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In Episode 69, Amy Smith sits down with longtime foster and adoptive mom Crystal Dukes for a heartfelt conversation about the real purpose of foster care: reunification. Crystal shares her family's journey fostering more than 30 children, adopting through both private adoption and foster care, and developing deep, lasting relationships with biological families. This episode offers a candid, uplifting look at what it truly means to support reunification even when it’s challenging, emotional, and full of unknowns. What We Discuss • Why reunification is the primary goal of foster care • Crystal's early experiences as a new foster parent and the mindset shift she had to make • The story of two young brothers placed in her home and how their mother's gratitude changed everything • Navigating a Safe Haven baby placement and ultimately adopting her youngest son • Maintaining meaningful relationships with biological families long after reunification • The emotional complexity of children moving between homes • How foster families can cheerlead, support, and build trust with parents • A multi‑year case that transformed into a true village of caregivers • Advice for new or prospective foster parents • Why openness, compassion, and connection benefit everyone involved Key Takeaways • Foster care works best when caregivers approach it as a team effort with biological families. • Kids thrive when they can remain connected to parents, grandparents, and others who love them. • Reunification can be challenging but often leads to beautiful, long‑term relationships. • Supporting parents and honoring their role makes the experience healthier for children. • The more people loving a child, the better. Resources Mentioned Learn more about foster care in Utah at: https://www.utahfostercare.org About Our Guest Crystal Dukes is a former foster parent, adoptive mom, and advocate for reunification. Over seven years she and her husband cared for approximately 30 children, building ongoing relationships with many of the families they supported. Her compassionate, connection‑driven approach provides valuable insight for anyone exploring foster care. Listen & Subscribe New episodes of Fostering Conversations are released regularly. Subscribe on your favorite podcast platform so you never miss a conversation that matters. Transcript: Speaker: On today’s episode, we’ll be talking to a former foster adoptive mom about reunification. The entire goal of foster care is to reunify the kids in our home join us. Amy: Welcome to Fostering Conversations. I’m your host, Amy Smith. Today we have Crystal Dukes, who is a foster and adoptive mom, and we are so glad to chat with her today. Thanks for being here, Crystal. Crystal: Thank you so much for having me. Amy: So we wanna just start off by letting our audience know who you are. So tell us a little bit about yourself. my name’s Crystal Jewkes like Amy said, and,My husband and I have been married for 27 years, and we have four kids of our own. We’ve had about 30 kids in and out of our homes, many of which we’re still, in contact with in one way or another. and it’s been a while. we were foster parents for seven years. our older kids actually are adopted and that’s what put got us, interested in foster care is to it, to go that route. Okay. Yeah. So you guys had adopted domestically or internationally? Privately, essentially. And then did foster care Crystal: an agency here. Yep. Amy: Okay. Okay, cool. So you’ve experienced both situations of adoption. That’s awesome. That’s really neat. So today’s podcast, we wanna focus on reunification. So we’ll start with that. The goal of foster care is to reunify these kids, right? We want them to go home, but what has your experience been while working towards reunification with the kids that have come through your home? Crystal: I actually absolutely love this topic because, we have to go into it that way, or it’s, makes it so much harder. And for everyone. And that is the number one most important thing, whether you’re open to adopting or just fostering, that is absolutely so important to understand. especially anyone who’s listening who is just interested in foster care, that’s the biggest thing. but to be honest, we got into it to adopt Amy: Yeah, which a lot of families do. Crystal: To be honest,we were newbies. We didn’t really know what we were. Doing, and we wanted more kids and wanted to adopt more kids. And we thought that, foster care would be a good way to do that. And so we were quickly told, that’s not what this is for. and Amy: Right. I said, okay. I said, okay, we’ll see. Yeah. Crystal: and we got a call fairly quickly about a week after, and, And asked if we would take two little boys, and they were ages three and four and barely three. He had just barely turned three. And so really it was, they were quite young. And they came and dropped him off at our house with a can of seven up in their hands with nothing else. And, but they were fine. They were. Came in and we went to a baseball game of my son’s that night, and I just getting to know ’em and feeding them and, it seemed like a play date for them, I think at Amy: Yeah. Crystal: and then we started really figuring things out and, That was a really, it was a tough time because they were adorable little boys, but they were really hard little boys. However, that first week, When we were gonna have a quick meeting with the, their mom and she was gonna have a visit. I took them to the store and I said, okay, pick your mom’s favorite drink and then pick your mom’s favorite candy bar. And so they picked something pink andI’m like, they told me it was your favorite. And Amy: Yeah, exactly. Crystal: But the moment, I was a little nervous. I didn’t know what I was gonna see on the other side of the door, and we walked in and she immediately got up and gave me a hug and said, thank you so much for taking care of my babies. and we, so we had brought her little gifts and I had brought her all the pictures I had taken and I had, had ’em, made them a little book for her so that she had some pictures of what we did that week, whether it was going to get an ice cream cone at McDonald’s or playing in the backyard or whatever. And just so she could see that they were being taken care of. Amy: And she, to this day, 13, 14 years later, she still tells that story and she te still tells me how grateful she was. and it really did break the ice for us. Crystal: made me instantly love her Amy: Yeah. Crystal: and it made me instantly Amy: And humanize her that these really are her kids. Crystal: they’re her, kids. Yes. And humanize her and be a cheerleader for her. So from then on we were. We actually grew quite close the whole time. with good boundaries, we were all safe. She did have a pretty good support system, with her family. But it had gotten to the point where we can’t save you anymore. You’ve gotta, hurt a little bit so your kids are going to foster care. Amy: Yeah. Crystal: and so we had them for nine months. And during that nine month or six, in six months into the nine months, we got another call. And this one was for, a Safe Haven baby that it was the first in 25 years Amy: Yeah. That’s very Crystal: in the county. And so everyone was standing around going, we don’t know what to do. Amy: Right? Crystal: And so they knew I was after that and our caseworker called and said, there’s a baby that’s been dropped off. And Amy: Wow. Crystal: so we, it was the day after Christmas actually, Amy: Oh wow. Crystal: and we went and we picked him up and he was totally healthy and. Great. and we adopted him. So he stayed with us and we don’t really know anything about his parentage or anything, but, we’ve done the DNA stuff and nothing yet, but we’ll Amy: yeah. Wow, that’s interesting. Crystal: So these cute little boys that we had, they, they still view him as their little brother because he Amy: I love that. Yes, Crystal: they were there. So it was cute. Amy: adorable. Crystal: It was really cute when they were there, but, I was so grateful for that experience because we were in it to foster, to adopt and be done. And after the fact, it was a wonderful reunion. the day they were, in fact, actually. I think this week is their anniversary of going home and after nine months they were, they went home in March and that court day was really special and she was so grateful. Amy: By the end she was having Sunday dinner with us I love that. Crystal: and and to this day we still have girls’ nights and her sisters and her and me, we go out and have dinner. Amy: That’s so awesome. Crystal: We see the boys every once in a while, but they’re, they, one of them just graduated. The other one is getting ready to graduate from high school. And so it’s, it was a really hard and great experience and I learned so much from her and what, my part really was in being a foster parent. And so after it was all over and we were like. we’re not ready to be done because we still love you and you still love us, so we’re gonna, Amy: Keep going. Crystal: have some, at least some communication and contact. But after my husband and I were talking and we were like, are we done? And after and after we adopted the baby, my youngest, we thought maybe we’d be done. And we’re like, it was such an amazing. Miraculous experience to be a part of putting another family, supporting and helping put another family back together that we decided to stay. we kept going and we did a lot of crisis and respite from then on. But,it’s so weird how this timing has happened because. Just the other night. we had a set of twins that were, a few months older than my youngest and they came to us when they were two. So I had like triplets, Amy: Yeah. That sounds intense. Crystal: killed me. I’m not gonna lie. Amy: Yeah. Crystal: But to be honest, and here’s a plug for those that, are looking into this, is they’re like, this birth mother really needed you. Or, this, I don’t even, it seems wrong to even call them a birth mother. Their mom really needed you, to believe in her. She needed someone to believe in because they were in a placement where. It wasn’t necessarily a great match. And so they came to us for a summer before their parents got them back, and now they’re 14 years old and she has a third child and divorced. So she’s bi, she’s single with three kids, but she had moved away,someplace in the Midwest. And so I lost track of her, but when she was still here. they, I knew where they lived and would go to the grocery store and just buy a bag of popsicles and drop ’em off on my way home just to still support just a little bit. ’cause it, it was a struggle there. There’s a reason why kids are taken, because it was a struggle. She still needed some support. But, just recently, I found her just before Christmas. I found her. She’s in Amy: Oh, wow. Crystal: Arkansas. And so I had sent them all a outfit, and her an outfit. She texted me a couple nights ago and thanked me. So all this, it’s weird that all this is happening at the same time and doing this five. Amy: it’s fun though to remember the stories of the things that have happened. I just, I think, so I don’t, you probably don’t know this, but I also am a foster adoptive mom and have reunified kids, and I was the opposite. I was like, I’ll do foster care as long as they all go home. I didn’t all go home, so love them, but they didn’t all go home. but I just love the aspect and the thought process like that You are their support system. I am constantly telling people the reason why we have foster care and why kids get dropped off at all hours of the day at strangers’ homes is because they, their parent doesn’t have anybody. There is nobody safe or secure that those kids can go to. So CPS brings them to a stranger, a foster home. That is just mind boggling to Crystal: it it really is. Amy: Yeah. and I can’t get over it even though I’ve had so many kids come through my home and I’ve met many parents and reunified and adopted and all the things, but it’s just like these people don’t have anybody. And so that foster family can become somebody that supports Crystal: Yeah, absolutely. Absolutely. our, current situation is we are not, with work and other kids and growing up we just. We weren’t able to, continue to foster, but there was one that we kept renewing for. Amy: Yeah. Crystal: ’cause she came to our house when she was 18 months her first time, and then they went back to parents and then came back three months later and then went to a kinship home, and she just was failing to thrive. And she came back and,we were on track to act, to adopt her. So she’s a few months younger than our youngest. Amy: Okay. Crystal: And we went through, COVID the whole bit, and it just got to a point where parents weren’t, they’d be successful for a minute and then not. And Amy: which is very common. Crystal: yeah. And yet her parents love her. Her parents love her and she loves them, but she’s old enough now to just realize and , it got really difficult and, and, my kids saw the stress that was on me and the attention that was taken from them it was rough. And, the back and forth that foster kids go through when they’re visiting a parent for a weekend, then coming back. they can leave an angel and come back the devil, Amy: Yeah. Crystal: just, Amy: It’s a good way of putting it. Crystal: it’s because they’re just confused and it’s hard. and I just, it was one of those things that. We called on the higher power and was just like, we don’t really know what to do. And it was really quite miraculous how it turned out because in my mind I thought someone has to lose. Not everyone can win in this situation. either dad’s going to lose her forever, never see her again. Grandma, she’ll never see her grandma. She’ll lose her dad, or I’ll never see her again. And at this point, and in those formative years, she is quite bonded to me and our family. And she, to this day, it’s, she does Your home is home and there’s some other,another foster family involved as well. and she lives with grandma. But, But it was really miraculous how it turned out, and it did take some begging on my part to say, please let her live with her grandma. Amy: Wow, that’s unusual. Crystal: I promise you, I will. I promise you I will stay around. I just, I can’t sacrifice my own children at the moment. And that’s, that was the reality of it, as hard as that is for me to say. and so we all work together. it’s the team and her grandma and I are great friends and her dad and I are friends and with our family and Amy: it’s working, Crystal: it’s working pretty well and. There may be a time where she’s with us more, but right now it works. It works well. But at the time I was really, and even our caseworkers to this day are like, I cannot believe Amy: Yeah. That’s unusual. Crystal: when we were going, when we were going through it, they were like, this is the craziest case we’ve ever had. and even, and then I run into ’em now and they’re like, amazing. Amy: yeah. I love. Crystal: so grateful. Amy: Yes, absolutely. And I love that you said, like somebody had to lose, but ultimately they didn’t. Like everybody is getting to be a part of her life and you are getting to be with your family. The grandma’s getting to raise her, hopefully the dad is still being able to see her. that’s a win for everybody, which is incredible. I love that. Crystal: it really is. and sometimes that’s hard to accept because she’s gonna be. Most provided for, and in, in certain, in a certain situation. but that’s not all of it. There’s so much more to, there’s still some pretty hard days and, even though she’s older, there’s still hard days when she comes back Amy: Right. Crystal: from her dad’s and sometimes, we ha we have hard conversations and. Amy: Yeah. Crystal: she starts to understand stuff and it’s helpful, but, I’m forever grateful that we’re all friends now. It wasn’t always like that. I, I, used to be the devil to them, Amy: Crystal: but we all, they’re, they are, very thankful. That, that we’re still around, and so it’s working well. Amy: yeah. I think it’s really important to realize, if prospective foster parents are listening that like you say, sure, maybe I can provide a nicer house and maybe I can feed them whatever the heck they Crystal: Paper, Amy: of. Yes. Pay Crystal: all stuff. Amy: Yes. Yes, exactly. But that’s not everything. Part of a lot of it is that they deserve and they want to be with their mom and dad or with their grandma, whoever they can be with. But I’ve seen that with my adopted kids. We have a really good relationship with one of our bio moms and. My daughter’s five and she will sometimes say, why can’t I live with mama so-and-so?and I’m just like, yeah, I’m so sorry. And she’s doing great now, if the circumstances were different, they’d be different, but they weren’t back then. And kids want to be with those biological ties, want to be with those people that they grew up with and look like and love. And I think that’s really, can be really hard to understand as a foster family because we think, I have this, and this to offer them. Crystal: We can never offer them that biology or that instinctual innate bonding love. Amy: Yes, we can love the heck out of ’em, but it’s different. Crystal: Yeah, and I’m really grateful that I had. Adopted kids with very healthy, relationships with biological mothers and fathers and families, we’re actually quite close. And so it helped me understand that a little bit sooner, I think. As long as they’re healthy and the child is safe, they’re, I promise you, it’s worth it. It’s worth hanging onto that relationship. It’s never worth. Cutting it off because it will come back sometime. It might even be in adulthood, but it will come back and it will be a big issue. And this way she knows we’re all transparent. She knows, I’ll ask her about her dad and how her visit was, she could tell me, things like that. So yeah, it’s. Amy: better place for kids to have, in their families to be able to say, I miss Mama some, whoever, and I miss this person. And for us parents to say. It’s okay. Like I’m sorry, you do deserve to get to be with them, but because of life you don’t like, I would rather our kids be able to say those things than to, go into adulthood and find them selves in a not healthy situation, So I think we can provide that safety to our adoptive children. And I have an adopted child who we don’t have a relationship. The mom completely fell off and. I don’t know. Like I reach out every few months in hopes that I’ll get a response, but I don’t, And so that happens too. And it’s unfortunate, but that’s how it is. Crystal: And I think it’s also important to say that doesn’t mean the birth parent doesn’t love their kid. they’ve probably come to a reality that they’re not Amy: In a good place. Crystal: a good place and they don’t wanna mess things up or bother anything. and that’s how one of the, our birth mothers are, is they just don’t wanna, mess things up. And so they don’t, and it’s fine, but we still buy Christmas presents for. From her and, we still do her shopping and we, little things like that. and it’s also interesting because now that, now that, she’s older, our foster child is older, and, for all intents and purposes at this point, we’re just great family friends on the, on paper. But she views me as mom and I. That’s great and she also talks about her other mom, so Amy: Which is great. some kids do have multiple moms, multiple dads, and that’s okay. Crystal: And there was a point where, we really did need some help. And so we’ve, we had another foster family and that other foster family and us were best of friends. And it, this has really turned into a village and she knows, the other foster mom and I, we both go to parent teacher conference and we both, I don’t know how many of you have experienced this who are foster parents, but food always seems to be an issue. And they are hoarding food and always wanting food and always checking to make sure there is food. And so I first thing out of her mouth when I pick her up is, what are we having for dinner? What’s for dinner? First thing, and then first thing is she walks in the house, is opens the fridge or opens the pantry. And so it was actually starting to drive me crazy and that’s my problem. But so did, Amy: I feel that, Crystal: I did want her to understand something and I said, there were some times, that your dad didn’t have food. Or your mom didn’t have food and you suffered for it. And so psychologically you suffer from that a little bit. So I’m telling you this, not because I’m telling you not to open the fridge, but I’m telling you that they have some psychological stuff there. that happens. And so we do have those hard conversations and I always make sure I tell her, your parents, love you. They’ve always loved you, but at times they didn’t have food to feed themselves and couldn’t feed you. And so it’s affected you that way. And, making sure that they always know that their, parents love them is really important. Amy: Yeah, I agree with that. That’s awesome. these podcasts always go by really fast, but if there was anything that you could. Advise or recommend to anybody that’s considering foster care? What would be something that you would say that you’ve learned that you would’ve loved to know at the beginning or something like that? Crystal: With my experience, our experience, I wouldn’t trade any of it. we’ve learned so much. But number one is, as a foster parent, our job is to be the biggest cheerleader we can be for the parents to get their kids back if it’s possible. and if it’s not possible, you can still love them. You can still support him Amy: Yeah. And hopefully have a relationship if that Crystal: and have a relationship. Absolutely. the other thing, if you’re new into foster care or if you are, seeking something, it’s okay. We were to, and we were blessed with the miracle and,the crazy thing the week that. We were called about our son, being a safe haven baby. Those of you who aren’t quite sure, that means that he was dropped off at the hospital, no questions asked, walked in, left at the emergency, and walked out. There were two babies in Texas that were found in the trash can that same week, but thankfully they were, being, the dogs were being walked and found them before they died. Amy: Oh wow. Crystal: So they did live, Amy: Yeah. Crystal: but just thinking about that and thinking that could have been my son, just, I can’t even, I can’t even think about that. The other thing is about that particular situation. I remember I had taken him to the doctor just as a baby checkup and and. I loved our doctor. Great. Raised all my kids. And, he said, I remember him saying, how do they, how do people do that? How do I can’t believe birth mother or, mothers would do that? And I immediately said, thank goodness they did. Amy: Yes, I Crystal: Thank goodness they did. Amy: And I, he immediately realized what he had said. And, Yeah. Yeah. Crystal: so that kinda stuff goes through foster care as well. and to the, families out there who maybe have had kids go to foster care, this, it is a safe place. Hopefully, hopefully, you can trust it and,and not everybody’s perfect by any means, but, the goal should be getting him back. No matter how much you love them, and if you really love them, do that and keep a connection with them. The more people that love a kid, the better, and I learned that through adoption. There’s no reason to cut off birth. Mothers who place their babies for adoption is the more people that love somebody, the better that person is, Amy: Yeah. I totally agree. Yeah. thank you so much for sharing your experiences and your passion for reunification. I also have a passion for reunification. and I agree. It’s such an experience to get to. Stay connected with those kids that have been with you and to also see those parents succeed. I think that’s pretty incredible to get to see a parent in their lowest of lows and then do everything they can to get their kid back and get their kid back. Like what an awesome thing to get to be a part of as a foster family. so yes. So thank you so much for sharing your time and experience with us, and we Crystal: My pleasure. Amy: it. Crystal: My pleasure. Thank you so much for having me. Amy: Yes. Thanks for joining us for fostering Conversations. To learn more about foster care, go to www.utahfostercare.org.

