ---------- Timecodes (00:00) The 'barefoot lawyers' helping secure land rights (06:28) How the legal system can protect nature and rights (10:29) Challenges and successes (15:36) Better mapping tech is helping (27:16) Goals and progress of the Tenure Facility

Ever wondered what it's like to serve as a combat nurse on the front lines? Join us for this special Veterans Day episode with Colonel Susan Luz as she shares inspiring and heartbreaking stories of service, resilience, and leadership that translate from the battlefield to the bedside.   SPECIAL GUEST Susan Luz, BSN, MPH, RN graduated from the University of Rhode Island with a degree in Nursing. After a clinical rotation at Rhode Island's Institute of Mental Health and public health experiences, she joined the Peace Corps, with her first assignment in Brazil. After leaving the Peace Corps, Luz earned her master's degree in public health nursing from Boston University. She returned to Brazil with Project Hope and then took a job as a nurse-teacher at Central High School in Providence and ran its school-based clinic from 1978 to 2006. While working at Central, she also worked nights at the state Institute of Mental Health and then Gateway Healthcare's Acute Residential Treatment Center. Luz joined the Army Reserves in 1983. She was 56 years old when her unit was later deployed to Iraq in 2006, at the height of the U.S. surge and the bloodiest point of the war. Colonel Luz was the highest-ranking woman in the 399th Combat Support Hospital, a Massachusetts based Army Reserve unit. As a public health nurse with certification as a psychiatric nurse, Luz's mission in Iraq included helping soldiers with emotional trauma, and providing comfort to dying soldiers. Luz formed her own "Band of Sisters," a group of nurses who were not only dedicated to treating wounded soldiers, but also maintaining morale among the troops, especially during the unit's time in the middle of the desert in Al Asad. Luz was awarded the Bronze Star in 2007. She is the author of "The Nightingale of Mosul" A Nurse's Journey of Service, Struggle, and War.   MEET OUR CO-HOSTS Samantha Bayne, MSN, RN, CMSRN, NPD-BC is a nursing professional development practitioner in the inland northwest specializing in medical-surgical nursing. The first four years of her practice were spent bedside on a busy ortho/neuro unit where she found her passion for newly graduated RNs, interdisciplinary collaboration, and professional governance. Sam is an unwavering advocate for medical-surgical nursing as a specialty and enjoys helping nurses prepare for specialty certification.    Kellye' McRae, MSN-Ed, RN is a dedicated Med-Surg Staff Nurse and Unit Based Educator based in South Georgia, with 12 years of invaluable nursing experience. She is passionate about mentoring new nurses, sharing her clinical wisdom to empower the next generation of nurses. Kellye' excels in bedside teaching, blending hands-on training with compassionate patient care to ensure both nurses and patients thrive. Her commitment to education and excellence makes her a cornerstone of her healthcare team.   Marcela Salcedo, RN, BSN is a Floatpool nightshift nurse in the Chicagoland area, specializing in step-down and medical-surgical care. A member of AMSN and the Hektoen Nurses, she combines her passion for nursing with the healing power of the arts and humanities. As a mother of four, Marcela is reigniting her passion for nursing by embracing the chaos of caregiving, fostering personal growth, and building meaningful connections that inspire her work.   Eric Torres, ADN, RN, CMSRN is a California native that has always dreamed of seeing the World, and when that didn't work out, he set his sights on nursing.  Eric is beyond excited to be joining the AMSN podcast and having a chance to share his stories and experiences of being a bedside medical-surgical nurse.   Maritess M. Quinto, DNP, RN, NPD-BC, CMSRN is a clinical educator currently leading a team of educators who is passionately helping healthcare colleagues, especially newly graduate nurses. She was born and raised in the Philippines and immigrated to the United States with her family in Florida. Her family of seven (three girls and two boys with her husband who is also a Registered Nurse) loves to travel, especially to Disney World. She loves to share her experiences about parenting, travelling, and, of course, nursing!   Sydney Wall, RN, BSN, CMSRN has been a med surg nurse for 5 years. After graduating from the University of Rhode Island in 2019, Sydney commissioned into the Navy and began her nursing career working on a cardiac/telemetry unit in Bethesda, Maryland.  Currently she is stationed overseas, providing care for service members and their families.  During her free time, she enjoys martial arts and traveling. 