Look, I know we're all going to have different points at which we think the media reaction to a news story gets silly but for me, that point was this morning. Members of the media chasing the Prime Minister through Wellington Airport, asking whether he was considering resigning and whether he had the full support of his caucus seemed a little bit silly to me. Silly because it's not as if he's gone to ground for the past four days, is it? He was on morning media today - two radio interviews and at least one TV appearance - and he's also fronted a post-Cabinet news conference. So it's not as though the media are starved of opportunities to talk to the Prime Minister without chasing him through a crowded terminal. All it does is create the impression of drama where no real drama exists. There is no coup. All of his ministers are backing him publicly. Privately, sure, maybe a little less so - but publicly, they are. Luxon remains the leader until he is talked out of being the leader and there's no sign that's happening. In short, nothing is happening in the short term. Now, if I try to understand why the media wanted to chase him through the airport, perhaps it's because they sense things have shifted - and that part is true. Since the poll on Friday morning that put National at 28 percent, two things have changed. First, ministers who previously gave complete backing to Luxon are now doing so privately with a caveat: “Yeah, I support him… but.” But he's bad at taking advice, but he made a bad call with XYZ. Whatever the specifics, the point is the same: they've dropped their full confidence. That tells me something is going on in their heads. Second, he has now entered what I'd describe as publicly “dead man walking” territory. Every bad poll from here, every major mistake - and there will be some - will reignite talk about his leadership. That is a slow bleed for any leader. It ends one of two ways - a spanking on election day, or the leader eventually calling it quits. I think he's now in that zone. I don't think the coalition loses the election at this rate, but I do think National comes back as a mini version of itself - and that's not great for them. Maybe that electoral prognosis is what has the media so excited that they're chasing him through the airport. But that's a medium-term issue. Today? I think the brief excitement of the weekend is over and nothing is going to happen. LISTEN ABOVESee omnystudio.com/listener for privacy information.