Hello everyone, a big thanks to all of you who joined the patreon and voted for this to be the next episode, you all are awesome. This is a part 2 about Hirohito's responsibility during the wars of 1931-1945, so if you have not heard part 1, perhaps go do so, or maybe you just don't care about 1931-1940 and just want to hear about the 1941-1945 period, hell by all means enjoy.   So last time we kind of left it on a bit of a dramatic cliff hanger. I spoke about Emperor Hirohito's involvement in what was called at the time the “China Incident”. It was not an official declared war until December of 1941. We left off in 1940, Hirohito was struggling with a situation of juggling two things: 1) how the hell to finally end the China War 2) how to do it without receiving horrible ramifications from the international world. On July 22nd of 1940, Konoe was back and formed a second cabinet. Notably General Hideki Tojo went from vice to army Minister during this time. If you guys ever want a podcast on Hideki Tojo, let me know, he is one rather bizarre figure that's for sure. Konoe tackled his job by holding an imperial HQ government liaison conference. For 90 minutes everyone worked on a new national policy designed to exploit the international situation, IE: Germany bulldozing europe.  The result was a document on national policy dated July 27th. It shifted focus to the “southern area” IE: southeast asia and the Pacific if the China war did not end quickly. Its basis was to exploit the foreign nations that had their hands full in europe, France, Britain and the Netherlands. It called for an invasion of French Indochina to establish bases to launch assaults against the Dutch East Indies for natural resources if diplomatic means failed. It acknowledged if the Dutch East Indies were seized through military means, Japan would also seek to fight Britain, but not the US, instead Japan would prepare for a possible war with the Americans. To all of this Hirohito approved. The army also kept pressuring its desire to ally with Germany. Throughout 1939-1940 Hirohito rejected this idea, not because of any ideological differences, it was because of Germans anti aggression pact with the USSR. If Japan were to ally to Germany, Hirohito wanted it to be mutually to fight the USSR. The Navy likewise opposed allying to Germany because they believed it would force Britain and the US to increase their aid to Chiang Kai-shek.   However the Blitzkrieg changed everything. Everyone was shocked at how well Germany was doing. Prince Chichibu repeatedly argued with Hirohito to change his mind over the alliance idea. Then suddenly the Navy changed their mind and began favoring an alliance. This changed came about in June of 1940 when the France fell. The Navy changed their mind based on a few factors, a major component was the belief if Germany and the USSR were allied, than at least Japan would not have to worry about the USSR and could focus on the pacific. Both the IJA and the IJN believed Hitler would soon take Britain and thus there was a huge desire to join the new international order on the winning side. A third factor was a new clause in negotiations with Germany and Japan, that if they allied Japan would not automatically be drawn into a war with Britain against her will. Some in the navy also believed perhaps Germany could help their diplomatic situation with the Americans. So the army and navy were now both demanding an alliance with Germany, it was all up to hirohito.    At an imperial briefing on June 19th of 1940, Hirohito asked chief of staff Prince Kan'in and the Army Minister Hata “At a time when peace will soon come in the European situation, will there be a deployment of troops to the Netherlands Indies and French Indochina?” Such as question revealed Hirohito's perception at the time that Germany was on the verge of victory and that he was gradually considering the deployment of troops in French Indochina and the Dutch East Indies as neither parent nation were in a position to defend their holdings. In regards to the China war, the Japanese sought to end leaks of materials getting into China from places like Hong Kong. Hirohito received reports indicated Britain would not accept closing the movement of materials into China via Hong Kong. The military acknowledged it would probably be required to invade Hong Kong and thus declare war on Britain. Upon hearing of this Hirohito remarked “Should that happen, I am sure America will use the method of an embargo, don't you agree?” To this his lord of the privy seal, Kido reassured him stating “the nation must be fully resolved to resist to proceed cautiously and not to be dragged into events precipitated by the overseas agencies”. Konoe's second cabinet resolved to end the China war, construct a new order in greater east asia and to complete war preparations as a national defense state. On July 27th at a liaison conference a document was adopted, affirming a course of advancing to the south and to ally with Germany. Japan would incorporate the Dutch East Indies, British Malaya and other resource rich areas of Southeast Asia into its new order while simultaneously bolstering its relationship with the Axis states. After hearing and reading everything, Hirohito sanctioned it all. Thus Hirohito had sanctioned the preliminary actions that would set Japan into a collision course with the US.   In September Japan began sending troops into northern French Indochina after concluding its Tripartite alliance with Germany and Italy. Now Hirohito was briefed beforehand by Army Minister Tojo and other chiefs of staff about securing bases in northern French indochina. Hirohito agreed to this under the belief acquiring such bases would stop more leaked materials going into China and thus contribute to the fall of Chongqing. But Hirohito also sanctioned it under the full knowledge it was preparing the Nanshin-ron advance and that carried a risk of going to war with Britain and by proxy the US. Naturally he wanted to thwart any war breaking out with the US by it seems his officials had convinced him they could manage most of their plans without aggravating the US.   On July 29th with the German offensive aimed at finishing off Britain, Hirohito summoned his chiefs and vice chiefs of staff to the imperial HQ. He began to question the prospects of war with the US. Prince Fushimi replied “[u]nless we complete our domestic preparations, particularly the preparation of our material resources, I do not think we should lightly start war even if there is a good opportunity to do so.” Hirohito then asked if  “the Army were planning to occupy points in India, Australia, and New Zealand.” But overall Hirohito seemed to be the most concerned about the US, Germany and the USSR. “Could Japan, obtain a victory in a naval battle with the United States as we once did in the Battle of the Japan Sea? . . . I heard that the United States will ban exports of oil and scrap iron [to Japan]. We can probably obtain oil from other sources, but don't you think we will have a problem with scrap iron?” In regards to the USSR “If a Japan-Soviet nonaggression treaty is made and we advance to the south, the navy will become the main actor. Has the army given thought to reducing the size of its forces in that case? . . . How do you assess the future national power of Germany? . . . Both Germany and the Soviet Union are untrustworthy countries. Don't you think there will be a problem if one of them betrays us and takes advantage of our exhaustion fighting the United States?I]t seems as though you people are thinking of implementing this plan by force because there is a good opportunity at this moment for resolving the southern problem even though some dangers are involved. . . . What does a good opportunity mean? [To this question Sawada replied: “For example, if a German landing in England commences.”] In that case wouldn't the United States move to aid Britain? . . . Well, I've heard enough. I take it, in short, that you people are trying to resolve the southern problem by availing yourselves of today's good opportunities.”   You can tell Hirohito understood the very real threat of an Anglo-American alliance and was very cautious. It seemed to Hirohito, that his officials were trying to take the limelight off the abysmal situation in China but emphasizing a southern advance. Well Americans response to the Japanese movement into northern French indochina was to see it as a direct threat. Something I have not paid much attention to was Hirohito's decision making being the direct result of trying to mediate between competing entities, ie: the IJA and IJN. At this point in time the IJA and IJN top officials had the power to simply stop governmental functions from occurring altogether whenever they were displeased with a decision. As you can imagine the IJA and IJN were also competing for resources and political power. Thus Hirohito spent a lot of time and effort trying to formulate decisions that at a minimum kept the governance going.    In the end Hirohito sanctioned Imperial HQ army order number 458, ordering the area army to begin the entry into French Indochina. Thus once again Hirohito sanctioned aggression aboard. America began what it called a “moral embargo” on aircraft parts, scrap iron and aviation gasoline. This was one of many gradual steps America took to incrementally sanction Japan, while aiding China to keep it bogged down. Japan's direct response was joining the Axis with a clause “to assist one another with all political, economic and military means if attacked by a power at present not involved in the European War or in the Sino-Japanese conflict”. This clause was designed specifically to check Britain and the US. Hirohito knew this was a turning point carrying the possibility of war with the US. Later he would blame some officials and even his brothers Chichibu and Takamatsu, but not his own actions sanctioning the Axis pact.    Speaking of his brothers, at this time Chichibu got severely ill with tuberculosis and as a result retired from active public life, now Prince Takamatsu stood as next regent. Thus Takamatsu would begin reading reports and advise Hirohito. Takamatsu like Chichibu approved the Tripartite Pact and found his brother Hirohito's performance lacking. Meanwhile Britain responded to the Tripartite pact by opening up the Burma road and America made a loan to Chiang Kai-shek.   The Soviets came to Japan for a neutrality pact and sweetened the deal by offering Soviet coal and oil concessions in North Sakhalin. Hirohito ratified the treaty on April 25th of 1941. 5 weeks later on June 5th, the Japanese ambassador to Berlin, General Oshima Hiroshi reported to Hirohito and the high command that Hitler was about to invade the Soviets. The Army high command sprang into action drafting plans to open a war with the Soviets while simultaneously advancing south into French Indochina. But many in the military also sought to wait until the time was ripe, and a rift emerged. Operation barbarossa commenced and on June 23rd the IJN high command gave their opinion that Japan should seize all military bases and airfields in southern French Indochina even at the risk of war with Britain and America. Can you say boy that escalated quickly?   There was obvious temptation to invade Siberia towards Lake Baikal, but at the same time the western powers were tightening sanctions on Japan, she needed resources. At this point Japan had been stuck in China for 4 years and 5 months, the army had expanded from 17 divisions totalling 250,000 men in july of 1937 to 51 divisions at 2.1 million men in December 8th of 1941. On July 2nd, 10 tens into Operation barbarossa, Konoe summoned an imperial conference to debate actions going forward. The consensus was that southern French Indochina needed to be taken and that it probably would not provoke the US going to war with Japan. Hirohito sanctioned it and on July 30th made a major operational intervention by advising General Sugiyama to build up forces in Manchukuo to prevent the Soviet Far Eastern Army.   Japan negotiated with Vichy France to allow Japanese troops to occupy southern parts of French Indochina. What was to be originally just 40,000 IJA forces turned into 185,000 and in response America increased sanctions and began preparing the Philippines for war. Roosevelt froze Japanese assets in the US on July 26th and by August the 1st a total embargo of oil and gasoline exports to Japan. Konoe's cabinet, the military high command, pretty much everyone was shocked by how harsh the economic sanctions were. Emperor Hirohito told Sugiyama to halt mobilizing forces in Manchukuo and the army basically dropped all plans of attacking the USSR. A month after the US oil embargo suddenly the army had changed its mind to go all in on the southern advance. Britain likewise began sanctions against Japan and both Britain and the US managed to convince the Dutch to follow suit by refusing to sell oil to Japan. The Dutch even took it a step further and followed Americans lead in freezing Japanese assets.    Konoe was in full panic mode, be believed his ambassador to washington was a moron and sought to go in person to speak to Roosevelt. At 11:40am on August 4th Konoe spoke to Hirohito about the plan, but Washington kept making up excuses prolonging any meeting from taking place. Meanwhile Washington was building up its navy, and the IJN were stressing, in the words of Admiral Takagai “As time passes and this situation continues, our empire will either be totally defeated or forced to fight a hopeless war. Therefore we should pursue war and diplomacy together. If there is no prospect of securing our final line of national survival by diplomatic negotiations, we must be resolved to fight.” Hirohito understood the predicament full well, that each day Japan was wasting its oil reserves, if they were to strike it had to be quickly.    On september 3rd at a liaison conference it was decided Japan was to prepare for a war against the US, UK and Netherlands while simultaneously pursuing diplomacy. If diplomacy failed by early October the decision for war would be made. Konoe presented everything to Hirohito on September 5th and requested an imperial conference on the matter. The most important decision of his life was about to be made.    Now take a second to feel the moment. Germany's invasion of the USSR was in its 6th week and not producing a decisive victory; Britain was still in the fight and the Japanese ambassador to London reported back Britain would allow Japan to maintain its great power status and exert influence in asia if they stayed out of the European War and “re-examined their current policy”. An olive branch. Hirohito had options is what I am arguing. He could stale things, he could mobilize units into Manchukuo to simply threaten the Soviet border, he could simply stay out of new wars, even it the China war would get worse, but try to profit from the situation in Europe. He could stop the southern advance, lose the chance to seize the resource in southeast asia, but perhaps the US, UK and Netherlands would lift some sanctions.   After speaking back and forth with Konoe while scolding Sugiyama here is a bit of their conversation:    Emperor: In the event we must finally open hostilities, will our operations have a probability of victory?  Sugiyama: Yes, they will.  Emperor: At the time of the China Incident, the army told me that we could achieve peace immediately after dealing them one blow with three divisions. Sugiyama, you were army minister at that time. . . .  Sugiyama: China is a vast area with many ways in and many ways out, and we met unexpectedly big difficulties. . . . [ellipses in original]  Emperor: Didn't I caution you each time about those matters? Sugiyama, are you lying to me? Nagano: If Your Majesty will grant me permission, I would like to make a statement.  Emperor: Go ahead.  Nagano: There is no 100 percent probability of victory for the troops stationed there. . . . Sun Tzu says that in war between states of similar strength, it is very difficult to calculate victory. Assume, however, there is a sick person and we leave him alone; he will definitely die. But if the doctor's diagnosis offers a seventy percent chance of survival, provided the patient is operated on, then don't you think one must try surgery? And if, after the surgery, the patient dies, one must say that was meant to be. This indeed is the situation we face today. . . . If we waste time, let the days pass, and are forced to fight after it it is too late to fight, then we won't be able to do a thing about it.  Emperor: All right, I understand. [He answered in a better mood.]  Konoe: Shall I make changes in tomorrow's agenda? How would you like me to go about it? Emperor: There is no need to change anything.   There is no need to change anything. Konoe grabbed Hirohito for a private audience afterwards and tried to get Hirohito to revise the outline, but Hirohito ignored this. Hirohito at that point could have stopped or at least slowed down the countdown to all out war. Hirohito instead did not want to displease the pro-war factions in his military, perhaps he saw them as a threat to his authority. Hirohito was not at all pleased with the policy plan. When he was shown in on september 5th, he looked extremely irritated and blew up on Sugiyama and the army high command as a whole. 20 minutes before the Imperial conference on September 6th, Hirohito spoke with his lord of the privy Kido and told him he was going to raise some questions at the meeting. Kido told him that it would be best to leave the questions at the very end, basically he was advising to allow for things to go through. Thus Hirohito sat through the meeting and sanction the preparations for war. Here is a conversation between Hirohito and the Chiefs of the general staff:   Emperor: You may go ahead and mobilize. But if the Konoe-Roosevelt talks go well, you'll stop, won't you?  Chief of the General Staff: Indeed, your majesty, we will.  Emperor: I will ask you one more time: Is there any possibility that the north [that is, the Soviet Union] may move against us while we are engaged in the south [emphasis added]?  Chief of the General Staff: I cannot say that will absolutely not occur. However, because of the season it is inconceivable that large forces will be able to attack us   Meanwhile Konoe's deadline to reach a diplomatic resolution with the US was fast approaching. On October 13th Hirohito told Kido “In the present situation there seems to be little hope for the Japan–U.S. negotiations. If hostilities erupt this time, I think I may have to issue a declaration of war.” The next day Konoe held his last cabinet meeting and Army minister Tojo took the lionshare of talking:   For the past six months, ever since April, the foreign minister has made painstaking efforts to adjust relations [with the United States.] Although I respect him for that, we remain deadlocked. . . . Our decision was “to start the war . . . if by early October we cannot thoroughly achieve our demands through negotiations.” Today is the fourteenth. . . . We are mobilizing hundreds of thousands of soldiers. Others are being moved from China and Manchuria, and we have requisitioned two million tons of ships, causing difficulties for many people. As I speak ships are en route to their destinations. I would not mind stopping them, and indeed would have to stop them, if there was a way for a diplomatic breakthrough. . . . The heart of the matter is the [imposition on us of] withdrawal [from Indochina and China]. ...If we yield to America's demands, it will destroy the fruits of the China Incident. Manchukuo will be endangered and our control of Korea undermined   And so Konoe resigned two days later, but before he did his last official action was to recommend Prince Higashikuni to succeed him, in fact he got Tojo to do the same. Prince Higashikuni was deemed capable of controlling both the Army and Navy. And what did Hirohito say to this? He said no, and appointed Hideki Tojo. Why? As going back to the beginning of this series, to protect the Kokutai. He did not want a member of the royal family to hold the seat as Prime Minister during a time when war might be declared, a war that Japan might lose, which would toss the responsibility onto the imperial house. It was a threat to the Kokutai. Hirohito chose Tojo because Tojo was 100% loyal subject to the emperor. Tojo was the perfect fall guy if one ever existed.    Between November 8-15th, Hirohito received a full rundown of the Pearl Harbor surprise attack plan and sanctioned it. The deadline to reach a diplomatic solution with the US was set for midnight December 1st.    Hirohito ever since the Mukden Incident had expressed fear that not taking warlike actions, not pumping up the kokutai or not suppressing dissent would jeopardize the imperial system of government and damage the imperial institution itself. For Hirohito domestic conflicts were more dangerous than external ones, because they carried the risk of eroding the monarchy. As the time approached for his finally decision on declaring war, Hirohito requested a last round of discussion. The carriers enroute to Pearl harbor departed on november 27th, while on December 1st, 19 leaders, the entire Tojo cabinet and Emperor met. Tojo pulled a rather cheeky maneuver, he reported the response from America, the famous Hull note by stating “the United States . . . has demanded that we withdraw troops from all of China [emphasis added],” but in fact, Hull had used only the word “China.” Hara asked “I would like to know,whether Manchukuo is included in the term ‘China'? Did our two ambassadors confirm this point?” Togo's reply to this was “However . . . the American proposal [early in the negotiations on] April 16 stated that they would recognize the state of Manchukuo, so Manchukuo would not be part of China. . . . On the other hand . . . there has been a change in their position . . . they look upon Chungking as the one and only legitimate regime, and . . . they want to destroy the Nanking regime, [so] they may retract what they have said previously” A nonsensical gibberish answer, intentionally done to make everyone think America did in fact include Manchukuo, thus forcing everyone to see the demands as impossible to comply with. Togo finished the meeting : “Once His Majesty decides to commence hostilities, we will all strive to meet our obligations to him, bring the government and the military ever closer together, resolve that the nation united will go on to victory, make an all-out effort to achieve our war aims, and set his majesty's mind at ease. I now adjourn the meeting.” Hirohito simply nodded. Sugiyama remarked that the emperor did not show the slightest sign of anxiety, in fact he looked like he was in a good mood.   Hirohito's naval aid Jo Eiichiro wrote minutes on the first day of the pacific war, recording the emperors actions. 4 A.M. (Japan time): Japan issued a final ultimatum to the United States. 3:30 A.M.: the Hawaiian surprise attack was successful. 5:30 A.M.: Singapore bombed. Great results. Air attacks on Davao, Guam, Wake. 7:10 A.M.: All the above was reported to the emperor. The American gunboat Wake was captured on the Shanghai front. The British gunboat Petrel was sunk. From 7:15 to 7:30 the chief of the Navy General Staff reported on the war situation. At 7:30 the prime minister informally reported to the emperor on the imperial rescript declaring war. (Cabinet meeting from 7 A.M.). At 7:35 the chief of the Army General Staff reported on the war situation. At 10:45 the emperor attended an emergency meeting of the privy council. At 11:00 A.M. the imperial rescript declaring war was promulgated. 11:40 A.M. Hirohito conferred with Kido for about twenty minutes.] At 2:00 P.M. the emperor summoned the army and navy ministers and bestowed an imperial rescript on them. The army minister, representing both services, replied to the emperor. [At 3:05 P.M. the emperor had a second meeting with Kido, lasting for about twenty minutes.] At 4:30 P.M. the chiefs of staff formally reported on the draft of the Tripartite (Germany-Italy-Japan) Military Pact. At 8:30 P.M. the chief of the Navy General Staff reported on the achievements of the Hawaii air attack. . . . Throughout the day the emperor wore his naval uniform and seemed to be in a splendid mood.   Hirohito believed Germany would win, thus if with their help he believed Japan could thwart off the US until a negotiated peace. Having made his choice, Hirohito devoted himself to presiding over and guiding the war to victory at all costs. He was a extremely cautious person, every single campaign he looked for what could go wrong, made worse case scenario predictions and was very suspicious of reports from his high officials. He was notably very harsh and critical on said high commanders. Although he did not visit the war theaters as did other commanders in chief, he exercised and controlled influence on theater operations, both in the planning and execution whenever he chose to do so. As was the same case with the China war before it, he issued the highest military orders of the Imperial HQ, performed audited conferences and led to decisions transmitted in his name. He received generals and admirals to the imperial palace who gave full reports of the battlefront. He visited bases, battleships, various army and naval headquarters. He inspected military schools, you know the full shebang.    After 26 months of war, the naval air force had lost 26,006 aircraft, nearly a third of its total power, thousands of veteran pilots were dead. Hundreds of thousands of tons of warship was sunk, the merchant and transport fleet was crippled. Late 1943 saw the Americans turning the initiative of the war, Japan was on the defensive. Guadalcanal had been the major turning point. During the staled battle for the philippines, Hirohito pressed upon Army chief of staff Sugiyama to increase troop strength to knock out Bataan. The problem persisted, on February 9th and 26th Hirohito pressed Sugiyama again about getting more troops to take Bataan.   Hirohito was confronted with the prisoner of war issue after the doolittle raid. When the pilots were caught, Togo initially opposed executions, but many in the IJA sought all 8 men executed. Hirohito chose to intervene and commuted the execution of 5 out of the 8. Why just 5, no one knows to this day, but its theorized it was to demonstrate his benevolence while simultaneously giving a bit of what the army wanted.    The CBI theater took the lionshare of his attention in 1942, he continuously pressed up Sugiyama when a final blow would be delivered against Chongqing. When the Midway disaster occurred, Hirohito was given a full report of what happened, but he chose to hid the extent of the loss from the IJA. In fact in response to the Guadalcanal campaign he was heard once asking “I wonder if this is not the start of the AmericanBritish counteroffensive?” He urged his commanders to increase offensive activities and to toss all weapons possible at the enemy, because Japan needed more time to secure its reserves of vital oil, rubber and iron. When he heard the first report of the Ichiki detachment being wiped out, he simply stated “I am sure it [Guadalcanal] can be held.” With numerous reports pouring in about the men dying from tropical disease and starvation, Hirohito kept demanding greater efforts from them. Hirohito continuously applied pressure on his naval and land commanders to recapture the island. On September 15th, November 5th and November 11th he called for more IJA troops and aircraft to be allocated to it. Sugiyama was nervous about sending more IJA pilots as they were inexperienced in transoceanic combat and he sought to reinforce the north china army to hit Chongqing. Hirohito demanded it a second time and Sugiyama replied the IJA had deployed its air power instead to New Guinea and Rabaul. Hirohito continuously hammered the issue despite the high level commanders disagreeing with it. By late november it was clear guadalcanal was a lost cause.    At an imperial HQ conference on December 31st of 1942, the chiefs of staff reported they would cancel the attempts to recapture guadalcanal. Hirohito sanctioned it but stated “It is unacceptable to just give up on capturing Guadalcanal. We must launch an offensive elsewhere.” Hirohito forced the issue and it was decided the new strategic points would be in the solomons north of New Georgia and the Stanley range on New Guinea. Hirohito in fact threatened not to authorize the withdrawal of men from Guadalcanal until such a plan was made. Hirohito would go on to oppose the withdrawal from the Munda airfield on New Georgia since it contradicted the new defensive line. As the defensive perimeter in the central and northern solomons was crumbling, Hirohito continued to demand the navy fight decisive battles to regain the initiative so ships could begin transports supplies to the countless soldiers trapped on islands without them. When Hirohito heard of the navy's failure to reinforce Lae on March 3rd he stated  “Then why didn't you change plans immediately and land at Madan? This is a failure, but it can teach us a good lesson and become a source of future success. Do this for me so I can have peace of mind for awhile.” “Do this for me” would become his signature message.    In August of 1943 as the fall of the solomons progressed, Hirohito lambasted “Isn't there someplace where we can strike the United States? . . . When and where on earth are you [people] ever going to put up a good fight? And when are you ever going to fight a decisive battle?Well, this time, after suffering all these defeats, why don't you study how not to let the Americans keep saying ‘We won! We won!'[emphasis added]”” Hirohito berated his chiefs of staff and in the face of mounting defeats he remained undismayed, rigidly self disciplined and aggressive as ever. When he received a report on September 21st of 1943 that the allies were heading for Finschhafen he replied “Being ready to defend isn't enough. We have to do the attacking.”   When the Americans destroyed the main naval anchorage at Truk forcing the navy to evacuate it, leaving behind numerous tanks, the dream of fighting one great decisive naval battle in the central pacific was over.    On February 21st of 1944, Hirohito took the unprecedented action to force Sugiyama to resign so Tojo could assume his position, alongside that of army minister and prime minister. He did this to end dissent. Hirohito and Tojo oversaw the haymaker attempts in 1944, like operation Ichi-go and the Imphal campaign fall into ruins. It looked like the Philippines, Taiwan, Okinawa, the Bonin islands and eventually the home islands would be invaded. When Saipan fell, the home islands had at last come into range of the dreaded B-29 Super flying fortresses. Hirohito had warned Tojo “If we ever lose Saipan, repeated air attacks on Tokyo will follow. No matter what it takes, we have to hold there.” For two days his chiefs of staff explained the dire situation on Saipan was hopeless, but Hirohito ignored their advice and ordered Admiral Shimada to recapture it, the first department of the navy general staff immediately poured themselves into the problem. Day and night they worked, until a draft plan was created on June 21st, 3 days later the combined fleet gave opposition. Tojo and Shimada formally reported to Hirohito the recapture plan needed to be canceled. Hirohito refused to accept the loss of Saipan and ordered his chief aide General Hasunuma to convene in his presence the board of field marshals and fleet admirals. They all met on the 25th, upon which they all unanimously stated the reports indicating Saipan was a lost cause were valid, Hirohito simply told them to put it in writing and he left the room.    Hirohito finally decided to withdraw his support of Tojo, allowing Tojo's numerous enemies to take down his cabinet on July 18th 1944. But Hirohito was undaunted in determination to steal victory from the allies. Imperial HQ on October 18th ordered a decisive naval battle and the battle of Leyte Gulf was it. After the war Hirohito would go on the record stating “Contrary to the views of the Army and Navy General Staffs, I agreed to the showdown battle of Leyte thinking that if we attacked at Leyte and America flinched, then we would probably be able to find room to negotiate.” This statement shows the facts as they were, Hirohito and his chiefs of staff forced the field commander, General Tomoyuki Yamashita to engage the American invasion force in a place Yamashita did not want to fight nor prepared adequate defenses. It was a horrible loss.   The Kamikaze attacks increased as Japan's desperation wore on. On new years day of 1945 Hirohito inspected the special last meal rations given to departing kamikaze units. Iwo Jima fell. Okinawa remained, and Hirohito lashed out “Is it because we failed to sink enemy transports that we've let the enemy get ashore? Isn't there any way to defend Okinawa from the landing enemy forces?”  On the second day of Okinawa's invasion Hirohito ordered a counter landing by the 32nd army and urged the navy to counterattack in every way possible. It was a horrible failure, it cost the lives of up to 120,000 Japanese combatants, 170,000 noncombatants. The Americans lost 12,500 killed and 33,000 wounded. An absolute bloodbath.    Konoe re-entered the stage writing to Hirohito pleading with him to order a surrender because from his perspective “The Soviet Union is Japan's biggest threat. Defeat was inevitable, but more to be feared than defeat was the destruction of the Kokutai. Sue quickly for peace, before a Communist revolution occurred that would make preservation of the kokutai impossible”. Hirohito was taken aback by this, as he shared his military's hope that the Soviets would help Japan reach a peace settlement. So he rejected the advice of Konoe. Hirohito remarked “If we hold out long enough in this war, we may be able to win, but what worries me is whether the nation will be able to endure it until then.” Then Japan's intelligence units reported the Soviets were going to break the neutrality pact and join the war once the Germans were done. Meanwhile Tokyo was turned to rubble on March 9th 1945 by 334 B-29's dropping firebombs, 40% of the capital was destroyed, up to 100,000 were dead. Hirohito remained undaunted. 60 Japanese cities were leveled by firebomb campaigns. Europe's war finished. Then the battle for Okinawa was lost, suddenly Hirohito began looking for ways to end the war.   On June 22nd Hirohito personally informed the supreme war leadership council his desire to see diplomatic maneuvers to end the war. A special envoy was sent to Moscow, while Hirohito publicly issued an imperial rescript ordering the nation “to smash the inordinate ambitions of the enemy nations and achieve the goals of the war”. B-29's began dropping leaflets with joint declarations issued by the US, UK and China requesting the citizens of Japan demand their government surrender. Prefectural governors, police chiefs and officers began submitting home ministry reports on the rapid deterioration of the nations spirit.   Germany signed the unconditional surrender documents on May 7th and 8th of 1945, Japan was alone. Newly installed President Truman declared on May 8th, Japan's surrender would not mean the extermination or enslavement of the Japanese people, but the unconditional surrender principles remained unaltered. The Japanese meanwhile were awaiting word from the Soviets. The Americans unleashed their first atomic bomb on Hiroshima on August 6th of 1945 killing up to 140,000 people. Then on August 8th the Soviet Union declared war on Japan and began an invasion of Manchuria. On August 9th the second atomic bomb hit Nagasaki killing around 40,000 people.   Thus began the surrender clock as I like to say. After the first atomic bomb, Hirohito said and did nothing about the surrender terms. Hirohito then authorized Togo to notify the world on August 10th that Japan would accept the allied terms of surrender with one condition “that the said declaration does not comprise any demand which prejudices the prerogatives of His Majesty as a Sovereign Ruler.” The next day, Secretary of State Byrnes replied by alluding to the subordination of the emperors authority to the supreme commander of the allied powers. It was ambiguous as hell. The Japanese leaders erupted into arguments, and on August 14th, Hirohito went before a microphone and recorded his capitulation announcement which aired on August 15th to all in Japan, they surrendered. Why did it take so long?   The peace talks between the Japanese and Soviets went on through June, July and early August. Japan offered the Soviets limited territorial concessions and they refused to accept the envoy on July 22nd because the Japanese were being too ambiguous in their terms. There was continuous back and forth between the intelligence of Moscow and Japan trying to figure out the stance of the other, but then Stalin heard about the atomic bombing of Hiroshima, he was shocked and ordered an invasion of Manchuria in response. In the meantime the Japanese were tossing all sorts of concessions at Moscow, they stated they would allow Japanese to be used as forced laborers in Siberia, a form of reparation as it were, that they would demobilize the military and so on. The response was the invasion of Manchuria.    Hirohito knew prior to the bombing of Hiroshima that the cabinet was divided on accepting the Potsdam terms. Hirohito also knew he and he alone could unify governmental affairs and military command. Why then did he wait until the evening of August 9th to surrender?   The reality of the matter is its complicated, numerous variables at play, but let me try to pick at it. The people of japan under the firebomb campaigns were becoming hostile towards the military, the government and many began to criticize the emperor. Hirohito was given reports from the Home Ministry from governors and police chiefs all over Japan revealing people were speaking of the emperor as an incompetent leader who was responsible for worsening the war situation. Does that sound like a threat to the Kokutai? People were starving en masse, the atomic bomb is flashy, but what really was killing the Japanese, it was starvation. The home islands were blockaded and the sea approaches mined as pertaining to the optimally named “operation starvation”. Hirohito knew full well how bad his people were suffering but he did not surrender for so long.   After Hiroshima was bombed, Hirohito delayed for 2 days before telling Kido at 10am on August 9th “quickly control the situation, the Soviet Union has declared war and today began hostilities against us”. Now here is a piece of Hirohito's surrender proclamation to the citizens of Japan    “Moreover, the enemy has begun to employ a new and most cruel bomb, the power of which to do damage is, indeed, incalculable, taking the toll of many innocent lives. Should we continue to fight, not only would it result in an ultimate collapse and obliteration of the Japanese nation, but also it would lead to the total extinction of human civilization. Such being the case, how are We to save the millions of Our subjects, or to atone Ourselves before the hallowed spirits of Our Imperial Ancestors? This is the reason why We have ordered the acceptance of the provisions of the Joint Declaration of the Powers... The hardships and sufferings to which Our nation is to be subjected hereafter will be certainly great. We are keenly aware of the inmost feelings of all of you, Our subjects. However, it is according to the dictates of time and fate that We have resolved to pave the way for a grand peace for all the generations to come by enduring the unendurable and suffering what is unsufferable ”.   Hirohito wanted to obfuscate the issue of accountability, to prevent expressions of strife and anger and to strengthen domestic unity around himself, to protect and raise the kokutai. Did you know there was a rescript of this proclamation that was made to the entire IJA and IJN? Yes Emperor Hirohito gave out two different proclamations for surrender, here is what the armed forces heard.   “ Now that the Soviet Union has entered the war against us, to continue . . . under the present conditions at home and abroad would only recklessly incur even more damage to ourselves and result in endangering the very foundation of the empire's existence. Therefore, even though enormous fighting spirit still exists in the Imperial Navy and Army, I am going to make peace with the United States, Britain, and the Soviet Union, as well as with Chungking, in order to maintain our glorious national polity”.   The proclamation does not speak of the atomic weapons, but emphasizes the Soviet invasion of Manchuria. Hirohito was presented as a benevolent sage and an apolitical ruler that had ended the war. Hirohito sought to justify the surrender upon the bombs to the public, but did he believe so, did his armed forces believe so? People debate to this day why the surrender occurred, I love the fact there are two message offered because both are true. Hirohito's decision to surrender was based on numerous variables, the atomic bombs, the invasion of Manchuria by the soviets, but above all else, what really was important to the man, the emperor, the god? The kokutai. The Soviets were more of a threat to the kokutai, thus Hirohito jumped into the arms of the Americans. The language between the Americans and Japanese in the communications for unconditional surrender were ambiguous, but Hirohito and the high commanders knew there was zero chance of the kokutai surviving if the Soviets invaded Japan, perhaps the Americans would allow it to continue, which is just what they ended up doing. The entire purpose of this series would to emphasize how Hirohito definitely had a active role in the war of 1931-1945, he had numerous occasions where he could put the hammer down to stop the situation from escalating. But in the end when his back was against the wall, he did what he did to cling on to the Kokutai.   I shall leave you with this. On August 12th, as Hirohito came to inform the imperial family of his decision to surrender, Prince Asaka asked him whether the war would continue if the Kokutai could not be preserved, what do you think he said? “Of Course”. 

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In this episode, we traveled north to Remagination Farm on Eastern Pomo and Lake Miwok land—also known as Kelseyville, CA—ancestral homelands of the Pomo people. There, we had the profound honor of sitting with Dr. Robyn Magalit Rodriguez, whose life and work reflect a deeply powerful and life-altering return to the land.For so many of us rooted in homeland struggles, this return is a dream—an act of reclaiming, remembering, and embodying freedom. Dr. Rodriguez has done exactly that. After more than two decades as a professor of Asian American Studies at UC Davis, and following the devastating loss of her son, Amado Khaya, she made the courageous decision to transform her life's path. Her journey led her to establish Remagination Farm, where she is building a living practice of regenerative agriculture, ritual, spirituality, and ethical relationships to land and community.Drawing from her extensive background as a researcher, educator, and long-time community organizer, Dr. Rodriguez shares how she listens to ancestral callings, how she understands land stewardship as a liberatory practice, and how returning to the earth can be a site of both grief and rebirth. She also discusses her founding of Remagination Lab, home of the School for Liberating Education (SLE), and the Amado Khaya Initiative (AKI)—projects devoted to radical learning, community nourishment, and honoring her son's legacy.In this conversation, Robyn offers a model of what it means to truly realign one's life with purpose, lineage, and liberation. She is actively manifesting the world we are fighting for.This episode features music from Amado Khaya's memorial – listen here at Amado Khaya Memorial Tribute Soundtrack – and some of the following music: A Day Will Come by Desirée Dawson, Dal3ona el zaytoun دلعونا الزيتون - دلال أبو آمنة Dalal Abu Amneh, our kasama Sam singing The Eyes the Flight The Slow Gestures - performed live at We Rise's Crosspollination: Roots Of Justice (We Rise podcast episode 54), and ends with a reading of A Comrade is as Precious as a Rice Seedling – a poem by Filipina revolutionary Mila D. Aguilar.Learn more: ReimaginationFarm.org