You've seen the ad. Every real estate agent has. It's the one that hits your Facebook feed with a "privately held masterclass replay" and a countdown timer screaming that access closes in 48 hours. It's polished. It's well-produced. And it is designed from the first word to the last pixel to separate you from your credit card.In this episode, Connor MacIvor — 27-year Santa Clarita Valley real estate veteran, former LAPD officer, and recognized AI expert in the SCV — breaks that ad apart line by line. Not because it's the worst thing in the industry. Because it's actually well done. And that's exactly what makes it dangerous.You're going to walk away from this episode understanding every psychological mechanism being used on you — and more importantly, you're going to have the complete framework they're selling, delivered right here, for free. No opt-in. No email address. No velvet curtain with a $997 course hiding behind it.

The City of Denver ended the contract with a private business to take over, Trump withdraws an endorsement, and Trump levies more tariffs.See omnystudio.com/listener for privacy information.

Mark 7:14-23 - The Human Heart is Toxic - Jesus Preaches this Publicly and Teaches this Privately

Naylor shares a key takeaway from a recent Men's conference he attended. Click here for my new Live event! Thanks for Listening! CONTACT ME: lawncarerookie@gmail.com PODCAST SPONSOR: Click here for Toro Fleet Promo! Click here for Horizon360 Promo! Click here for Toro Mowers Promo! EQUIPMENT: Here's the mic recorder that I use for Truck Talks ReMarkable Tablet... for planning, note taking, and giving presentations! Check out Riverside... What I use for recording video and audio! RESOURCES: 2025 LCR Summit Replay The Profit Accelerator Challenge How To Avoid Burnout- FREE Masterclass Proper Watering Templates Route Density System Download the 5 Costly Mistakes In Business Here! *THANK YOU TO THE TORO COMPANY FOR SPONSORING THE LCR MEDIA PODCAST!  

Andy and Abe discuss the press conferences by the Falcons new coordinators, and how they may handle the James Pierce Jr. situation. While they are being tight-lipped on it, there is definitely a plan in place.

Edmund Fitton Brown and Bill Roggio argue Saudi Arabia's refusal to allow airspace use for strikes on Iran is theatrical to avoid Iranian retaliation, noting Riyadh privately remains a dependable US partner.1890 TEHRAN

The Cold Murder of His Father: Do You Have Information? A Case That Still Haunts Los Angeles, California. More than a decade later, the killing of Joseph Gatto remains one of Los Angeles' most haunting unsolved crimes. The Home Invasion that took his life did not just devastate a Family, it reshaped the inner world of his son, former California lawmaker Mike Gatto, and pulled him into a dark, unresolved mystery that continues to demand answers. The Law Enforcement Talk Radio Show and Podcast social media like their Facebook , Instagram , LinkedIn , Medium and other social media platforms. Joseph Gatto was 78 years old, strong, active, and deeply woven into the fabric of his community. Friends believed he would live to be 100. Instead, he died 22 years too soon. Check out his Podcast appearance, and content shared for free on the Law Enforcement Talk Radio Show and Podcast website, also on Apple Podcasts, Spotify, YouTube and most major podcast platforms. On November 12, 2013, Joseph Gatto was shot inside his Silver Lake Home, a neighborhood often described as one of the safest and most culturally vibrant areas of Los Angeles. The following day, his daughter, arrived for their weekly dinner and made a discovery no family should ever have to endure. After calling out his name, she found her father slumped over his desk on the third floor, dead from a gunshot wound to the abdomen. Supporting articles about this and much more from Law Enforcement Talk Radio Show and Podcast in platforms like Medium , Blogspot and Linkedin . Silver Lake, once described by Forbes as the “hippest” neighborhood in Los Angeles, is known for its art culture, creativity, and sense of community. Joseph loved it there. A retired art teacher, he had spent decades giving back, teaching high school and college students, selling concessions at Dodger Stadium at night, and creating art as a jewelry maker and author. In 1985, he helped found the Los Angeles County High School for the Arts, where he led the visual arts department. The Cold Murder of His Father: Do You Have Information? A Case That Still Haunts Los Angeles, California. “He was prominent throughout the community and liked by everyone,” friends recalled. To many, the idea that he would be the victim of a violent crime was unthinkable. Yet investigators quickly determined Joseph Gatto had been killed during what appeared to be a Home Invasion robbery. There were no obvious signs of forced entry, but the house had been ransacked and a file cabinet breached. Police later said they were looking for a man seen breaking into cars in the area around the same time, suggesting the murder may have been linked to a local burglary spree. Available for free on the Law Enforcement Talk Radio Show and Podcast website, also on Apple Podcasts, Spotify, Youtube and most major Podcast networks. Despite suspect sketches, extensive media coverage, and a $50,000 reward, the case stalled. Over time, it became what investigators now acknowledge as a cold case. The Cold Murder of His Father: Do You Have Information? “The murder of Joseph Gatto captivated Los Angeles,” said Robert Kovacik, anchor and reporter for NBC Los Angeles. “Many veteran journalists still wonder how and why it happened. The details of this horrible crime and those affected by it continue to fascinate.” At the time of the murder, Mike Gatto was an up-and-coming political figure, serving as a four-term member of the California Legislature representing Los Angeles. He chaired the powerful Appropriations Committee, served as Assistant Speaker, and authored several pieces of landmark legislation. Publicly, he was immersed in the world of politics. Privately, his life had been shattered. Mike Gatto has said he believes his father's killer is still out there. Look for The Law Enforcement Talk Radio Show and Podcast on social media like their Facebook , Instagram , LinkedIn , Medium and other social media platforms. That belief, and the frustration of unanswered questions, pulled him into what he describes as the world of noir: wild theories, unyielding detectives, missed connections, and unimaginable violence. Friends, neighbors, and family members wanted justice. Detectives repeatedly told the public the case would be solved. As the years passed, those assurances faded. The impact of the crime eventually found its way onto the page. The Cold Murder of His Father. In his book, "Noir by Necessity: How My Father's Unsolved Murder Took Me to Dark Places", Gatto chronicles the investigation and its toll with unflinching honesty. The book reads like a thriller, but it is rooted in real grief, real clues, and a real system that, in this case, failed to deliver answers. “This is a modern murder mystery,” Gatto has said, “and a candid look at how the dark underbelly of Los Angeles collided with the political world.” The book details every lead, every theory, and every haunting detail Gatto uncovered as he tried to make sense of his father's death. It also explores the psychological cost of living with an unsolved crime, how it reshapes memory, trust, and one's understanding of justice. Available for free on their website and streaming on Apple Podcasts, Spotify, Youtube and other podcast platforms. Today, the story continues to resonate far beyond Los Angeles. It is discussed across News platforms and shared on Facebook, Instagram, LinkedIn, Apple, and Spotify, where true crime audiences continue to ask the same question: Do You Have Information? That question is not rhetorical. Authorities have long maintained that someone knows something. Mike Gatto has continued to push for answers, keeping his father's case in the public eye and urging anyone with knowledge to come forward. The Family still waits for closure. The city still wonders how such a crime could happen in a place that felt so safe. The Cold Murder of His Father. A Case That Still Haunts Los Angeles, California. Joseph Gatto was more than a victim. He was a teacher, an artist, a founder, a father, and a fixture of his community. His death marked the violent intersection of crime, politics, and personal loss, one that forever altered the life of his son. The full interview is available Free on Apple, Spotify, and YouTube, and excerpts are being shared on Facebook and Instagram as part of a broader dialogue about incarceration, reentry, and personal responsibility. You can find the show on Facebook, Instagram, Pinterest, X (formerly Twitter), and LinkedIn, as well as read companion articles and updates on Medium, Blogspot, YouTube, and even IMDB. More than a decade later, The Cold Murder of His Father remains unresolved. And until the truth comes Home, the mystery of Joseph Gatto's death continues to haunt Los Angeles. Mike Gatto's book, "Noir by Necessity: How My Father's Unsolved Murder Took Me to Dark Places", is available now. More information can be found at his website. Background song Hurricane is used with permission from the band Dark Horse Flyer. You can contact John J. “Jay” Wiley by email at Jay@letradio.com , or learn more about him on their website . Find a wide variety of great podcasts online at The Podcast Zone Facebook Page , look for the one with the bright green logo. Be sure to check out our website . Be sure to follow us on X , Instagram , Facebook, Pinterest, Linkedin and other social media platforms for the latest episodes and news. The Cold Murder of His Father: Do You Have Information? A Case That Still Haunts Los Angeles, California. Attributions Amazon Project Cold Case Mike Gatto Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

For more than a decade, Kate Seselja lived a double life. Outwardly, she was a well-spoken suburban mum raising six children. Privately, she was trapped in a devastating poker machine addiction that would cost her more than $500,000, push her family into overwhelming debt, and bring her to the brink of suicide. In this deeply confronting episode, Kate takes us back to the years when gambling consumed her life — the highs of winning, the crushing shame of losing, the secrecy, and the relentless hope that the next spin would fix everything. She reflects on how poker machines are designed to hijack the brain, why addiction thrives in silence, and how stigma keeps people trapped for far too long. Kate also speaks candidly about her rock-bottom moment while pregnant with her sixth child, what stopped her from ending her life, and the long road to recovery that followed. Now an advocate and founder of The Hope Project, she dedicates her life to helping others understand gambling harm as a public health issue and not a personal failure. This episode is a powerful reminder that gambling addiction doesn’t look the way we expect it to and that it can happen to anyone. If this episode brings up anything for you, support is available. You can contact Lifeline on 13 11 14. Kate Seselja, along with at GHLEE (Gambling Harm Lived Experience Experts) are calling for each state and territory to enforce loss limits on poker machines of $100 per day, $500 per month, and $5000 per year. This simple act will literally save lives. You can find out more information and sign their petition here. CREDITS: Guest: Kate Seselja Host: Kate Langbroek Group Executive Producer: Naima Brown Executive Producer: Bree Player Audio Producer: Jacob Round Video Producer: Josh Green Mamamia acknowledges the Traditional Owners of the Land we have recorded this podcast on, the Gadigal people of the Eora Nation. We pay our respects to their Elders past and present, and extend that respect to all Aboriginal and Torres Strait Islander cultures.Become a Mamamia subscriber: https://www.mamamia.com.au/subscribeSee omnystudio.com/listener for privacy information.