Best Supporting Paula Abdul helps kick off the season with a supersized Meet the Queens megamix, modestly oversized runway looks and a coldhearted lip sync assassination as the top prize. (That triple split screen had us leaning one ear in.) We have much to say about cigarette families, Vincent Dinofrio, St. Cate's, bucket hats, baby names and of course some early lookalikes. Become a Matreon at the Sister Mary level to get full access to Season 6 of Canada's Drag Race, plus brackets, movie reviews and past seasons of US Drag Race, UK, Canada, Down Under, Espana, Global All Stars, Philippines and more.Join us at our OnlyMary's level for our current recap of Season 4 of Drag Race plus even more movie reviews, brackets, and deep dives into our personal lives!Patreon: www.patreon.com/alrightmaryEmail: alrightmarypodcast@gmail.comInstagram: @alrightmarypodJohnny: @johnnyalso (Instagram)Colin: @colindrucker_ (Instagram)Web: www.alrightmary.com   

Cully Stimson, retired Navy Captain and Deputy Director of the Meese Legal Center, joins Hans to discuss the propaganda video by six members of Congress urging members of the military to disobey orders. Classic film review is of the World War II picture, “They Were Expendable,” the 1945 John Ford movie about a torpedo boat squadron that fought in the Battle of the Philippines against enormous odds, a film that shows the courage and sacrifice of members of our armed forces.

Unlocking Global Talent and Founder Freedom: Insights from Sid Jashnani of RekruutoIn this episode, host Josh Elledge talks with Sid Jashnani, Founder of Rekruuto and certified EOS implementer, about how founders can reclaim their time, scale with confidence, and access high-performing global talent. Sid shares his personal leadership journey, his frameworks for effective delegation, and his expert perspective on hiring senior-level overseas professionals—revealing practical, repeatable systems founders can apply immediately.The Power of Global Hiring and Delegation for FoundersSid's story begins on the golf course with his 14-year-old son during a period of serious illness—an experience that reshaped how he leads both at home and in business. Instead of defaulting to advice or correction, Sid embraced curiosity, asking open-ended questions that encouraged deeper connection. This same leadership principle applies directly to business: when founders listen more and prescribe less, teams become empowered, engaged, and more accountable.Sid also challenges the common belief that overseas hiring should be limited to entry-level roles. Drawing from his experience in the Philippines, he explains why many mid- and senior-level professionals abroad bring global expertise, strong process orientation, and cultural adaptability—making them strong fits for operations, marketing, finance, and management roles within EOS-driven companies. With proper onboarding and context-sharing, these hires integrate seamlessly and provide exceptional value at a fraction of the cost.To help founders free themselves from burnout and low-value tasks, Sid offers his four-quadrant time audit: a simple but powerful system for categorizing activities based on skill and enjoyment. By identifying tasks you are good at but dislike—or those you neither enjoy nor do well—leaders can delegate strategically, reinvesting their energy into high-impact work that drives revenue, growth, and clarity.About Sid JashnaniSid Jashnani is the Founder of Rekruuto, a global hiring agency specializing in matching U.S. companies with senior-level talent from overseas. As a certified EOS implementer and seasoned entrepreneur, Sid helps founders streamline their operations, delegate effectively, and scale sustainably. Connect with Sid on LinkedIn.About RekruutoRekruuto helps founders and business owners hire skilled global talent through a risk-free, flexible model. Specializing in mid-level and senior overseas professionals—particularly from the Philippines—Rekruuto provides vetted candidates, trial periods, and month-to-month engagement options. Their mission is to help founders reclaim their time by delegating confidently and scaling with the right people in the right seats.Links Mentioned in This EpisodeSid Jashnani LinkedIn ProfileRekruuto websiteKey Episode HighlightsWhy curiosity-based leadership strengthens both family and team relationshipsThe advantages of hiring mid- to senior-level overseas talentCultural adaptability and global experience of Filipino professionalsSid's four-quadrant time audit for identifying delegation opportunitiesHow to calculate the value of your time as a founderRekruuto's risk-free hiring model and month-to-month flexibilityHow to start small and scale confidently with global...

For this week's episode, we're zooming on over to the Philippines for a horrendous vampiric demon-baby, the Tiyanak! How do you help them pass over? Who are their main victim? Find out this week!Send us a textSupport the showYou can find us on: Myth Monsters Website Spotify Apple Podcasts GoodPods Amazon Music Social media: Twitter BlueSky Instagram Facebook TikTok

I'd love to hear your thoughts - send me a text hereToday we continue this tale of two sldiers and learn more about Marine Corps officer Littleton "Tony" Waller who rose through the ranks fighting in Africa, Cuba, and China before leading troops in The Philippines. It was Waller who tried to countermand his boss's order to kill everyone ten and older his troops came across, but a massacre of a US Army company made stopping violence against civilians much more difficult. The introduction and transition music heard on the podcast is composed and recorded by the eldest Ghosts of Arlington, Jr. While the rest of his catalogue is quite different from what he's performed for me, you can find his music on bandcamp.com under the names Caladrius and Bloodfeather.As always, a very special thanks to the Commando Pando Cap Company for its continued help to spread the word about the podcast on Facebook at: https://www.facebook.com/MountainUpCapCompany Climb to Glory!For more information about the podcast visit: ·       The GoA website: https://www.ghostsofarlingtonpodcast.com    ·       Facebook: https://www.facebook.com/ghostsofarlingtonpodcast·       Twitter: https://twitter.com/ArlingtonGhosts·       Instagram: https://www.instagram.com/ghostsofarlington/

Host Maxwell Porter is joined by two experts to explore the geological and tectonic evolution of the iconic Laramide Porphyry Copper Province, focusing on its complex geodynamic history and the key exploration criteria that define this world-class copper belt. Our guests share complementary academic and industry perspectives, offering insights drawn from decades of research and field experience.The Geological Framework and Exploration vectors in the Globe-Miami DistrictOur first guest is Dr. Robert Lee. Robert earned his PhD at Oregon State University studying the El Salvador porphyry copper deposit in Chile. He then joined Freeport-McMoRan as a greenfields exploration geologist working across North America, the Philippines, and Europe. In 2014, he moved to UBC's MDRU, leading and contributing to research projects on tools to vector towards economic ore deposits, across the Western Tethyan Belt to the Andes and British Columbia. Since 2022, Robert has been a Principal Geoscientist with BHP's Generative Porphyry Copper team. His expertise centers on porphyry copper formation, mineral chemistry, and innovative tools for exploration, including zircon as a vector to ore.Tectonic controls on porphyry deposit formation in ArizonaOur second guest is Professor Thomas Lamont. Thomas is a structural geologist and petrologist whose work links tectonics, crustal evolution, and the formation of major ore systems. His research combines field mapping with advanced analytical tools, from EPMA and thermobarometry to isotopic and geochronological techniques. He completed his DPhil at the University of Oxford, investigating how the Cycladic Islands in Greece evolved from a compressional to an extensional tectonic regime. In a later postdoctoral role, he focused on the Laramide porphyry province of the southwestern United States, showing how flat-slab subduction drove water-fluxed melting and porphyry copper formation. Thomas now leads research into how subduction geometry shapes the thermal and mechanical state of the lithosphere and its mineral endowment in addition to other topics, as an assistant professor of Structural Geology and Tectonics at the University of Nevada, Las Vegas.Many thanks to VRIFY for sponsoring Season 5 of Discovery to Recovery.Theme music is  Confluence by Eastwindseastwindsmusic.com 

In this episode, we sit down with returning guest Nick Sinclair, founder and chairman of TOA Global, one of the largest accounting outsourcing companies in the world. Nick shares the unlikely origin story of how a leadership trip to the Philippines revealed the talent  and scalability his own firm desperately needed. This inspired him to build what has now become a powerhouse with more than 4,500 team members serving over 1,100 firms worldwide. His personal “why” behind the business was shaped by watching his parents lose everything when he was young. This drives his mission to ensure more people get the financial advice they need by helping firms leverage the offshoring support they need to deliver high-touch service.Timestamps:00:37 – Introduction to Nick and his background02:46 – How TOA Global began04:10 – Early offshoring lessons and growing pains06:40 – The unexpected demand that revealed a real business07:43 – Nick's personal “why” and decision to scale globally09:12 – Why the Philippines has such strong accounting talent11:25 – Why every accounting firm needs a people plan13:30 – Industry capacity issues and long-term global staffing strategy15:07 – How offshoring perceptions have evolved16:19 – Quality challenges, cultural misunderstandings & outsourcing stigma18:00 – Outsourcing reveals internal firm weaknesses19:16 – Offshoring accelerates local careers20:00 – People are the product in accounting firms22:20 – Human connection as the profession's long-term differentiator23:02 – Why training and quicker competency paths matter25:06 – Building career plans and accelerating development27:39 – Challenges firm owners face when building global teams28:56 – Cultural nuances in leading global teams31:21 – Leadership, flexibility, and knowing your people32:30 – Nick's most memorable career moment34:23 – Book recommendation: Buy Back Your Time by Dan Martell35:24 – Where to connect with Nick: LinkedIn Link to full listing: https://poegroupadvisors.com/practice/sc2038/ Firm Highlights:- Young, energetic owner committed to staying 10+ years to run and grow the firm.- Selling 70–100% equity, with plans to offer key employees an ownership stake.- 3+ CPAs on staff and over 20 employees.- High-net-worth clients with strong loyalty and consistent referrals.- 78% of services tied to business clients.

A conversation with University of Chicago Professor Marco Garrido and UC Berkeley Professor Lisandro Claudio.

Do you enjoy property management? It's often a thankless industry, and it's easy for property management business owners and their team members to become unhappy and burnt out. In this episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with Ashleigh Goodchild, the voice behind PM Collective, to explore what it really takes to build a property management career that you can enjoy. You'll Learn [01:06] Importance of Having Support  [08:01] Community-Led Learning for Property Managers [15:07] Structured Management vs. Random Leadership [21:36] People-Centric Property Management [32:41] Making the Invisible Visible Quotables "There's so much help available out there. And a lot of times we just don't ask as entrepreneurs." "The slowest path to growth is to do it alone." "A lot of people don't actually see what we do. And I think that's where you've got the opportunity." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Ashleigh Goodchild (00:00) Generally churn rate and loss rate for businesses can range anywhere between 15 and 30%. Our office is sitting at about 5%. we've got 1200 doors, to have that 5 % churn rate actually considered really great. Jason Hull - DoorGrow (00:05) Yeah. Welcome everybody. I am Jason Hull, the owner and founder of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. We've talked to thousands of property managers, helped them add hundreds of doors, help them increase profit, simplify operations, get themselves out of the business more and more. And we believe the good property managers can change the world and that property management is the ultimate high trust gateway to real estate deals, relationships and residual income. We are on a mission to transform property management business owners. and their businesses. want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. So my guest today is Ashleigh Goodchild. Welcome. She's the voice behind PM Collective, the art of property management. together, we're going to explore what it really takes to build a property management career that you can enjoy covering the balance between structured management and random leadership, how to create workplaces people actually want to stay in, and Ashleigh's vision for a more human, less transactional industry. So Ashleigh, welcome to the show. Ashleigh Goodchild (01:35) Thank you so much for having me. Jason Hull - DoorGrow (01:37) So let's give us a little bit of background on you for those that don't know you yet, that maybe you're listening. How did you get into entrepreneurism? How did you get into doing what you're doing now? Give us some of the backstory. Ashleigh Goodchild (01:52) Yeah, so I started real estate back when I was 18 and like many people just falling into it and I was placed into an office that had a business owner, one was an air hostess and one was a pilot and really had no idea of how to run the business. So at that age of 18 and not knowing any better, I just jumped straight into the business and started helping them quite a lot. And then As I went on in my career, I then started my business, SoCo Realty, when I was 23. So I've had that business for 20 years and I've had a very blessed property management and business ownership life. I do say though that when I was 23 and when I started the business, I don't think it would have mattered what I was doing. It wasn't actually about the property management. It was actually probably about business ownership that I was drawn to. And I think I always say, even if I was a hairdresser at 23, it would have been a hairdresser shop that I opened up, just happened to be working in property management. So I've been running that and I've had a very blessed property management life. I always feel a little bit guilty when people talk about the roller coaster of their property management businesses, because I don't feel like I've had that. Or if I have, I sort of feel like maybe I just didn't sweat the small stuff. And so that led me into... Jason Hull - DoorGrow (02:50) Yeah. Yeah. Ashleigh Goodchild (03:10) running and founding PM Collective, which was bringing in a peer-to-peer mentorship and training Australia-wide where we run 200 coffee and conversations every year. And we really support each other in the industry just by that casual learning from each other. Jason Hull - DoorGrow (03:27) That's awesome. So they're getting together, hanging out with each other, sharing ideas, and you're kind of the facilitator in this. Ashleigh Goodchild (03:35) Yeah, we do it Australia wide. have loads of hosts around Australia. So other people like myself who want to give back. So it's a great opportunity for people to give back. We've actually run a couple over in the US as well. And we have just had one in New Zealand. So the idea is that it allows people in the industry who have been in for a long time, like I said, to give back to the industry and help the the younger ones that are coming in to really learn to enjoy the career as well. So it's really great. Jason Hull - DoorGrow (04:04) Yeah, you know, it's amazing how much help is available and how willing people are to help. Yeah, I'm reading a book right now by Simon Squibb, I believe is his name, something like that. And it's it's about like following your dream and having a dream. But he said he created an organization that. I guess over in the UK, but he created this organization that allowed people to either help. fun people's dreams or for people to get their dreams launched. And he said that they had way more people. He thought everybody would be wanting to get the dream and their own dream met. He said they had way more people offering to help those that had a dream. And so, and he was talking about how much help is available. So. There's so much help available out there. And a lot of times we just don't ask as entrepreneurs. know, there's this funny thing that when we start out as an entrepreneur, we've kind of come through this whole world where we're such a minority, because most people on the planet are not entrepreneurial currently. And so we get a lot of feedback that we're weird or that we're different or that we're strange. And so we learn to kind of isolate. We start to recognize, I'm different and there isn't a lot of help or support. which is kind of an inaccurate viewpoint, but we kind of view ourselves as an island. And then we start our journey as an entrepreneur and we usually think we're gonna do it all ourselves. We're gonna read the right books and watch YouTube videos and we wear it as a badge of honor. I'm gonna get this thing started and do it all alone. that's, as I say at the end of my podcast each episode, that's the slowest path to growth is to do it alone. Ashleigh Goodchild (05:40) I think as well, like we find that a lot of people are really great at their jobs. They're either, you know, great property managers, great BDMs, and they have people around them that say, you know, you're so good at what you do, you should go open up your own business. And I don't think people actually realize there is, it can be really hard to start your business. I mean, you've got the logistics side of things, but you just assume the phone's going to keep calling and start calling as soon as you're out on your own. Jason Hull - DoorGrow (06:02) Yeah. Ashleigh Goodchild (06:09) And I think that that's one of the biggest things that I see people underestimate. And so to be able to give them that support and not be forced to sell their business because it's just got too stressful. I've got one of my clients where she had her own property management business when she was in her twenties. And she ended up selling it because it was just too much to handle at that age. She didn't have the support, you know, 10, 15 years ago. Jason Hull - DoorGrow (06:14) Yeah. Yeah. Ashleigh Goodchild (06:36) And I remember her saying, I wish PM Collective was around because I wouldn't have sold my business. But now I can have the stamina for my business because I've got that support around me. So I think that that's where I'm seeing a really big gap. people who think, you know, people who are great at their job, which means that they think they're going to be great at business ownership, which is not always the case as well. Jason Hull - DoorGrow (06:57) Yeah, there's a great book on that exact subject. It's called the E-Myth, the E-Myth Revisited. And in this book, E is entrepreneur, it's entrepreneur myth. And basically the summary of the whole book is if you think you, if you've learned how to do the technician level work, you like you have learned how to bake really great cakes. The myth is that now you think, well, I could go start a business and start a bakery making cakes. But a business involves a lot more. A business involves marketing, sales, accounting, you know, a lot of different stuff that is outside the skill set of baking a cake. And so the same thing with property management. Some people are like, I've managed properties for a while, or I've done business development for a property management company, done sales for a while. And they think I could now go start a business doing this. And that's the technician level work. That's not the business ownership type of stuff. then that's where things get a little more difficult. Yeah. Ashleigh Goodchild (07:57) read that book it's actually a really great one for newbies in the business. Jason Hull - DoorGrow (08:01) Yeah, yeah. So yeah, I love that. So how does the PM collective work? How are you getting people together? How do you facilitate this? What does a typical meetup look like? How do you make these connections? Ashleigh Goodchild (08:13) Yeah, so we very much just have hosts that reach out to us and they see a gap in their location. And then they just give me, they have to give me three dates, times and locations. And I just set them up online for them. So it's relatively easy for the host. Everyone just rocks up. It's very, very casual. They grab their own coffee, they take a seat and the host is there just to sort of welcome everyone and sort of facilitate it to a certain point. We have the groups, they can range anywhere in size between four people to 20 people. And to be honest, even the groups of four, I find are so important because I find that the intimate conversations are so much stronger in those small groups and people really open up. And the conversation could be about anything. It could be about... certain products that we're using. might be about some subscriptions. It might be about what's currently not working, what demos we've had, what problems we've had. And I find in that smaller group, people definitely open up a lot more and get that real, really good support that they need. Sometimes it's we chat on a personal level. Again, that comes down to people that are personally happy, I believe make the best. employees and their best employers. And it's really important that we look after people's personal state and having those personal conversations and those opportunities to vent, think are incredibly important in that environment as well. And then we have a big mixture. So we've got some groups where we get a lot of BDMs come along, some where it's just the solo printers, some where it's the referring partners, they sort of just all find their own vibe. But one of the biggest things that has been really important is that consistency. So knowing the for the public to know that we're going to show up every single month at this location. And we're here if and when you need us. That consistency is really important. So really casual, you don't need to buy a ticket or anything like that. And I think that really what's made them successful though is that consistency. Jason Hull - DoorGrow (10:15) Got it. So is how does the PM collective have the bandwidth to facilitate this? How do you guys make money? How does that work? Ashleigh Goodchild (10:23) So we don't, we sort of run it as a bit of a not-for-profit, even though it's not registered as a not-for-profit. So the purpose is very much community-led learning. And I guess on a personal level, I run my own business, my own real estate business. So for me, that's my bread and butter, and this is really what's considered my passion project. So this is sort of more my legacy, I guess. And, you know, I've got the time and the energy. Jason Hull - DoorGrow (10:27) Okay. Ashleigh Goodchild (10:48) to and the love to do it. So that's what I do. We have got great sponsors who help support our podcast and cover the cost for the membership and things like that. And we've got a membership base, which would be say, I guess on the smaller medium size. And over time that will grow. But for now, the support is really where it's at and we're driven by that with no need. for any strong monetary value coming through at the moment. That might change in 10 years, but for now and the last five years, it's been perfect. Jason Hull - DoorGrow (11:19) Well, mean, it sounds like the people that are really giving to this community like yourself probably have some of the healthiest businesses because the people that are in over their head don't have time to go hang out or go to lunch or to meet up with people. so, you know, that, and that, you know, that allows people to come in that maybe they're are struggling to meet and hang out with people that are in a healthier place and kind of lend them a hand up. Right. So. Ashleigh Goodchild (11:32) No. It's interesting because in Australia, we've got what we call CPD points. don't know if you've got them, where they're like compulsory development points that you've got to do to hold your registration. and our events, they are not CPD registered, which means that people don't come along because they are coming because they just have to be registered and they just have to do so many points. They come because they actually want to come along. Jason Hull - DoorGrow (11:57) Okay. Yeah. Ashleigh Goodchild (12:12) And I think you'll find that that has made a massive difference with the vibe. Like we had an event the other night, because we sort of run the separate events as well. And, you know, everyone comes along, they're catching up, they haven't seen each other for a couple of months. And it really feels like someone's birthday party. But the important thing is that people are there because they want to, not because they're going to get a CPD point attached to it. And you really can feel that difference in the vibe. Jason Hull - DoorGrow (12:37) Got it. Okay, well, let's take, I'm gonna do a quick word from our sponsors. This will be relevant. If you are a property management business owner, you're tired of getting tangled up in numbers, KRS SmartBooks has your back. They specialize in property bookkeeping for small to mid-sized managers who'd rather focus on, well, managing. So with over 15 years of experience in real estate, accounting, they're pros in Appfolio Yardi and all the top property software. Trust them to make your monthly reports hassle free so you can get back to what really matters running your business. Head over to KRSbooks.com to book your free discovery call. And so maybe that'll help you have a little more time to get back to the property management community. All right. So back to what we were talking about, Ashleigh. I love, I love this idea. I love that you've facilitated this vehicle for everybody to get together. You just, resonate positivity and I'm sure that kind of sets the tone for the group that people are kind of attracted to. And I've been part of groups where the leaders are very positive and it's just a different category and group of people. There's a lot of people that are helpful, positive. I'm in masterminds like that. And then there's others where the leader is more kind of like a dictator cult leader and like, it's just a very different environment. And there's a lot of guilt and a lot of shame and stuff like this, right? and, I've been in some men's programs and things like that that were like that. And it's just, you know, it's a totally different environment. So you've created, and so this is really, I think a strong Testament to you. How many, how many people are involved in this throughout Australia and beyond. Ashleigh Goodchild (14:13) should know the answer to that and I don't. And I would probably say there would be around 20 hosts around Australia. So 20 people, have started having visionary leaders in each state and to help sort of help me control the states. But yeah, about 20 hosts. But then like I've got, for example, an audio summit coming up. Jason Hull - DoorGrow (14:21) Wow, OK. Yeah. Ashleigh Goodchild (14:37) And that's got 17 leaders in Australia doing an audio summit for me. And we're doing 17 days of tips and tricks. So there is a lot of people that make up all of this, a lot of other coaches and trainers that give their time and their knowledge as well to it. So it really is a big project. in total, I'd say there's probably about a good 40, 50 people from coaches, trainers, leaders. who facilitates some sort of knowledge base for me on all these events. So pretty lucky. Jason Hull - DoorGrow (15:07) So describe to me the difference between structured management and random leadership. Ashleigh Goodchild (15:13) Yeah, so that's something that I practice inside my real estate at SoCo. And one thing that I've learned from other people and other leaders is when we do, obviously you need structured management, in terms of processes and procedures and all of that, and that's fine. But when it comes to leadership, sort of what you talking before about the dictatorship, I feel like I probably practice servant leadership a lot more. practice servant leadership at SoCo, which is the real estate, and I practice servant leadership in PM Collective. And very much I do picture myself or feel that I'm a leader from the bottom and that you just tell me what you need and I will deliver it for you. So I do that both in PM Collective and SoCo. And that's where the support comes from. The random leadership, I think, has been something that has really helped me keep long term staff. I'm known in the industry for having a long term team. anywhere between sort of seven years and 15 years average for property managers, which is great. And one of the things I would say have helped me and I have to say I haven't done this on purpose. It's just the way that I've done it. And I now I reflect back on it. I can see how it's worked. And if we were to every single year, give our team a Christmas bonus every single year, they're going to expect that. And if one year you don't do it because you can't afford it or something's changed, people are going to start getting a little bit ticked off because it's like, where's my bonus? get one every year. And I think the same goes with the Jason Hull - DoorGrow (16:52) become expected.   Ashleigh Goodchild (16:54) very much expected. And I think when we start getting, creating expectations with our team, that's when we can start getting a little bit of conflict. And I've seen it in a lot of agencies. So where I, I, I think what I think works really well is things like we might as an office randomly buy someone a coffee, or we might just randomly say, Hey, let's go out for lunch, or randomly, we'll do a Christmas bonus randomly. We might shout everyone a voucher for a massage. All of those random things mean so much more to your staff and they appreciate it so much more. Even if it was that $5 coffee or that random walk or that random time that you're giving, I just find that that doesn't set up expectations and people appreciate those little things a lot more. And like I said, it's not something that I went and said to myself, this is how I'm gonna manage my team. It's something that I just did naturally, probably because I'm a little bit scatty and I probably was, you know, not very good at keeping things consistent. But now that I look back on it and I can see that that 100 % has played a massive part in creating a really healthy long-term team. Jason Hull - DoorGrow (18:07) Yeah, that makes a lot of sense. know, yeah, giving gifts means a lot more or giving experiences or doing things means a lot more than, you know, than just a bonus that they're expecting at the end of the year. And most people aren't actually money motivated. BDMs usually probably should be a little bit and maybe entrepreneurs, but that's the mistake entrepreneurs make is that we assume everybody else likes money as much as we do. A lot of times. And so we try to bonus people or reward people or motivate people with money. And a lot of times that backfires. And because most people aren't money motivated or money driven, know entrepreneurs listening right now are like, what? That makes no sense. I don't understand it, but yeah.   Ashleigh Goodchild (18:48) I think a lot of businesses as well, they try to manage their team by textbook and you know, the textbook says, we should give people their birthdays off or a textbook says we should, you know, we should do a bonus at Christmas or whatever it might be. But I think, you know, really getting to know each person and I know who in my team values me sitting down and talking to them and asking them how their weekend was. However, if I went and did that to someone else in the team. That'd be like, you just go away. I'm trying to work here. And I, I, I, yeah, I know what, what each person needs to be happy. One thing that I found more recently is that if your team can have a hobby, that is probably the biggest thing to create a happy team and hobbies prevent burnout. And I think that when we get a lot of people in the industry where all they do is work and family, work and family, they don't have anything in between. And so like one of my girls, she loves to play golf. She really young girl, 21 years old, plays golf semi-professionally. And she had asked whether she can start having some private coaching on Tuesday afternoons. So she was going to come in a few hours early. And I was like, absolutely no problems at all. Because if I give her that Tuesday afternoon off to go play golf, there's something else that she loves. I just find that, you know, people have to have other things they love just besides, yeah, besides the work and family. And that's something that I feel like I really try to encourage with everyone in industry is find a hobby if you're feeling stressed. And you know, and a hobby is not, you know, reading a book or something like that. It's actually like playing pickleball or netball or coaching a team or it's something specific. Jason Hull - DoorGrow (20:37) Got it. OK, so you're encouraging team members to have hobbies. And that allows them to maybe have a little bit more to bring to the table in terms of energy and life, it sounds like. Yeah. Ashleigh Goodchild (20:42) 100 % Yeah, yeah, it just allows them to enjoy enjoy work. And like I said before, you've got to have them they need to have a happy home life for them to perform well for your clients. It's really, really important. You can't, you can't have them having a tough personal life at all that's going to affect you and your clients. Jason Hull - DoorGrow (21:10) Got it. Yeah. Yeah. There's a, there's a really good book called giftology by John Rulin. And he talks about the benefit of giving gifts, gift giving, to basically for almost as marketing or do increase referrals or to increase retention. But the same thing applies to team members. These doing these random things, sounds like a really solid idea. And then also encouraging hobbies I think could be really beneficial. So, So explain your vision for a more human and less transactional industry. Ashleigh Goodchild (21:43) So in Australia, have starting to become quite reliant on our offshore staff and our offshore team. And I'm assuming that that's everywhere. Would that be the same with your businesses? Jason Hull - DoorGrow (21:55) Yeah. Yeah, I would say so. There's a lot of people that are hiring VAs in the Philippines or Mexico for sure. Ashleigh Goodchild (22:02) Yeah, I mean, and whether it's part of your business plan or not, you know, I fully respect that. But what we've found in businesses is that by passing on the transactional work to our offshore team, and transactional, mean, collecting the rent, arranging maintenance, sending out inspection letters, you know, all of that sort of admin tasks, we're finding that that's really not where the value of a property manager or business owner is anymore. Jason Hull - DoorGrow (22:19) Mm-hmm. Ashleigh Goodchild (22:31) And so what we need to do is to move our skillset into more of a consulting role. We currently have been doing for a number of couple of years and I teach this a lot to other officers is what we call an annual investor audit. So our annual investor audits, they are 30 minute consults with every client and we are going diving straight into all the holistic side of their property because we need to make sure as a business that our clients are emotionally well and financially well. If they're emotionally and financially well, they're going to keep their investment property. The minute that they're stressed and not making money is the minute that they sell. And obviously that's not what we want in the businesses. So to do that by checking in with them, we are talking to them about any red flags we see with their tenancy with their rent or their inspections.   Jason Hull - DoorGrow (23:10) Yeah. Ashleigh Goodchild (23:27) We're talking them through and helping them understand what level of maintenance is considered normal or excessive in their property. If they're not spending enough maintenance, we're talking to them about ideas they've got for future renovations. We're talking to them about what their mortgage rates doing, how are they feeling? Are they positively geared or negatively geared? Is there any circumstance that's coming up in the next 12 months that we should make a note of that might cause them a little bit of stress? We are... Talking about all of those things on a real conversational level and it allows us to pick up trends of what that client's plans are. Are they planning on building a portfolio? Are they planning on selling in six months? Are we going as an office to see a huge wave of clients starting to sell? Is that something we need to protect that, you know, as an asset in our business? And so when we start getting into that consultancy role, it's no different to your accountant organizing a tax planning meeting. you know, in April, for example, that's exactly what we're doing. And we are planting seeds for that client so that they're never surprised when we call them up to say, Hey, your rent's gone backwards, or you got to spend $10,000 on the property. And that has been incredible. It's not only been something that's helped our churn rate. Generally in Australia, churn rate and loss rate for businesses can range anywhere between sort of 15 and 30%. Our office is sitting at about 5%. For it so for a large, a large office with we've got 1200 doors, to have that sort of 5 % churn rate is is actually considered really great. And I do put that down to the annual investor audits. And in addition, though, it allows the business owner Jason Hull - DoorGrow (24:52) Yeah. Ashleigh Goodchild (25:10) to take control of their asset and not to have to maintain that relationship. Because at the end of the day, I'm very passionate about that that client is my client as the business owner. And I need to keep that relationship up. And if I put all of that responsibility onto the property manager and my property manager leaves, I've got a risk that that client is going to follow the property manager. So that's a little bit of my of the importance and responsibility I take as a business owner. So they have been an incredible game changer for retention, but it's also helped uncover new business opportunities because when we've done these for our clients, we've never sort of asked them, do you have any properties? But so many clients have actually said to us, that was so good. Can you do it for my other property? And I'm like, sure. Where's your other property? and got the address and we've subsequently got the business of the because the other agencies weren't doing it. So obviously over time, more offices will start doing it. But that's just a great example of elevating the human side of property management. And we started introducing these in our business, like I said, a couple of years ago, I now teach them to other agencies around Australia. And then as soon as we can get, you know, a really good percentage of businesses, all bringing these in as just a natural part of the business, then we will that's how we see the industry elevate. And then that's just going to be considered a normal thing like checking rent arrears. And so that's really my vision to, to bring in things like that. I've been trialing, I do a lot of like mirroring in the business. So I trial things in my business first. And if it works, I will put it out to the industry. the other trial that I did was, which actually didn't work. And, it was about, I had a junior property manager and we had a lot of clients that we were losing from, from fees from owners being fee driven. And I thought to myself a little bit like a hairdresser. You've got a junior apprentice to cut your hair. You've got a senior stylist or you've got the director. And I thought to myself, I'm actually going to do a fee schedule with a junior rate. So if you want to, if you're fee driven and you want a junior to look after your property with less than one year experience, this is the fee. And if you want a senior, this is the fee. Now I thought that everybody would jump at the junior fee schedule because everyone seemed to be fee driven. What was so interesting is I did this trial for 12 months and I probably had 3%, maybe 2 % of clients actually say, I'll go with the junior fee schedule. Every single person said, thanks, but I think I'll stick with a senior. And I think that that's a great example to showcase that investors do want the experience. They want the peace of mind. And we all thought they wanted cheap fee schedules, but when given the opportunity for the cheap fee schedule with a junior, they didn't take it. So I thought that that was a really good example. Yeah, I know. Jason Hull - DoorGrow (27:49) Mm-hmm. yeah. I could talk about that for an hour. We've tested a lot of stuff on pricing. Ashleigh Goodchild (28:10) But it was just a great test to do. I trialed it, it didn't work. So I've gone to the industry and I've said, given it ago, it hasn't worked. I'm now trialing a second option with fee schedules. And hopefully that works because I just feel like the industry needs to move just from the same fee schedules we've been doing for 20 years. It really is something that needs to be done there. So that's my next mission. Jason Hull - DoorGrow (28:14) Yeah. Yeah, I love it. I love the experimentation. So cool thing about my position is I get hundreds of guinea pigs. And so I do all sorts of testing. And so we could chat about some of that. We've done some fun stuff, but I love the idea of the annual investor audit. call those, we coach clients on that as well. We call those annual portfolio reviews and that's a great opportunity to get more referrals. great opportunity to get more reviews and testimonials. It's a great opportunity to create more connection with the client and to showcase what's invisible to them currently that you're actually doing work. And yeah, and it's going to significantly decrease churn. You mentioned churn maybe between on a lot of companies, maybe being between 15 to 30%. And if you're at 1200 units, I was doing math while you were talking, that would be between 180 to 360 units being lost each year. And so a lot of property managers don't pay attention to what's leaving and they think, well it's infrequent or they're selling their properties or whatever and they're not paying attention to that. They're so focused on how do I get more doors? And sometimes they're losing more doors than they're adding each year or they're just breaking even. And so they've been at the same spot for like a decade sometimes. And they're wondering, why does this feel like a grind? And they're not making progress. And sometimes you have to look at what you're losing and what's your level of service that you have there and how visible is what you're doing to your client? Because if it's not visible, they're going to assume, well, why do I even pay them? They're not doing anything. They're just collecting rent. Yeah. Ashleigh Goodchild (30:15) Yeah, it's like, I call it a, we've got a client success manager. And I think that that's a real missing part in a lot of businesses because we've got the BDM who brings in new business. We've got the property manager who maintains it, but the client success manager actually is what I call a BDM in reverse, because if they can prove your retention, that is growth. So therefore it is still a BDM role. Jason Hull - DoorGrow (30:21) Mm-hmm. Yes. Yeah. Ashleigh Goodchild (30:41) that you've got someone specifically for. So that's a real big missing part. And I think a lot of businesses when they don't have somebody specifically on that role. Jason Hull - DoorGrow (30:52) Yeah, I've been privy to see inside of a lot of different types of businesses and being in a lot of different masterminds. And one of the things that I've seen is that some of the most sales oriented organizations, like companies that they're focused on placing salespeople and hiring salespeople and stuff like this, they always have their best salespeople graduate to be on their client success team. is how they kind of position it. And they call that their second sales team. Because these are the people that get people to re-up or renew or continue on, or to bump up into a higher level program. so client success is your other sales team. their whole job is to decrease churn. Their whole job is to increase retention. So at DoorGrow our client success manager is my oldest daughter. And she does our client success. And she's got the personality for it. She's much more of a feeler than I am. She's much more about community than myself, right? I'm more of a logical thinker in a lot of instances. And so clients just love her. She does a great job. And so everybody should have client success. What's funny is in the property management industry, you hear the phrase property manager, but that's like this mystery sort of title that means a different thing to everybody you ask. And so for some of them, some people think their property manager is supposed to be a BDM also. I'm like, those are... probably different personality types. Some think they're the maintenance coordinator, but then they'll hire a maintenance coordinator and they call somebody else a property manager. so property managers also could be those client success people, the relationship builder. And so that's where it gets confusing is when we're, I hired a property manager. Well, okay, what are you having them do? I always have to ask because it's always different. So I don't know if you've noticed that in Australia, but. Ashleigh Goodchild (32:41) Yeah, and I think as well, like, I like what you mentioned before about how a lot of people don't actually see what we do. And I think that's where you've got the opportunity. Because I remember a long time ago, a client said to me, you know, wanting to negotiate on fees after a couple of years. And he said, you know, your job's easy, you don't, you know, the you don't have to do anything for your money. So therefore, you should reduce the fees. And I'm like, Jason Hull - DoorGrow (32:49) Yeah, it's invisible. Ashleigh Goodchild (33:07) Hold on a second, we've chosen a fantastic, perfect tenant. We do a lot in the background to make it look like we are managing it nice and easily and not creating any stress for you. Do you want me to create a problem tenant so it looks like that I'm doing work so that you can justify the fee? Because the fee is so, is reflective on you finding, it look like that we're having a very easy life. but that's taken a lot of skill and experience to do that. It's just so backwards, isn't it? That the way that they validate our fee, if we have got lots of problems and they think we're not worth our fee when we've got nothing to do and got a perfect tenant, which was the result of us putting it in the first place. Jason Hull - DoorGrow (33:34) Yeah. Yeah, I used to work in IT and one of the things I learned in doing IT and working on computers and networks is that if you make everything run perfectly, they wonder why they even pay you at all. And then I also noticed if there was a problem, they're like, why do we pay this person at all? There's now this problem with the network. so either way, couldn't win. So I learned I had to make the invisible visible. I had to tell them all the time, hey, I just updated this server. I just changed this. This has been improved. That's preventing these problems. And they're like, wow, Jason's on top of this. Jason's making everything run smooth. So I had to learn to be noisy. I worked at Hewlett Packard and I was in Boise, Idaho and I had a boss in Texas. And he would just look at our... he would message us all throughout the day through an instant message app or whatever. He would message us, what are you doing? What are you doing? And I was like, he can't see what we're doing. So I just started changing my status. I allowed you to put a little status, they use some Microsoft app, I can't remember Teams, I don't remember what it was. But I just would update it every day and I would say like throughout the day what I was working on in that moment. Updating this, working on this, doing this, and just what I was doing. And so then he started asking, what's your coworker? doing because we were a two person team that were over a big system. And he was like, what's what's what's Josh doing? Is he working? What's he? So he started to perceive that I was on top of things and working and this other person was lazy and not doing stuff. I'm like, no, he's working too. So yeah, but that's I sold, you know, we've translated that to helping clients make sure you're showcasing the invisible because they can't see it. Otherwise, you have to be noisy. And those annual reviews are a great opportunity to do that because you say Here's how many maintenance requests we've handled that you didn't have to deal with. Here's how much money has been collected. Here's the payouts that we've done to you. Here's all the stuff that we've been taking care of that's prevented you from having to deal with this. Here's how many calls we took. Here's how many tickets we handled. All these vanity metrics justify why they spend the money with you. So I love that you're reinforcing that idea. So for my clients listening. She said, and she's got 1200 doors, which is probably more than some of you. so Ashleigh, what do you feel like people are hearing your low churn rate besides the annual investor audits that you do and maybe having a client success manager. I don't, what, what do you feel like is really significantly reduced the churn rate down to 5%. I mean, that's significant in any business. Ashleigh Goodchild (36:25) Yeah, it would. You've got your audits, it would probably be I think myself being a director of the business who is 100 % active in property management and approachable is a really important word. Clients know that they can call me at any time they know that if one of my property managers is on leave, they can call me to handle anything that plays a massive part. And if I reflect on some of my clients, because we all get clients that, you know, maybe aren't happy with something or a little hiccup has happened, to know that my clients don't just silently leave and say, that happened, not happy, I'm gonna go find someone else. They always contact me first. I actually had one the other day to say, Ash, my property manager is really lovely, but I'm just feeling like I need someone with a bit more confidence. No problems at all. Let me move you to this person. The fact that they approach me first and give me the opportunity and know that they can call me to move them. I just take that with so much privilege because that doesn't happen in a lot of offices. If you're not approachable and your client would rather just leave the property, then bother coming to you because they don't think they're going to get heard. That's going to be a problem. So for me, that is massive. Jason Hull - DoorGrow (37:24) Yeah. Ashleigh Goodchild (37:46) And then probably the final thing, I think that our values really show through, through social media and my presence on social media, the fact that they know me on a personal level, they can see that I've got kids, they can see that I've done podcasts, they can see when I win awards, and embracing our clients on our journey and allowing them to see every part of me as a human being, I think is great. We do an annual an annual drive for a not-for-profit. support DB survivors quite a lot in our business and we promote philanthropic investing. And so the fact that we bring in our clients to be involved in that process by buying their clients, their tenants a hamper for Christmas to strengthen relationships has been a fantastic PR exercise with clients saying, you know, yes, please organize my 10 Christmas hamper and we're just so thankful to be aligned with a business like yours that supports, you know, good causes. It's those little things that I've probably played the biggest part in it, in their retention and client success. Jason Hull - DoorGrow (38:49) Love it. Yeah, I love that. A lot of property managers are so focused and business owners are so focused on thinking, what, how do I get more money? How do I take more instead of like the benefit of being involved in how much trust it would create to be involved in some sort of philanthropy or charity or something that's a bit more outward focus. And, and one of things we are really big on at DoorGrow is coaching our clients on finding a, in building out their client centered mission statement is figuring out. How do you make this vision bigger so that you're having a positive impact, not just for yourself, for the business, for your team, but maybe the community at large, maybe the industry at large? And what sort of impact and change do you want to see there and making that vision bigger? Because it allows you to attract team members that are inspired by a bigger vision, allows you to attract clients that resonate and are inspired by a bigger vision. And so you get better people all around. Ashleigh Goodchild (39:48) And it gives other people the opportunity to do good. And with our annual hamper drive, we did that last year. And all we did, we aligned ourselves with a not-for-profit hamper company, which is sort of like a by-product of one of the charities. And they support women getting back into the workforce. And so not-for-profit, we emailed all our clients and we said to our landlords, listen, if you've had a great year with your tenant, we would love to arrange a hamper on your behalf. It's $88. Jason Hull - DoorGrow (39:53) Yeah. Ashleigh Goodchild (40:16) and we'll take it from your rental income and we'll send it on behalf of you for Christmas. It's a great way to acknowledge you've had a great experience with your tenant and strengthen that relationship. And from that alone, just us doing OneDrive last year raised 14,287. And so this year we have now through PM Collective promoted that through other agencies to do the same. And I actually had an email from the CEO of the not-for-profit today and she said, Ash, I am just so excited to get these numbers back to you. We have had such a huge response from you and assitting against it. And I just can't wait to see what the figure will be because I know as an agency, we will do probably double and the fact that other agencies now will do good. It's just an example of the impact that we didn't realize we were having by giving our landlords the opportunity to do good, but then sharing that with other people to give them the opportunity for their clients to do good. It's just so wonderful on so many levels. And it's the same with our philanthropic investing. encourage owners who financially are able to rent out their home at a low market rate to a survivor of DV. Jason Hull - DoorGrow (41:19) Love it. Ashleigh Goodchild (41:29) to do it and you'll be surprised at how many people don't even know it's an option. It's not saying that it's right for every landlord, but there are so many landlords out there who have a vacant property and didn't even know that they could do this jump on board. yeah, giving those opportunities to people that didn't know that it was an option, I think is really great to see. Jason Hull - DoorGrow (41:50) Yeah, love it. mean, people want to feel good about themselves and, you know, being able to give gifts or being able to benefit others makes people feel good about themselves. And if you're giving your clients a chance to feel good about themselves, they're going to associate that with you. Yeah, that's beautiful. So, well, cool. I love all these different ideas and tips. think you've shared that. I love the idea of doing the annual portfolio reviews. love the idea of, you know, the Ashleigh Goodchild (42:04) Yeah. Yeah. Jason Hull - DoorGrow (42:18) charitable stuff, the philanthropy stuff. Love the idea of giving people a vehicle or some method to bypass the frontline staff person that they're assigned so that they can reach somebody that can maybe, if they want to complain about that, that team member or some, there's a, there's a gateway there or a vehicle there for them to do that rather than them just going, well, I guess I have to quit. I don't know. Yeah. So I love, I love these ideas. that I think anybody listening to this would benefit in decreased churn. Ashleigh Goodchild (42:40) Yeah. Jason Hull - DoorGrow (42:47) Well, Ashleigh, I appreciate you coming here on the show. How can people maybe get in touch with you or with your business or whatever you would like to share with others here in closing? Ashleigh Goodchild (42:58) Yeah, well, I mean, I'm very easy to Google. You can just Google Ashleigh Goodchild and hopefully find me there. But I am on Instagram and all the socials under PM Collective or under Ashleigh Goodchild. So I'd love to connect with anyone that finds me on those platforms. Jason Hull - DoorGrow (43:16) Perfect. All right, Ashleigh. We'll probably have to have you come talk to our clients sometime. I think that'd be fun. So, all right. Thank you, Ashleigh. Appreciate you coming here on the show. All right. So for those that are struggling in your property management business and you want to kind of get to that next level, make sure you reach out to us at doorgrow.com. We would love to facilitate or help you or see if we could help you with your business. Ashleigh Goodchild (43:21) Love them. Thanks for having me. Jason Hull - DoorGrow (43:41) If you felt stagnant for a while, also join our free Facebook, just for property management business owners at doorgrowclub.com And if you would like to get the best ideas and property management, join our free newsletter at doorgrow.com/subscribe And if you found this even a little bit helpful, don't forget to subscribe and leave us a review. We'd really appreciate it. And until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.  