Energy Vets - Taranaki - New Zealand | REAL+STORY A recent graduate's view of support, mentoring, and staying in the professionWhen new graduates talk about support, they're not talking about slogans.  They're talking about what happens in the moments that matter.In this episode of Veterinary Voices, Julie South continues the Energy Vets REAL+STORY series with Jade, a recent graduate mixed animal veterinarian who has been working at Energy Vets in Taranaki for just over two years.Jade shares why she chose to return to Taranaki after graduating from Massey University, what stood out about Energy Vets as a student on placement, and how support actually shows up day to day — from surgeries and after-hours, to asking questions, building confidence, and knowing someone has your back.This is an honest conversation about mixed practice, mentoring, after-hours realities, team culture, and what helps early-career vets not just cope — but enjoy the job and want to stay in the profession.Here's how Jade describes that support in her own words:“If you're not sure about something, there's always someone you can call — and you never feel silly for asking.” — Jade, recent graduate mixed animal veterinarianIn This Episode00:00 – Introduction and where this episode fits in the Energy Vets REAL+STORY series 01:02 – Jade's background and returning to Taranaki after graduating 02:42 – What “supportive” really means for a new graduate 04:01 – How Energy Vets felt different from other student placements 05:01 – Mixed animal caseloads and how the year ebbs and flows 05:59 – Longer consult times and why they matter on busy days 06:17 – Dairy, lifestyle, and equine work in practice 07:09 – After-hours equine support and not being left alone 07:58 – Building strong relationships with clients 08:31 – Privately owned farms and what that changes 08:52 – Living in Taranaki: outdoors, community, and lifestyle 11:16 – Favourite equipment and learning to use ultrasound 11:54 – A concrete example of support during early surgeries 13:13 – Unexpected friendships and team closeness 14:14 – After-hours as a new grad and how readiness is handled 16:48 – A memorable early case and calling for help 18:00 – Who fits best at Energy Vets and what being a team player means 19:01 – Closing reflections on mentoring, support, and staying in the professionIf you're an experienced small animal veterinarian thinking about your next step — particularly if you enjoy mentoring and supporting early-career vets — Energy Vets is currently looking for someone ready to step up into that role.About Julie SouthJulie South is the founder of VetClinicJobs and host of Veterinary Voices.She works with veterinary clinics that want to show what working there is really like — not just list job requirements. Through culture storytelling, Julie helps clinics attract vets and nurses who recognise their kind of people and their kind of clinic before a vacancy appears.Struggling to get results from your job advertisements? If so, then shining online as a good employer is essential to attracting the types of veterinary professionals who're a perfect cultural fit for your clinic. The VetClinicJobs job board is the place to post your next job vacancy - to find out more get in touch with Lizzie at VetClinicJobs

Your water bill could be going up. Illinois American Water filed a rate hike with the Illinois Commerce Commission to raise the water bills of average users by 14 dollars a month.

Your water bill could be going up. Illinois American Water filed a rate hike with the Illinois Commerce Commission to raise the water bills of average users by 14 dollars a month.

Your water bill could be going up. Illinois American Water filed a rate hike with the Illinois Commerce Commission to raise the water bills of average users by 14 dollars a month.

How do you let out your frustration privately?See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Ernesto Araujo and Alejandro Pena Esclusa analyze Venezuela's posture of public defiance while remaining privately obedient to the Trump administration. The segment explores the contradictions in Caracas's diplomatic stance, suggesting the regime's theatrical resistance masks behind-the-scenes accommodations driven by economic pressure and political survival calculations.

Stepping into the new year, I felt God calling me to build more privately - not louder. In this episode, I unpack why Jesus spent 30 years behind the scenes, what that means for online Christian coaches, and how to honor quieter seasons while learning how to build a coaching business with wisdom, depth, and Kingdom alignment as a Christian Business Coach and Christian Life Coach.In this episode, you'll discover:—Why private seasons are strategic in Christian online business—The danger of visibility before foundation—How to discern when God is calling you to slow down—What behind-the-scenes work actually prepares you for growthGET STARTED TODAYReady to launch? Join The Selah Collective 12-Month Group Coaching Program.Ready to scale? Join Eden: The Mastermind (for women who have made $20k-100k+ in online business).Women of Valor 3-Part Mini-Course: Learn how to create a 6-7 figure offer and how to implement the Esther Upleveled sales system. For the Holy Spirit-led coaches who want to hit $100k in the next 12 months, get the 40+ page guide: 12-Months to $100k. Ready to get an all-in-one funnel builder? Sign up for Kartra today!Get FREE, ORGANIC email leads on Instagram using this DM flow template.READ THE BLOGhttps://ashleyjunecoblog.com/podcast/249-jesus-worked-privately-behind-the-scenes-for-30-years-before-launching-his-ministry/OTHER EPISODES YOU MIGHT ENJOY 14. The 4-Steps to Starting An Online Business ⁠116. Stop Playing it Safe and FINALLY Build the Online Coaching Business God Has Called You To! {Accelerate Coaching Series - 1 of 7} 

There are forms of power and certain transmissions that can't be taught publicly or be consumed by just anyone. They lose their potency when they're logically explained to the masses...instead of being directly felt by the right people who have willingly agreed to and invested (in more ways than one) to receive your work. These teachings or transmissions can be misunderstood and misconstrued when they're made accessible to everyone or there's no filter in place to preserve and protect the work. This is especially true for the erotic type of work I offer, which we'll be doing inside of The Sanctum to help you reveal, unlock, and embody your own powerful, influential work, leadership, and energetic transmissions deeper. What I work with is not information—it's erotic transmission. The kind of work that moves most powerfully through proximity, presence, and the right atmosphere. Work that has always been passed down like an inheritance, woman to woman, quietly, intentionally, and in rooms designed to hold it. This is why my work is protected, preserved, and honored more fiercely now. Why it lives in private spaces and rooms, like The Sanctum. Why secrecy, containment, and honoring of the "red thread lineage" matter here. Even if you don't teach or offer erotic work, there are certain transmissions or gifts that require to be passed directly to your own clients. There are elements of your work that are transmission-based and not meant to be taught publicly, but rather deliberately revealed in the right rooms. We dive deeper into this conversation in the latest episode of Eros Money Power... The secret doorway to my most exclusive, eros-led, potent room is open…for the right woman… You don't knock on doors like this. You recognize them. Applications to The Sanctum are open—for the woman who knows. Peek inside The Sanctum here: https://missamberrenee.com/the-sanctum-mastermind/ Want a deeper glimpse through the keyhole of The Sanctum? Get it exclusively inside my free experience, Lead From Your Erotic Edge. Let's get social, sexy: Instagram: https://www.instagram.com/theamberrenee/ TikTok: https://www.tiktok.com/@theamberrenee Threads: https://www.threads.net/@theamberrenee YouTube: https://www.youtube.com/@TheAmberRenee/ Facebook: https://www.facebook.com/share/16E3eSNDNM/?mibextid=wwXIfr Blog page for this episode: https://missamberrenee.com/why-certain-transmissions-are-privately-passed-woman-to-woman-not-taught-publicly/  

The U.S. Department of Justice is now operating under a level of scrutiny it has never faced in the Jeffrey Epstein matter, forced by newly enacted transparency laws to disclose records it spent years sealing, slow-walking, or shielding under claims of prosecutorial discretion and victim privacy. Publicly, DOJ insists it is complying in good faith—releasing documents in phases, redacting sensitive material, and coordinating with courts to avoid prejudicing ongoing matters. Privately, the department is clearly trying to manage exposure, balancing legal compliance against the institutional risk of revealing how aggressively—or passively—it handled Epstein and his network over decades. The result is a calibrated drip of information that technically satisfies statutory requirements while avoiding a full, unfiltered reckoning with past charging decisions, non-prosecution agreements, and investigative dead ends.That tightrope walk is most obvious in how DOJ frames delays and redactions as necessary safeguards rather than resistance, even as critics argue the law's intent was to end precisely this kind of gatekeeping. By releasing materials without broader narrative context, the department limits immediate legal jeopardy while still appearing responsive to Congress and the public. But the strategy carries risk: each partial disclosure fuels further questions about what remains withheld and why, especially when previously secret decisions appear indefensible in hindsight. In effect, DOJ is complying with the letter of the Epstein transparency laws while testing how much control it can retain over the story—an approach that may keep it legally safe in the short term, but politically and reputationally exposed as more records inevitably come to light.to contact me:bobbycapucci@protonmail.com

The U.S. Department of Justice is now operating under a level of scrutiny it has never faced in the Jeffrey Epstein matter, forced by newly enacted transparency laws to disclose records it spent years sealing, slow-walking, or shielding under claims of prosecutorial discretion and victim privacy. Publicly, DOJ insists it is complying in good faith—releasing documents in phases, redacting sensitive material, and coordinating with courts to avoid prejudicing ongoing matters. Privately, the department is clearly trying to manage exposure, balancing legal compliance against the institutional risk of revealing how aggressively—or passively—it handled Epstein and his network over decades. The result is a calibrated drip of information that technically satisfies statutory requirements while avoiding a full, unfiltered reckoning with past charging decisions, non-prosecution agreements, and investigative dead ends.That tightrope walk is most obvious in how DOJ frames delays and redactions as necessary safeguards rather than resistance, even as critics argue the law's intent was to end precisely this kind of gatekeeping. By releasing materials without broader narrative context, the department limits immediate legal jeopardy while still appearing responsive to Congress and the public. But the strategy carries risk: each partial disclosure fuels further questions about what remains withheld and why, especially when previously secret decisions appear indefensible in hindsight. In effect, DOJ is complying with the letter of the Epstein transparency laws while testing how much control it can retain over the story—an approach that may keep it legally safe in the short term, but politically and reputationally exposed as more records inevitably come to light.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

MCNAMARA'S PRIVATE TURN AGAINST THE WAR Colleague William Taubman. By 1966, McNamara had privately turned against the war, confessing to aide John McNaughton his desperate desire to "bring the boys home," yet he maintained public support for the conflict out of loyalty to the presidency. He faced intense anti-war hostility, including a confrontation at Harvard where he was trapped by students, and was deeply shaken by the self-immolation of Norman Morrison outside his Pentagon window. Although he organized the military defense of the Pentagon against protesters, he later admitted that he sympathized with their views and would have shut the building down had he been leading the demonstration. NUMBER 7 1968

The U.S. Department of Justice is now operating under a level of scrutiny it has never faced in the Jeffrey Epstein matter, forced by newly enacted transparency laws to disclose records it spent years sealing, slow-walking, or shielding under claims of prosecutorial discretion and victim privacy. Publicly, DOJ insists it is complying in good faith—releasing documents in phases, redacting sensitive material, and coordinating with courts to avoid prejudicing ongoing matters. Privately, the department is clearly trying to manage exposure, balancing legal compliance against the institutional risk of revealing how aggressively—or passively—it handled Epstein and his network over decades. The result is a calibrated drip of information that technically satisfies statutory requirements while avoiding a full, unfiltered reckoning with past charging decisions, non-prosecution agreements, and investigative dead ends.That tightrope walk is most obvious in how DOJ frames delays and redactions as necessary safeguards rather than resistance, even as critics argue the law's intent was to end precisely this kind of gatekeeping. By releasing materials without broader narrative context, the department limits immediate legal jeopardy while still appearing responsive to Congress and the public. But the strategy carries risk: each partial disclosure fuels further questions about what remains withheld and why, especially when previously secret decisions appear indefensible in hindsight. In effect, DOJ is complying with the letter of the Epstein transparency laws while testing how much control it can retain over the story—an approach that may keep it legally safe in the short term, but politically and reputationally exposed as more records inevitably come to light.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

On this episode of Zen and the Art of Real Estate Investing, Jonathan Greene speaks with Spencer Hilligoss, CEO and co-founder of Madison Investing, about his journey from growing up in a real estate brokerage household to becoming a thoughtful passive investor and investing club leader. Spencer shares how a long career in Silicon Valley tech shaped his approach to risk, cash flow, and long-term financial planning, and why real estate became a critical tool for building stability beyond W-2 income. The conversation explores Spencer's transition from owning rental properties to focusing on limited partner investing, including how capacity, family priorities, and operational realities influenced that shift. Spencer breaks down how he evaluates sponsors, why track record and communication matter more than flashy projections, and what recent market cycles have reinforced about conservative underwriting and disciplined deal selection. Listeners will gain clarity on when passive investing makes sense, how to think about risk and accountability as an LP, and why education and mindset—not deal hype—are the foundation of long-term success. In this episode, you will hear: How growing up in a brokerage family influenced Spencer's investing mindset Why W-2 income alone isn't enough for long-term financial resilience The transition from owning rentals to passive LP investing How to evaluate sponsors, track record, and deal structure Why "passive" investing still requires active due diligence Lessons learned from recent market shifts and recalibrated return expectations Follow and Review If you enjoy the show, please follow Zen and the Art of Real Estate Investing on Apple Podcasts and leave a rating and review. It helps other listeners discover these conversations and supports the show's growth. Supporting Resources Connect with Spencer Website: http://www.madisoninvesting.com/  Website: http://www.spencerhilligoss.com/  Twitter: https://x.com/SpenceHilligoss  LinkedIn: http://www.linkedin.com/in/shilligoss/  Connect with Jonathan: Website - www.streamlined.properties  YouTube - www.youtube.com/c/JonathanGreeneRE/videos  Instagram - www.instagram.com/trustgreene  Instagram - www.instagram.com/streamlinedproperties    Zillow - www.zillow.com/profile/streamlinen​j Bigger Pockets -  www.biggerpockets.com/users/jonathangreene Facebook - www.facebook.com/streamlinedproperties  Email - info@streamlined.properties   This episode was produced by Outlier Audio.