Welcome to the Please Me! Podcast Kink Series, where host Eve leads bold, trauma-informed conversations about sexuality, kink, empowerment, and embodied pleasure. As the number-one ranked sexuality podcast in the USA and worldwide, Please Me! brings listeners into real, raw, and educational discussions designed to close the orgasm gap and dismantle shame. In this episode, Eve sits down with Maeve McBride — a BDSM educator, intuitive top, sexological herbalist, and Executive Director of KinkFest 2025/2026 — to explore the foundations of Intuitive Topping, BDSM roles, and how to develop real-time awareness in kink. Drawing from insights at DomCon and Maeve's influential “Intuitive Topping” class, this episode dives into: The difference between Dom, Sub, Top, Bottom, Switch, and Vers How power exchange works through negotiation, communication, and consent Why intuitive topping is not psychic ability, but pattern recognition and data collection How to read breath, movement, vocalizations, body language, and individualized responses How neurodivergence influences sensation expression and communication Understanding hurt vs. harm and why negotiated pain can be safe What defines a scene — negotiation, safewords, boundaries, aftercare, and follow-up Why kink isn't always sexual, and how sensation play can offer catharsis, emotional release, and embodiment How Eve and Maeve negotiated a real pre-scene demonstration together Why aftercare is essential for both tops and bottoms This conversation brings clarity, depth, and compassion to kink education — offering both beginners and seasoned players a richer understanding of how intuition, safety, and connection shape BDSM. Patreon Bonus Listen to the full-length, uncensored episode on Patreon — including extended kink education, behind-the-scenes insight, and intimate conversations that don't fit into the free version. Access the entire Kink Series for just $10/month  Additional Resources Mentioned: • Shameless Care — Use code PLEASME for $15 off at-home sexual health testing • SDC.com — Use code 37340 for a free trial membership • Donation links for survivors of the recent typhoon and earthquake in the Philippines https://www.worldvision.org/ • Eve's Substack and Patreon communities for Q&A submissions and exclusive content https://pleasemewitheve.substack.com/ http://patreon.com/PleaseMePodcast Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textJethro Trogo started doing stand-up in the Philippines in 2013 and moved to St. Paul, Minn., near the end of 2019 for his job as a software engineer. Quite the shift in culture and weather. He's been able to work himself into the comedy scene and he won the Funniest Person in St. Paul, despite almost having a heart attack the morning of the final. He's finding success, even if his in-laws don't understand it. Check him out on a stage around the Twin Cities whenever you can. Follow Jethro Trogo: Instagram: https://www.instagram.com/jethrotrogo/YouTube: https://www.youtube.com/@jethrotrogoSupport the show

We're headed to the west coast today for a deep & touching visit with Frances Ancheta, a Filipina-American singer/songwriter and acoustic musician. Frances has a rich repertoire of thoughtful and eclectic indie folk/pop/rock songs. I hear tell that before long she may also share some of the music from her family's country of origin, The Philippines, but right now we'll be blessed with her US-born and inspired songs, again, from the tenderest and most vibrant of hearts.

durée : 00:05:05 - La Revue de presse internationale - par : Mathilde Romagnan - Alice Guo, 35 ans, a été reconnue coupable par un tribunal de Manille d'avoir dirigé un centre de jeux d'argent où des centaines de personnes étaient exploitées.

Hour 2 opens with local weather talk and food brought in by Scott Schneider from Donut Delight, including biscuits and gravy. The show moves into national politics with discussion about sedition, treason, Truth Social, and actions by Democrats and the President. Scott Schneider talks about the bakery business, and Nicole Murray returns with business news and stories from her trip to the Philippines. In Other News wraps the hour with updates on Dick Cheney's funeral, affordable housing, the climate crisis, the Lambert Airport shooting, charity efforts, and more.

The show opens with a wet and difficult morning commute, steady rain, and garage issues at the station. Marc discusses the weather outlook, warmer temperatures affecting the deer harvest, and Dave Murray's rare call for a white Christmas. In the Marc Cox Soap Box, he breaks down media coverage of Dick Cheney's funeral, the absence of Trump and Vance, and how political narratives shape public perception. Scott on the Spot highlights KMOX's 100th anniversary with stories about the station's history and the legacy of AM radio. Hour 2 features food brought in by Scott Schneider from Donut Delight and a discussion on national politics. Nicole Murray returns with business news and stories from her trip to the Philippines. In Other News includes updates on Dick Cheney's funeral, affordable housing, the climate crisis, the Lambert Airport shooting, and more. Hour 3 brings Richard Stern from the Heritage Foundation to explain the impact of tariffs on the U.S. economy. In Capitol Beat, Congressman Eric Burlison joins the show. Jessica Rosenthal from Fox News Radio calls in to break down Roblox's new AI age verification system and the privacy questions surrounding it. Hour 4 focuses on charity efforts, including the ATF raffle and Guns and Hoses. Marc announces the Queen of Hearts drawing with the Three of Hearts in slot 35 and clears up confusion about the recent airport incident. The hour wraps with former first responder Courtney Harris sharing her medical journey and how Responder Rescue helped her through surgery, recovery, and her return to work.