In this episode, we break down why Erika Kirk and Candace Owens choosing a private conversation matters in a culture that rewards viral outrage over honest dialogue. In this episode, we explore how stepping away from public spectacle can create room for context, accountability, and real resolution instead of endless online escalation. Get the top 40+ AI Models for $20 at AI Box: ⁠⁠https://aibox.aiSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ Jen Odess, Group Vice President of Partner Excellence at ServiceNow, joins Vince Menzione to discuss the company’s incredible transformation from an IT ticketing solution to a leading AI-native platform for business transformation. Jen dives deep into how ServiceNow has strategically invested in and infused AI into its unified platform over the last decade, enabling over a billion workflows daily. She also outlines the critical role of the partner ecosystem, which executes 87% of all implementations, and reveals the company’s strategic initiatives, including its commitment to the hyperscaler marketplaces, the goal to hit half a billion dollars in annual contract value for its Now Assist AI product, and the push for partners to adopt an ‘AI-native’ methodology to capitalize on the fact that customers still want over 70% of AI buying to be done through partners. Key Takeaways ServiceNow is an ‘AI-native’ company, having invested in and built AI directly into its unified platform for over a decade. The company’s core value today is in its unified AI platform, single data model, and leadership in workflows that connect the entire enterprise. ServiceNow will hit $500 million in annual contract value for its Now Assist AI products by the end of 2025, making it the fastest-growing product in company history. An astonishing 87% of all ServiceNow implementations are done by its global partner ecosystem, highlighting their crucial role. The company is leveraging the half-trillion-dollar opportunity of durable cloud budgets by driving marketplace transactions and helping customers burn down cloud commits using ServiceNow solutions. To win in the AI era, partners must adopt AI internally, co-innovate on the platform, and strategically differentiate themselves to rank higher in the forthcoming agentic matching system. Key Tags: ServiceNow, AI-native platform, Now Assist, Jen Odess, partner excellence, workflow leader, AI platform for business transformation, hyperscalers, Microsoft Azure, Google Cloud, AWS, marketplace transactions, cloud commits, AIDA model, agentic matching, F-Pattern, Z-Pattern, group vice president, MSP, GSI, co-innovation, autonomous implementation, technical constraints, visual hierarchy, UX, UI, responsive design. Ultimate Partner is the independent community for technology leaders navigating the tectonic shifts in cloud, AI, marketplaces, and co-selling. Through live events, UPX membership, advisory, and the Ultimate Guide to Partnering® podcast, we help organizations align with hyperscalers, accelerate growth, and achieve their greatest results through successful partnering. Transcript: Jen Odess Audio Podcast [00:00:00] Jen Odess: The AI platform for business transformation, and I love to say to people, it sounds like a handful of cliche words that just got stacked together. The AI platform for business transformation. Yeah. We all know these words, so many companies use ’em, but it is such deliberate language and I love to explain why. [00:00:20] Vince Menzione: Welcome to, or welcome back to The Ultimate Guide to Partnering. I’m Vince Menzi on your host, and my mission is to help leaders like you achieve your greatest results through successful partnering. Today we have a special leader, Jen Odes is the GVP for Partner Excellence at ServiceNow. And joins me here in the studio in Boca Raton. [00:00:40] Vince Menzione: Jen, welcome to the podcast. Thanks, Vince. It’s so great to be here. I am so thrilled to welcome you. To Boca Raton, Florida. Our podcast home look at this amazing background we have Here is this, and this is where we host our ultimate partner Winter retreat. Actually, in February, we’re gonna give that a plug. [00:00:58] Vince Menzione: Okay. I’d love to have you come back. I’d love to have an invite. And you flew in this morning from Washington DC [00:01:04] Jen Odess: I did. It was 20 degrees when I left my house this morning and this backdrop. Is definitely giving me, island South Florida like vibes. It’s fabulous. [00:01:13] Vince Menzione: And we’re gonna talk about ServiceNow. [00:01:14] Vince Menzione: And you’re also opening an office down here? We [00:01:17] Jen Odess: are [00:01:17] Vince Menzione: in West Palm Beach. Not too far from where we are. Yes. Later 2026. Yeah. I love that. And then so we’ll work on the recruiting year, but let’s dive in. Okay. So thrilled to have ServiceNow and to have you in the room. This has been an incredible time for your organization. [00:01:31] Vince Menzione: I have been watching, obviously I work with Microsoft. We’ve had Google. In the studio, Amazon onboard as well. And other than those three organizations, I can’t think of any other legacy organization that has embraced AI more succinctly than ServiceNow. And I thought we’d start there, but I really wanna spend some time getting to know you and getting to know your role, your mission, and your journey to this incredible. [00:01:57] Vince Menzione: Leadership role as a global vice president. We’ll talk about Or [00:02:01] Jen Odess: group. Group Vice president. I know it doesn’t roll off the tongue. I get it. A group vice president doesn’t roll. [00:02:05] Vince Menzione: G-V-P-G-V-P doesn’t roll off the time. And in some organizations it is global. It is in other organizations, it’s group. So let’s, you’re not [00:02:12] Jen Odess: the first to say global vice president. [00:02:14] Jen Odess: Okay. I’ll take either way. It’s fine. [00:02:15] Vince Menzione: Yeah. Yeah. And might be a promotion. Let’s talk. Let’s talk about that. Let’s talk about you and your career journey and your mission. [00:02:22] Jen Odess: Yeah, so I’ve been at ServiceNow for five years. In fact, January will be like the five year anniversary and then it will be the beginning of my sixth year. [00:02:31] Jen Odess: Amazing. And I actually got hired originally to build out the initial partner enablement function. So it didn’t really exist five years ago. There was certainly enablement that happened to Sure. All individuals that were. Using, consuming, buying ServiceNow, working with ServiceNow. But the partner enablement function from pre to post-sale, that whole life cycle didn’t exist yet. [00:02:54] Jen Odess: So that was my initial job. I got hired to run partner enablement and it before. And how big [00:02:59] Vince Menzione: was your partner organization at that point? It must have been pretty small. [00:03:01] Jen Odess: It was actually not as small as you would think. Gosh, that’s a great question. You’re challenging my memory from five years ago. [00:03:08] Jen Odess: I know that we’re over 2,500 partners today and we add hundreds every year, so it had to have been in the low one thousands. Wow. Is where we were five years ago. But the maturity of the ecosystem is grossly larger today than it was then. I can imagine. So back then there was less than 30,000 individuals that were skilled on ServiceNow to sell or solution or deliver. [00:03:34] Jen Odess: Today there’s almost a hundred thousand. Wow. So yeah that’s like the maturity in the capability within the ecosystem. But before I start on my ServiceNow and my group vice president. Which is a great role, by the way. Group Vice President. Yeah. Partner Excellence group. I’m very proud of it. [00:03:49] Jen Odess: But but let me tell you what brought me here, please. So I actually came from a partner, but not in the ServiceNow ecosystem. Okay. I won’t name the partner, but let’s just say it’s a competitor, a competitive ecosystem. And I worked for a services shop that today I would refer to as multinational. [00:04:11] Jen Odess: Kind of a boutique darling, but with over 1,500 consultants, so Okay. A behemoth as well? Yeah. Privately held. And we were a force to be reckoned with, and it was really fun. I held so many roles. I was a customer success manager. I led the data science practice at one point. I ran global alliances and partnerships. [00:04:35] Jen Odess: At one point I was the chief of staff to the CEO at the time that company was acquired. Big global si. And and then at one point I even spun off for the big global SI and helped run a culture initiative to transform co corporate culture. Wow. Very inside the whole organization. Wow. That is very, yeah. [00:04:54] Jen Odess: Really interesting set of roles. And the whole reason I came to ServiceNow is by the time I was concluding that journey in that ecosystem on the services side, I felt like. I didn’t fully understand what it meant to be on the software product side. And I often felt like I approached friction or moments of frustration and heartache with resentment for the software company. [00:05:20] Jen Odess: Sure. Or maybe just a lack of empathy for what they must be going through as well. It always felt like I was on the kind of [00:05:26] Vince Menzione: negative you were on the other side of the table. Totally. [00:05:27] Jen Odess: Yeah. And, or maybe like the redheaded stepchild kind of a concept as a partner. And so I sought out to. Learn more, which is probably a big piece of my journey is just constant curiosity. [00:05:38] Jen Odess: Nice. And I thought I think the thing I’m missing is seeing what it means firsthand to be on the software product side. And that was what led me to a career at ServiceNow. Five years strong. Yeah. So [00:05:50] Vince Menzione: talk about partner experience for those who don’t know what that means. [00:05:53] Jen Odess: Yeah. Today my role is partner excellence, but it used to be partner experience. [00:05:58] Jen Odess: Okay. And so the don’t. Yeah, that’s normal to say both things. And they actually mean two very different things. [00:06:04] Vince Menzione: Yeah, I would say so. [00:06:05] Jen Odess: And we deliberately changed the title about a year ago. So today, partner Excellence is about really ensuring that we build a vibrant AI led ecosystem. And that’s from the whole life cycle of the partner, from the day they choose to be a partner and onboard, and hopefully to the day they’re just. [00:06:23] Jen Odess: Thriving and growing like crazy, and then across the whole life cycle of the customer pre to post sale. So it’s, we are almost like the underpinning and the infras infrastructure. Someone once said it’s like we’re the insurance policy of all global partnerships and channels. That’s how we operate across global partnerships and channels and service Now. [00:06:42] Vince Menzione: And you have a very intimate relationship with those partners. We’re gonna dive in on that as well. Yes. But let’s talk about this time like no other. I talk about tectonic shifts at all of our events. People that listen to our podcasts know we talk about the acceleration of transformation, and it’s happening so fast. [00:06:58] Vince Menzione: It was happening fast even during COVID. But then. I’ll call this date or time period, the November 20, 22 time period when Chat GPT launched. Oh yeah. And that really changed the world in many respects, right? Yeah. Microsoft had already leaned in with chat, GPT, Google, we talked to Google about this. [00:07:17] Vince Menzione: Even having them in the room was like, they were caught flatfooted in a way, and they had a lot of the technology and they didn’t lean in. But it feels like ServiceNow was one of the first, certainly on the ISV side of the house and refer to the term ISV. Loosely, because hyperscalers are ISVs as well. [00:07:34] Vince Menzione: They were early to lean in and have leaned it in such a way from a business application perspective that I believe we haven’t seen embracing and infusing AI into your platform. I was hoping we could dive in a little bit on ServiceNow from a. Kinda legacy, what the organization was and is today. [00:07:56] Vince Menzione: And then also this infusion of AI into the platform. If you don’t mind, [00:07:59] Jen Odess: I love this topic. Okay. And I feel like it’s such a privilege to talk about ServiceNow on this topic because we really are a leader in the category. I’ll almost rewind back to over 20 years ago when the company was founded. [00:08:11] Jen Odess: Today, fast forward, we are so much more than an IT ticketing company. We are, [00:08:16] Vince Menzione: but that was the legacy. That’s how I knew service now 20 years ago. [00:08:19] Jen Odess: And what a beautiful legacy. Yeah. But we have expanded immensely beyond that. And that’s the beautiful story to tell customers. That’s so fun. [00:08:28] Jen Odess: But what what I love is that. So 20 years ago, that was where we started. And today, do you know that over a billion workflows are put to work every single day for our customers? A billion [00:08:38] Vince Menzione: workflows, over a billion workflows. That’s crazy. [00:08:40] Jen Odess: And 87% of all implementations for ServiceNow were done by partnerships. [00:08:46] Jen Odess: And channels. That’s fantastic. So you think about those billion plus workflows daily, all because of our partner ecosystem. This is my small plug. I’m just very proud 80, proud 86%. [00:08:56] Vince Menzione: Did you hear that? Part’s 86%. [00:08:57] Jen Odess: Amazing. And so that’s like what we’re, that’s what we’re a leader in the category. We are a leader in workflows categorically. [00:09:05] Jen Odess: But then over a decade ago, we started investing in ai. We started building it right into our platform, and this becomes the next kind of notch on our belt, which is we are a unified platform. Nothing is bolted on, nothing is just apid in. Yeah, it is a unified platform. So all of that AI that for the past decade we’ve been building in into our platform. [00:09:28] Jen Odess: Just in our AI platform, which is now what we are calling it, the AI platform. [00:09:34] Vince Menzione: And I would say that unless you were a startup starting up from scratch today and building on an LLM, we were building in a way I don’t think any other organization’s gonna actually state that [00:09:45] Jen Odess: what’s actually why we call ourselves AI native. [00:09:47] Jen Odess: Yeah, beca for that exact reason. And that’s who we’re competing with a lot these days, is the truly AI native startups where they didn’t have, the 20 years. Previously that we had, but that’s what makes us so unique in the situation, is that unified AI platform, a single data model that can connect to anything. [00:10:07] Jen Odess: And then the workflow leader. And when you put all those things together, AI plus data, plus workflows and that’s where the magic happens. Yeah. Across the enterprise. It’s pretty cool. [00:10:17] Vince Menzione: That is very cool. And you start thinking about, and we start talking about agent as a, as an example. Let’s talk about this for a second. [00:10:23] Vince Menzione: You, when what is this bolt-on, we could use the terms co-pilot, we could use Ag Agent ai, but they are generally bolted onto an existing application today. So take us through the 10 years and how it has become a portion or a significant portion. Of ServiceNow. [00:10:41] Jen Odess: When say the question a little bit more. [00:10:43] Jen Odess: Like when you say it’s, yeah, when which examples have bolted on? [00:10:47] Vince Menzione: So exa, we, what we see today is the hyperscalers coming out with their own solution sets, right? They’re taking and they’re offering it up to their ecosystem to infuse it into their product and portfolio. To me, those that look like bolted on in many respects, unless it’s an AI need as a native organization, a startup organization. [00:11:07] Vince Menzione: They’re mostly taking and re-engineering or bolting onto their existing solutions. [00:11:12] Jen Odess: I follow. Yeah. Thank you for giving me a little more context. So I call this our any problem. It’s like one of the best problems to have we can connect into. Anything, any cloud, any ai, any platform, any system, any data, any workflow, and that’s where any hyperscaler, and that’s the part that makes it so incredible. [00:11:32] Jen Odess: So your word is bolt on, and I use the word any the, any problem. Yeah. We’ve got this beautiful kind of stack visual that just, it’s like it just one on top of the other. Any. Any, and no one else can really say that. I gotta see [00:11:45] Vince Menzione: that visual. Yeah. Yeah. So talk about this a little bit more. So you’re uniquely positioned. [00:11:52] Vince Menzione: Let’s talk about how you position, you talked about being AI native. What does that imply and what does that mean in terms of the evolution of the platform? From ticketing to workflows to the business applications? What are the type of applications Yeah. Markets, industries that you’re starting to see. [00:12:08] Jen Odess: So I’ll actually answer this with, taking on a small, maybe marketing or positioning journey. So there was a time when our tagline would be The World Works with ServiceNow. There was a time when it was, we put AI to work for people and today and it, I think it was around Knowledge 2025, this came out. [00:12:28] Jen Odess: It was the AI platform for business transformation. And I love to say to people, it sounds like a handful of. Cliche words that just got stacked together. The AI platform for business transformation. Yeah. We all know these words, so many companies use ’em, but it is such deliberate language and I love to explain why. [00:12:46] Jen Odess: So the first is the AI platform is calling out that we are an AI native platform. We are a unified platform. It’s a chance to say all that goodness I already shared with you. Yeah. And the business transformation is actually telling the story of no longer being a solution. Point or no longer being an individual product that does X. [00:13:06] Jen Odess: It’s about saying. The ServiceNow platform can go north to south and east to west across your entire enterprise. Okay. Up and down the entire tech stack. Any. And then east to west, it can cut across the enterprise, the C-suite, the buying centers, all into one unified AI platform. With one data model. [00:13:26] Jen Odess: I love it. And so I love that AI platform for business transformation actually has so much purpose. [00:13:32] Vince Menzione: It does. So you’re going across the stack, so you’re going all the way from the bottom layer, all the way up to the top from the ue. Ui. And then you’re going across the organization, right? You’re going across the C-suite, you’re going across all the business functions of an organization. [00:13:46] Vince Menzione: Correct. And so the workflows are going across each of those business functions? [00:13:49] Jen Odess: Correct. And then our AI control tower is sitting at the very top, governing over all of it. [00:13:53] Vince Menzione: I love the control tower. [00:13:54] Jen Odess: I know the governance, security risk protocol, managing all the agents interoperability. Yeah. [00:14:01] Vince Menzione: And then data at the very bottom right. [00:14:03] Vince Menzione: Controlling all those elements and the governance of the data and the right, the cleanliness of the data and so on. Yeah. That’s incredible. I we could probably talk about business applications. I know one, in fact, I’ve had a person sit in this, your chair from we’ll call it a large GSIA very significant GSI one of the top five. [00:14:21] Vince Menzione: And they took ServiceNow and they applied it to their business partnering function. And they used, and we, you probably don’t know about this one, but I know that that’s a, an example of taking it and applying it all across all the workflows, across all the geographies of the organization and taking a lot of the process that was all done manually. [00:14:40] Vince Menzione: That was stove pipe business processes that were all stove piped and removing the stove pipe and making for a fluid organizational flow. [00:14:47] Jen Odess: And I’ll bet you the end user didn’t even realize ServiceNow was the backend. That’s some of the greatest examples actually. [00:14:53] Vince Menzione: Yeah. Yeah. So Jen, we work with all the hyperscalers. [00:14:56] Vince Menzione: We have a very strong relationship with Microsoft. Goes back many years, my back to my days at Microsoft and we’ve had Google in the room. We have AWS now as well. We bring them all together because we believe that partners work with, need to work with all three. And I know that you have had an interesting transformation at ServiceNow around the hyperscalers. [00:15:16] Vince Menzione: I was hoping you could dive in a little deeper with us. [00:15:19] Jen Odess: Yeah. We are so proud of our relationships with the hyperscalers, so the same three, so it’s Microsoft Azure, Google Cloud, and AWS. And really it’s it’s a strategic 360 partnership and our goal is really to drive marketplace transactions. [00:15:34] Jen Odess: So ServiceNow selling in all of their marketplaces and then. Burn down of our customers cloud commits. I love it. It’s really a beautiful story for our customers and for the hyperscalers and for ServiceNow. And so we’ve, it’s brand, it’s a brand new announcement from late in the year 2025. Love it. And we’re really excited about it. [00:15:51] Vince Menzione: Yeah. And then we, and we get all of the marketplace leaders in the room. So we’ve worked with all of those people. And one of the key points about this is there is over a half a trillion dollars in durable cloud budgets with customers that [00:16:08] Vince Menzione: Already committed to, I know, so that tam available, a half a trillion dollars is available to customers to burn down and utilize your solutions and professional services with partners as well in terms of driving a complete solution. [00:16:21] Jen Odess: That’s exactly the motion we’re pushing is to go and leverage those cloud commits to get on ServiceNow and in some cases, maybe even take out other products to go with ServiceNow and actually end up funding the transition to ServiceNow. Yeah. Yeah. [00:16:37] Vince Menzione: So you serve thousands of customers today, thousands of customers. [00:16:42] Vince Menzione: I can’t even. Fathom the exact number, but you have this partner ecosystem that you described, and their reach is even more incredible, like hundreds of thousands. Yeah. So tell us a little bit more about how you think about that, and then how do you drive the partner ecosystem in the right way to drive this partner excellence that you described. [00:17:02] Jen Odess: Yeah, that’s a great question. So yeah, thousands of ServiceNow customers and we’re barely scratching the surface in comparison to our partners customers. So we have over 2,500 partners Wow. In our ecosystem. And today they cut across what I would call five routes to market. That partners can go to market with ServiceNow. [00:17:21] Jen Odess: Okay. The first is consulting and implementation. This will be your classic kind of consulting shop or GSI approach. The second is resell, just like it sounds. Yep. [00:17:30] Vince Menzione: Transactional. [00:17:31] Jen Odess: Yep. The third is managed service provider. [00:17:33] Vince Menzione: Okay. [00:17:34] Jen Odess: The fourth is what we call build, which is. The ISV, strategic Tech partner realm, and then the fifth is hyperscaler. [00:17:43] Jen Odess: Those are the five routes to market. So partners can choose to be in one or all or two. It doesn’t matter. It’s whichever one fits the kind of business they want to go drive. Nice. Where they’re. Expertise lies. And then we’ve got partners that show up globally, partners that show up multinational and partners that show up regionally and then partners that show up locally, in country and that’s it. [00:18:06] Jen Odess: And we really want a diverse set of partners capable of delivering where any of our customers are. So it’s important that we have that dynamic ecosystem where we really push them. We’re actually trying hard to balance this. Yeah, you would’ve heard it from many of your other partners. This direct versus indirect. [00:18:24] Jen Odess: Yes. Motion. For anyone listening that doesn’t know the difference, right? Direct is ServiceNow is selling direct to a customer, there might be a partner involved influencing that will implement. Yeah, likely but ServiceNow is really driving the sale versus indirect where the whole thing routes through the partner. [00:18:39] Jen Odess: Right? Which is your classic reseller or managed service provider and often a an ISV. And you know that balance is never gonna be perfect ’cause we’re not gonna commit to go all direct or all indirect. We’re gonna continue to sit in this space where we’re trying to find a healthy balance. [00:18:56] Jen Odess: So I find a lot of our time trying to figure out how do you set all those parties up for success? Yeah. The parties are the ServiceNow field sellers? And then you’ve also got the partnerships and channels, so the ecosystem, and then you’ve got the people in global partnerships and channels. So my broader organization, and we’re all trying to figure out how to work harmoniously together and it’s a lot of, it is my job to get us there. [00:19:19] Jen Odess: And so we use lots of things like incentives and benefits and we will put in place gated entry, really strategic gated entry. What does [00:19:29] Vince Menzione: gated entry mean? [00:19:30] Jen Odess: Yeah. What I mean is if you want to have a chance at being matched with a customer Yeah. For a very specific deal. Or it’s really one of three to get matched. [00:19:41] Jen Odess: ‘Cause you can never match one-to-one. It has to be three or more. Okay. We have good compliance rules in place. Yeah. But in order to even. Like surface to the top of the list to be matched. There’s a gated entry, which is, you’ve gotta have validated practices. Okay. Which is how, it’s these various ways, as you described, you quantify and qualify the partner’s capabilities. [00:20:00] Vince Menzione: Yeah. So you have to meet these qualifications. Yes. And you could be one of three to enter and be. Potentially matched, considered significant or Yes. Match for this deal? [00:20:08] Jen Odess: Yes, that’s exactly right. So we use, various things like that. And then we try to carve what I would call dance card space reseller in commercial, try to sit here and like carve by geo, by region, by country dance card space as well to help the partners really know exactly where they can unleash versus, hey, this is the process and the rules of engagement. To go and sell alongside the direct org sales organization [00:20:33] Vince Menzione: and you’re gonna have multiple partners in the same opportunities. [00:20:37] Vince Menzione: Absolutely not. Not necessarily competing with each other. There’s three competing each with each other, but also you’re gonna have other partners that provide different capabilities as well. You might have that have some that are just transac. Those are gonna be those channel or reseller partners. [00:20:52] Vince Menzione: You might have an MSP that’s actually delivering, or at least providing some type of managed service on top of the stack. Like supporting the customer. Yeah. And then you might have an SI GSI an integration partner that’s also doing the con the consulting work around getting the solution to meet with the customer’s requirements. [00:21:12] Vince Menzione: Would you say [00:21:13] Jen Odess: so? That’s exactly right. Yeah. And actually in. AI era, we’re seeing more of it than ever. And even on the smaller deals, maybe not the GSIs on the smaller deals, but we’re seeing multiple partners come in to serve up their specific expertise, which is actually a best practice. That’s [00:21:33] Vince Menzione: terrific. [00:21:33] Jen Odess: We don’t want. If you’ve got an area that’s a blind spot and you’re a partner, but that’s something your customer is buying from you, there’s no harm in saying let’s bring in an expert in that category to deliver that piece of the business. That’s right. And we’ll maybe shadow and watch alongside. [00:21:46] Jen Odess: So we’re seeing more and more of it. And I actually think like the world of. Partnerships and ecosystems. If I go back to like my previous ecosystem as well, it’s become so much more communal than ever before. Yes. This idea that we can share and be more open and maybe even commiserate over the things, gosh, I can’t believe we have the same frustrations or we have the same. [00:22:09] Jen Odess: Wow, that’s amazing. And you’re in this country. And I’m in this country. And so we’re seeing more and more coming together on deals which I really respect a lot. ’cause So one of the new facts we’ve just learned actually, Vince, is that. Of all the ai buying that customers are doing out there, they actually still want over 70% of it to be done by partners. [00:22:32] Vince Menzione: Yes. [00:22:33] Jen Odess: So even though it looks like it could be maybe set up easy configured, easy plug and play it. It to get, it’s not real ROI. You still need a partner with expertise in that industry or that domain, or in that location or in that language to come and bring the value to life. And we will certainly accelerate, help accelerate time to value with things that ServiceNow will do for our partners. [00:22:56] Jen Odess: But if over 70% is gonna go to partners and AI is so new, wouldn’t you want more than one partner Sometimes on a absolutely on a deal, at least while we’re all learning. I think we can keep ebbing and flowing [00:23:07] Vince Menzione: on this. We you, I dunno if Jay McBain, ’cause we’ve had him in the room here and he is a, he’s an analyst that does a lot of work around this topic. [00:23:14] Vince Menzione: And we talk about the seven seats at the table because there are, again, you need more you, first of all, you need to have your trusted, you need to have the organizations that you work with. And you also, in the world of ai, with all of the tectonic shifts, all the constant changing that’s going on right now, I need to make sure that I have the right. [00:23:31] Vince Menzione: People by my side that I can trust, they can help me deliver what I need to deliver. ’cause it might have changed from six months ago. And the technology is changing. Everything is changing so rapidly right now. So again, having all those right people I want to pick up on something ’cause we talked a little bit about MSPs and they’ve become a favorite topic of ours. [00:23:52] Vince Menzione: I have become acutely aware of the Ms P community recently. I kinda looked at them as well. There’s little small partners, but you’ve suggested this as well. They have regional expert, they have expertise in a specific area. And can be trusted, and maybe you’re integrating multiple solution sets for a customer. [00:24:11] Vince Menzione: But we’ve seen this MSP community become very vibrant lately, and I feel like they woke up to technology and to AI in such a big way. Can you comment on that? [00:24:20] Jen Odess: So we feel and see the same thing I’ve always valued what managed service providers bring to the table. It’s like that. [00:24:26] Jen Odess: Classic are you a transformation shop or are you a ta? The tail end or the run business shop? And so many partners are like we’re both, and I wanna be like, but are you? But now I feel like we finally are seeing the run business is so fruitful. So AI is innovating. All the time. [00:24:46] Jen Odess: We, we are innovating as a AI platform all the time. What used to be six month, every six months family releases of our software. Yeah. It became quarterly and now we’re practically seeing releases of new