As the US is reported to have drafted a deal with Russia on Ukraine, we look at the impact the war has had on Ukrainian children. Also: Facebook and Instagram start closing Australian teenager's accounts ahead of the social media ban next month. A court in the Philippines has found a former mayor, Alice Guo, guilty of human trafficking linked to a scam centre in her town. As fears mount of a Chinese invasion, Taiwan issues instructions to its citizens of what to do if war breaks out. We hear from the son of one of the Nazi war criminals sentenced to death in the Nuremberg trials, 80 years after they began. And a new exhibition explores the quirky, stylised world of the American film director, Wes Anderson.The Global News Podcast brings you the breaking news you need to hear, as it happens. Listen for the latest headlines and current affairs from around the world. Politics, economics, climate, business, technology, health – we cover it all with expert analysis and insight. Get the news that matters, delivered twice a day on weekdays and daily at weekends, plus special bonus episodes reacting to urgent breaking stories. Follow or subscribe now and never miss a moment. Get in touch: globalpodcast@bbc.co.uk

Japan's New PM and Existential Threat of Taiwan Conflict Guest: Lance Gatling Lance Gatling discussed Japan's new Prime Minister, Sanae Takaichi, who has adopted a notably hawkish position towards China, stating that a blockade or threat against Taiwan could be interpreted as an existential threat to Japan, allowing the possibility of engaging in collective defense with allies like the U.S. or Philippines, and amid rising tensions and China's attempts to inflict economic damage, Takaichi is moving to accelerate the doubling of Japan's defense procurement budget, while the U.S. withdrawal of the mobile Typhoon missile system was criticized as strategically counterproductive during this critical moment. 1904 PORT ARTHUR

SHOW 11-19-25 CBS EYE ON THE WORLD WITH JOHN BATCHELOR 1937 THE SHOW BEGINS IN THE DOUBTS ABOUT JAPAN... FIRST HOUR 9-915 US Military Deployment near Venezuela and Geopolitical Conflicts Guest: Colonel Jeff McCausland Colonel Jeff McCausland discussed the large U.S. naval force, including the USS Gerald R. Ford carrier, deployed near Venezuela, suggesting this force, the largest in the Caribbean since the Cuban Missile Crisis, appears designed for regime change rather than just narcotics interdiction, with a resulting occupation requiring 60,000 to 100,000 troops and risks turning the U.S. into an occupying force dealing with narco-terrorism and sanctuary issues in countries like Colombia, while also noting Moscow's lack of genuine interest in negotiating an end to the conflict in Ukraine. 915-930 930-945 China's AI Strategy and Chip Self-Sufficiency Guest: Jack Burnham Jack Burnham discussed China's AI development, which prioritizes political control and self-sufficiency over immediate excellence, evidenced by the Chinese Cyberspace Administration banning large internet companies from purchasing high-end Nvidia processors, with the CCP aiming to build out its own domestic systems to insulate itself from potential U.S. leverage, while the Chinese DeepSeek AI model is considered a "good enough" open-source competitor due to its low cost, accessibility, and high quality in certain computations, despite some identified security issues. 945-1000 US Productivity vs. Chinese Manufacturing Dominance Guest: Dave Hebert Dave Hebert analyzed China's manufacturing dominance, which is fundamentally based on massive state subsidies (over $1 trillion annually) and a huge workforce of up to 212 million people, despite this scale, the U.S. workforce is vastly more productive per capita, supported by foreign investment, skilled immigration, and innovation, while China suffers from factory overcapacity due to subsidized production regardless of market demand, and he argued that U.S. tariffs harm domestic productivity by increasing the cost of raw materials and components for American manufacturers. SECOND HOUR 10-1015 Japan's New PM and Existential Threat of Taiwan Conflict Guest: Lance Gatling Lance Gatling discussed Japan's new Prime Minister, Sanae Takaichi, who has adopted a notably hawkish position towards China, stating that a blockade or threat against Taiwan could be interpreted as an existential threat to Japan, allowing the possibility of engaging in collective defense with allies like the U.S. or Philippines, and amid rising tensions and China's attempts to inflict economic damage, Takaichi is moving to accelerate the doubling of Japan's defense procurement budget, while the U.S. withdrawal of the mobile Typhoon missile system was criticized as strategically counterproductive during this critical moment. 1015-1030 The USS Gerald R. Ford and Gunboat Diplomacy in the Caribbean Guest: Rebecca Grant Rebecca Grant affirmed that the arrival of the USS Gerald R. Ford supercarrier in the Caribbean is the "top symbol of American power," providing significant strike and surveillance options, with the rapid deployment being unusual and signaling a large strategic shift to reassert U.S. interests in the Western Hemisphere, pressure Maduro, and push back against Chinese and Russian influence, and Grant agreed with China's label of the action as "gunboat diplomacy," noting that it is strategically effective in signaling America's seriousness about the region. 1030-1045 Canada-China Relations and Chinese Deception Guest: Charles Burton Charles Burton, author of The Beaver and the Dragon, discussed Canada's troubled relationship with China, criticizing the new Canadian Prime Minister Mark Carney for adopting rhetoric favoring "pragmatic and constructive relations," suggesting Canada might ally with China's geostrategic goal of undermining U.S.-backed liberal democracies, with Carney's accelerated meetings with Xi Jinping possibly being attempts to secure market access or apply pressure on the U.S., while Burton noted concerns over the non-implementation of Canada's foreign agent registry despite issues like Chinese espionage and election interference. 1045-1100 THIRD HOUR 1100-1115 Chinese Hybrid Warfare and Lawfare in the Solomon Islands Guest: Cleo Paskal Cleo Paskal detailed China's hybrid warfare in the Solomon Islands, focusing on Daniel Suidani, a former premier of Malaita who resisted Chinese influence by instituting a moratorium on CCP-linked businesses due to concerns over environmental and social harm, but after being politically ousted, he and his colleague were targeted with spurious "lawfare" charges (unlawful assembly) designed to demoralize and bankrupt them, with Suidani tragically dying of kidney failure after being denied use of a China-donated dialysis machine, while India-donated machines sat unused due to government stonewalling on training. 1115-1130 1130-1145 Space Exploration Updates (Blue Origin, SpaceX, China's space station, FAA regulations) Guest: Bob Zimmerman Bob Zimmerman provided several space updates, noting Blue Origin successfully launched and landed the New Glenn first stage, demonstrating sophisticated sideways landing software technology comparable to SpaceX, while SpaceX achieved its 150th launch this year, dominating the industry and surpassing the combined total of all other entities, with the FAA ending the daytime launch curfew that was previously implemented due to air traffic controller limitations, and furthermore, three Chinese taikonauts aboard Tiangong 3 are in an emergency, currently lacking a functional lifeboat capsule. 1145-1200 FOURTH HOUR 12-1215 Commodities, AI Demand, and UK Political Turmoil Guest: Simon Constable Simon Constable reported on market trends with energy prices significantly down but metals like copper and steel consistently higher, reflecting strong demand particularly for AI data center construction, while future chocolate prices are projected to rise due to "transcontinental climate change" linking Amazon deforestation to political instability in major cocoa regions like the DRC, and in UK politics, Prime Minister Sir Keir Starmer faces constant internal revolts and distrust due to policy flip-flops, tax increases, and failure to solve the immigration problem. 1215-1230 1230-1245 1245-100 AM Comparing Chinese Engineers (Technocracy) and American Lawyers (Process) Guest: John Kitch John Kitch reviewed Dan Wang's book Breakneck, which contrasts China's engineer-dominated political leadership with America's lawyer-dominated system, noting China's engineers excel at executing large-scale plans and directing resources, fostering output, but their technocratic mindset struggles with complex human problems and leads to unintended consequences, while American lawyers establish effective regulations and protect civil liberties but often result in excessive process, compliance focus, and reduced economic dynamism, with Wang advocating for greater economic dynamism in the United States.

Kath tells Pat about Pageturner Press and Media, one of many fraudulent "author services" companies based in the Philippines and targeting self published authors.Most of the info in this episode comes from the July 2025 Bloomberg article by Brent Crane titled "Pageturner's 44 million dollar fraud casts a spotlight on author services". You can read it here.

Hey there, music lovers! I'm your host, James Cox, a professional therapist who's also a bit of a country‑music junkie. In this episode, we're diving deep into how songs can lift us out of the darkest moments and bring sunshine into our everyday lives.We're thrilled to welcome Re Mattei, a breakout country artist who's already turning heads on the road and in the studio. From playing legends' covers to writing heartfelt originals like “Mama Always Knows,” Re shares:How she used music as a lifeline during her own bouts of depressionThe magic of touring in Japan, Singapore, the Philippines, and the U.S. military bases—where a simple “Elvis” concert can feel like a hometown eventThe story behind her latest love‑for‑moms anthem and the emotional truth behind a song dropped a day before Mother's DayThe everyday rituals that keep her creative birds flying—think acoustic guitar, a red Buckees cup, and a dash of “coffee at the kitchen table” vibe—plus what her guitar would say if it could talkHer upcoming album, set for a March drop, and the careful, soul‑searching choices that go into naming a recordHow authenticity is the secret handshake of Nashville's music scene, and why you should stay true to yourself if you're chasing a dream in Music CityWe end the conversation on a tender note about the songs that can touch your soul without a single word—because sometimes, music is the only language that matters.So if you're looking for an honest, heart‑centered, and instant‑enchanting episode, hit play and let the music do the talking.

Ang mga atletang Pinoy ay hindi lang world-class—matitibay din ang loob at matatag ang pananampalataya.

In this week's episode, you'll hear true stories from real people - like the nanny in the Philippines who morphed into something unrecognizable, the whistling heard at night that lead to more horrifying apparitions,  and the grey goblin that followed a woman throughout the stressful periods of her life.  If any of the stories you hear today remind you of anything you've experienced, you can email your story to the show at story@storieswithsapphire.com Ch 1: Something's wrong with the nanny, submitted by Angel Ch 2: What I see when I sleep, submitted by Soo Ch 3: The grinch gremlin, with Kelly Nugent Follow Kelly: https://www.kellyknugent.com https://www.youtube.com/delingus Learn more about your ad choices. Visit podcastchoices.com/adchoices

Dr James Loxton on how modern democracies can crumble as tyrannical leaders take hold, but also how freedom and democracy can rise again, from the Americas to Europe and into Asia.James grew up in stable Canada, where he spent his summers herding sheep in the middle of forest plantations.As a teenager, he hatched a plan to escape his "rough as guts" bush town and the life of a shepherd, moving to India on his own to finish high school.At an international school in Maharashtra, James' classmates taught him about the world outside of democratic Canada, and he became fascinated by military dictatorships and guerilla insurgencies. Later on, years of living in Latin America showed him firsthand how dictators operated, how they are feared and hated, but also revered and loved by some of the people they control.Now James, and many other political scientists, have their eyes turned to America, watching closely to see how the world's most powerful democracy is changing right before our eyes.Authoritarianism: A Very Short Introduction is published by Oxford University Press.This episode of Conversations was produced by Meggie Morris, executive producer is Nicola Harrison.It explores Donald Trump, Putin, USA, regime, dictators, ICE, Clinton, Epstein, politics, democracy, Chilean presidential election, Russia, China, Taiwan, Philippines, government, globalisation, Latin American politics, Whitlam, dismissal, divisive politics, left versus right, parliamentary versus presidential forms of government, united kingdom, British colonies, Javier Milei, Venezuela, Argentina, Nicaragua, Daniel Ortega, Hugo Chavez, Maduro, elitism, drain the swamp, populism, power for the people, tariffs, Peru, Cuba, straw man, Stalin, Hitler, competitive authoritarianism, substance abuse, addiction, alcoholism, alcoholic mothers, homelessness, losing a mother.To binge even more great episodes of the Conversations podcast with Richard Fidler and Sarah Kanowski go the ABC listen app (Australia) or wherever you get your podcasts. There you'll find hundreds of the best thought-provoking interviews with authors, writers, artists, politicians, psychologists, musicians, and celebrities.

Trump grows increasingly agitated as Epstein files inch toward public release, Marjorie Taylor Greene becomes the latest Republican to wobble on loyalty, and new visa data shows some foreigners being denied entry to the U.S. for… being obese?? Meanwhile, a new AI study finds large language models occasionally breaking bad, Democrats gear up for insurgent primaries over the shutdown betrayal, and New York restaurants are outsourcing cashiers to the Philippines to dodge fair-wage standards. DeRay interviews author and Harvard professor Brandon Terry about his book Shattered Dreams, Infinite Hope: A Tragic Vision of the Civil Rights Movement. NewsThe Fried Chicken Is in New York. The Cashier Is in the Philippines.Why AI Breaks BadDemocratic Insurgents Are Ready to Run on Shutdown Betrayal  Follow @PodSavethePeople on Instagram.   Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

British politicians have been warned by the security services that they face a significant risk of espionage from the Chinese state, after an MI5 alert identified two LinkedIn profiles it says have been operating on behalf of China's Ministry of State Security. The UK Security Minister Dan Jarvis has warned that the government won't tolerate covert attempts by China to interfere in the UK's sovereign affairs.In the Philippines, prosecutors have charged several people in connection with an ongoing corruption scandal linked to inadequate or non-existent flood defences. Also: the global vaccine alliance GAVI says it has prevented nearly one and a half million deaths from cervical cancer through a three-year vaccination campaign in low-income countries. How AI could help speed up research into ways of stopping anti microbial resistance. A human rights group accuses the French oil giant, Total, of complicity in war crimes at one of its gas sites in Mozambique. Cambridge Dictionary names ‘parasocial' as its Word of the Year for 2025 - and should there be a universal scale to measure spice levels?The Global News Podcast brings you the breaking news you need to hear, as it happens. Listen for the latest headlines and current affairs from around the world. Politics, economics, climate, business, technology, health – we cover it all with expert analysis and insight. Get the news that matters, delivered twice a day on weekdays and daily at weekends, plus special bonus episodes reacting to urgent breaking stories. Follow or subscribe now and never miss a moment. Get in touch: globalpodcast@bbc.co.uk

This week, we're talking: JVN's return to yoga, which comedian makes JVN pull an oblique & an intercostal muscle, the process of becoming a U.S. Citizen, the perils of ankles being in weird positions, “Going Up on A Tuesday,” chickens in the Philippines, shark attacks, Cynthia Erivo's reflexes, Megyn Kelly's grift, The Devil Wears Prada 2 Trailer, Vulture's article on Ziwe, reframing your view of self care, the trauma behind “Don't Be Tardy,” the last penny, JVN bidding at auctions incorrectly as a kid, and Jack Schlossberg.  Check out the JVN Patreon for exclusive content, bonus episodes, and more! www.patreon.com/jvn  Follow us on Instagram @gettingbetterwithjvn Jonathan on Instagram @jvn and senior producer Chris @amomentlikechris  New video episodes Getting Better on YouTube every Wednesday.  Senior Producer, Chris McClure Producer, Editor & Engineer is Nathanael McClure Production support from Chad Hall Our theme music is also composed by Nathanael McClure.Curious about bringing your brand to life on the show? Email podcastadsales@sonymusic.com. Learn more about your ad choices. Visit podcastchoices.com/adchoices