innovation every six to eight weeks. So why wouldn’t you want a managed service provider? Paying close attention to your whole instance on ServiceNow and taking into account all the latest innovation and building it into your existing instance, and then looking out for what new things you should be bringing in. [00:25:20] Jen Odess: So that’s the beauty of the, it’s almost partnerships, observing, and then suggesting how to keep. Doing better and more and better versus always jumping straight back to complete redesign and transformation. Yeah, and that’s one of the things I like about the MSPs in this space. [00:25:36] Vince Menzione: So let’s broaden out from this part of the conversation ’cause you’re giving specific guidance to the MSPs, but let’s think about this whole partner community. [00:25:43] Vince Menzione: And you’ve seen this transformation coming over to ServiceNow and even within ServiceNow these last five years. How do these organizations need to think differently? And how do they need to structure their services in this newent world? [00:25:58] Jen Odess: Great question. There’s really four things that I think they have to be thoughtful of. [00:26:02] Jen Odess: The first is maybe the most obvious they have to adopt AI as their own ways of doing work methodology. Delivery, whatever it is, because only through the, it’s not about taking out people in jobs, it’s about doing the job faster, right? It’s about getting the customer to value faster so that adoption of AI will make or break some partners. [00:26:24] Jen Odess: And our goal is that every partner comes on the other side of this AI journey, thriving and surviving. So we’re really pushing. This agenda. And maybe later I can talk to you a little bit more about this autonomous implementation concept. Please. ’cause I that will [00:26:37] Vince Menzione: resonate. So you’re saying they need to, we used to use the term eat their own dog food. [00:26:41] Vince Menzione: Now it’s drink your own champagne. Yeah. But they need to adopt it as well internally. [00:26:46] Jen Odess: Yeah. And I think whether they’re using, I hope they’re using ServiceNow as like a client, zero. To do some of that adoption. But there’s lots of other tools that are great AI tools that will make your job and your day-to-day life and the execution of that job easier. [00:26:59] Jen Odess: So we want them adopting all of that. The second is, we really need to see partners. Innovating on the ServiceNow platform. Yeah. And whether that’s building agents AI agents that go into the ServiceNow store, whether it’s building a really fantastic solution that we wanna joint jointly go to market with, or maybe it’s one of those embedded solutions you were commenting where the end user doesn’t even know that the backend, like a tax and audit solution that is actually just. [00:27:29] Jen Odess: The backend is all ServiceNow. Yeah. But that partner is going to market and selling it to all their customers. Exactly. So I think this co-innovation is gonna be a place that we will really win in market. The third is if a partner wants to stand out right now, they have to differentiate on paper too. [00:27:47] Jen Odess: It’s gotta like what does that mean? So if there’s 2,500 partners. And it’s not like we don’t walk around and just say, you should talk to this partner. Yeah. Or here’s my secret list. You should, we don’t do that. That’s not good business and it’s not compliant. So we have algorithms that take all the quantitative and qualitative data on our partners and they know all the data points ’cause it’s part of the partner program Nice. [00:28:10] Jen Odess: That they adhere to and then ranks them on status. And all those data points are what I’m referring to as on paper. You’ve gotta be differentiated. So whether or not you wanna be great at one thing or great across the whole thing, think about how all of those quantitative and qualitative data points are making you stand out, because that’s where those matches that I was referring to. [00:28:35] Jen Odess: Yes. That’s where that’s gonna come to life. And it’s skills, it’s capabilities. It’s deployments. So Proofpoint and deployments, customer success stories, csat, all the things. So [00:28:47] Vince Menzione: those are all the qualifi qualifiers for and more, but those are the types [00:28:49] Jen Odess: of qualifications. Yeah. [00:28:51] Vince Menzione: And then do your, does your sales organization do a match against that based on a customer’s requirements that they’re working with and who they work with and co-sell with? [00:29:00] Jen Odess: And I feel like you just lobbed me the greatest question. I didn’t even know you were gonna ask it, but I’m so glad you did. So today. Today there is something called a partner finder, which is which is nice, but it’s a little bit old school in a world of ai. Yeah. So you go to servicenow.com, you click partner from the top navigation, and then it says find a partner and you can literally type in the products you’re buying the country, you’re, that you’re headquartered out of. [00:29:26] Jen Odess: Whatever thing you’re looking for. And it will start to filter based on all those data points, the right partners, and you can actually click right there to be connected to a partner. So lead generation. Okay, interesting. But where we’re going is a agentic matching right in our CRM for the field. Oh. So those data points are gonna matter even more, and that’s where the gated. [00:29:48] Jen Odess: I say gated entry, which is probably too extreme, right? It’s really gated. If you wanna surface toward the top, there’s gated parameters to try to surface to the top, but those data points will feed the algorithm and it will genetically match right in our CRM for the field. Who are the best suited partners? [00:30:09] Jen Odess: Would you like to talk to them? [00:30:10] Vince Menzione: Okay. And so is it. Partner facing? Is it sales team facing [00:30:14] Jen Odess: Right now? It’s sales. It’ll, when it goes live, it will be sales team facing. Okay. But we have greater ambition for what partners can do with it. Yeah. Not just in the indirect motion, but also what partners may be able to do with it to interface with our field. [00:30:30] Jen Odess: The. [00:30:31] Vince Menzione: The, yeah the collaboration [00:30:33] Jen Odess: opportunity. Which is always a friction point that we’re working on [00:30:36] Vince Menzione: always because it’s very manual. It’s people intensive. Yeah. Partner development managers sitting on both sides of the equation and the interface between the sales organization and a partner organization is not always the. The easiest. So right. Automated, quite a bit of that. [00:30:49] Jen Odess: My boss is obsessed with the easy button, which I know is a phrase many of us in the US know from I think it’s an Office Depot, all these ways in which we can have easy button moments for the partner ecosystem is what we’re trying to focus on. [00:31:01] Jen Odess: I love the easy button. [00:31:02] Vince Menzione: Yeah. And I love your boss too. Yeah, he’s fabulous. Fabulous. So Michael and I go back like many years ago. You must have, [00:31:08] Jen Odess: yeah. You must have had paths crossing on numerous occasions. [00:31:12] Vince Menzione: Yeah we we worked together micro I’m going to hijack the session for a second here. [00:31:16] Vince Menzione: But when I first came to Microsoft, he was leading a, the se, a segment of the business, and he invited me to come to his event and interviewed me on stage at his event. [00:31:26] Jen Odess: No way. [00:31:26] Vince Menzione: And we got to know each other and yeah. So he was terrific. He was what a great find for, oh, he’s for service now. [00:31:32] Vince Menzione: He’s really [00:31:32] Jen Odess: has been a fantastic addition [00:31:34] Vince Menzione: to the global partnerships and channels team. And Michael, we have to have you on the podcast. Yes. Or cut down here in the studio at some point too with Jen and I. That’d be great. So this is terrific. We are getting it’s an incredible time. [00:31:44] Vince Menzione: It’s going so fast this time, 2022 was, seems like it was five, it feels like it was almost 10 years ago now. It wasn’t that we just started talking about it and you were implementing AI 10 years ago, but it wasn’t getting the attention that it’s getting today. And it really wasn’t until that moment that it really started to kick off in a way that everybody, yeah. It became pervasive overnight I would say. But now we’re starting 2026, like we’re at. This precipice of time and it’s continuing. I don’t even know what 2030 is gonna look like, right? So I’m a partner. [00:32:16] Vince Menzione: What are the one, two, or three things that I need to do now to win over and work with ServiceNow? [00:32:23] Jen Odess: One, two or three things? I’ll tell you the first thing. So today ServiceNow will end up hitting 500 million in annual contract value in our Now Assist, which is our AI products by the end of 2025, which is the fastest growing product in all of ServiceNow history. [00:32:37] Jen Odess: That’s one product that’s so there’s lots of SKUs. Yeah, but it is. It’s our AI product. Yeah. And it is, but yeah, because of all the various ways. [00:32:45] Vince Menzione: So half a billion dollars, [00:32:46] Jen Odess: half a billion by the end of 2025. And I think, someone’s gonna have to keep me honest here, but if memory serves me right, the first skews didn’t even launch until 2024. [00:32:54] Jen Odess: So we’re talking about wow, in a year it’s fast. Over 1,700 customers are live with our now assist products. Again, in a matter of, let’s call it over, a little over a year, 1,700 partners. So I think the first thing a partner needs to do is they’ve gotta get on this AI bandwagon, and they’ve gotta be selling and positioning AI use cases to their customers, because that’s the only way they’re gonna get. [00:33:20] Jen Odess: Experience and an opportunity to see what it feels like to deliver. So we have to do that. And I think you could sell a big use case like that big, we talked north, south, east, west, you could do that whole thing. Brilliant. But you could also start small. Go pick a single use case. Like a really simple example of something you wanna, some work you wanna drive productivity on. [00:33:41] Jen Odess: Yeah. And make sure you’ve got multiple stakeholders that love it and then go drive proving that use case. That’s what we’re telling a lot of partners. That’s the first thing. The second is they have got to build skills on AI and they have to keep up with it. And so we’re trying to really think about our broader learning and development team at ServiceNow is just next level. [00:34:00] Jen Odess: And they’re really re-imagining how to have more real time bite size. Training and enablement that will help individuals keep up with that pace of innovation. So individuals have got to get skilled. Yes. On AI today, of that a hundred thousand or so individuals in the ecosystem right now, about 35% of those individuals hold one or more AI credential. [00:34:25] Jen Odess: Again, that’s in a little over a year, which is the fastest growing skill development we’ve ever had, but it should be a hundred percent. Yeah. All of our goals should be that every account is being sold ai. ’cause that’s where the customer’s gonna get to value a ServiceNow is if they have the AI capabilities. [00:34:40] Jen Odess: And [00:34:41] Vince Menzione: how are you providing enablement and training? Is it all online? It’s, we have [00:34:44] Jen Odess: all sorts of ways of doing it. So that we have ServiceNow University, which is just a really robust, learning platform. Elba is our professor in residence. Very cool. Which is very cool. And they’re all content. [00:34:57] Jen Odess: Is free to partners. The training is free to partners that is on demand. Beyond that, partners can still get, instructor led training, whether that’s in person or virtual. And then my team offers enablement. That’s a little bit more, it’s like not formal training, it’s more like hands-on labs and experiences. [00:35:17] Jen Odess: We bring in lots of groups that sit around me that help and we very cool hands on with partners face-to-face. And do you do an annual event where you bring all these partners together? No, because we do we have three major milestones a year for partners. So the first is at sales kickoff, which is coming up the third week in January. [00:35:33] Jen Odess: And alongside sales kickoff is partner kickoff. Okay. And so we do a whole day of enabling them. So that’s your [00:35:39] Vince Menzione: partner kickoff? [00:35:40] Jen Odess: That’s partner kickoff. But of the, of all the partners in the ecosystem, it’s not like they can all make it. So we still also record and then live stream some of the content there. [00:35:49] Jen Odess: Then at Knowledge, there’s a whole partner track at Knowledge and same concept. Yeah, it’s like it’s all about customers and we wanna, build as much pipeline and wow as many customers as possible, but we also need to help our partners come along the journey. Then the third and final moment is in September, always, and it’s called our Global Partner Ecosystem Summit. [00:36:08] Jen Odess: We should have you, I’d love to join this next year. I love that. And it’s really, that’s the one time if sales kickoff is all about the sales motion in the field and knowledge is all about the customers and getting customers value. Global Partner Ecosystem Summit is only about the partners, what they need, why they need it, and what we’re doing to make their lives easier. [00:36:28] Jen Odess: I love it. Yeah. I’ll be there September. I love it. Dates yet set yet? I have to, it’s getting locked. I’ll get it to you. [00:36:34] Vince Menzione: Okay. All right. I’ll, we’ll be there. Okay. So you’ve been incredible. I just love having you. We could spend hours, honestly, and I want to have you back here. I’d love to, I have you back for a more meaningful conversation with the hyperscalers. [00:36:45] Vince Menzione: Talk to some of the partners that join us at Ultimate Partner events. We’ll find a way to do that, but I have this one question. It’s a favorite question of mine, and I love to ask all my guests this. Okay. You’re hosting a dinner party. And you could host a dinner party anywhere in the world. We could talk about great locations and where your favorite places are, and you can invite any three guests from the present or the past to this amazing dinner party. [00:37:11] Vince Menzione: We had one guest who wanted to do them in the future, like three people that hadn’t reached a future date. Whom would you invite Jen and why? [00:37:21] Jen Odess: Oh, first of all, you’re hitting home for me because I love to host dinner parties. I actually used to have a catering company. This is like one of those weird facts that, we didn’t talk about my pre services and ecosystem days, but I also had a catering company, so I love cooking and hosting dinner parties. [00:37:38] Jen Odess: So this is a great question. I feel like it’s a loaded question and I have to say my spouse. I love my husband dearly, but I have. To invite Lee to my dinner party. Okay. He’s in [00:37:47] Vince Menzione: Lee’s guest number one. Lee’s [00:37:49] Jen Odess: guest, number one. And the reason why is, first of all, I love him dearly, but he’s super interesting and he has such thought provoking topics to, to discuss and ways of viewing the world. [00:38:00] Jen Odess: He’s actually in security tech, so it’s like a tangential space, but not the same. [00:38:05] Vince Menzione: Yeah. But an important space right now, especially. Yeah. And [00:38:07] Jen Odess: he, yeah. And he’s, he’s just a delight to be around. So he’d be number one. Number two would be Frank Lloyd Wright. [00:38:15] Vince Menzione: Frank. Lloyd Wright. [00:38:17] Jen Odess: Yeah. I am an architecture and design junkie. [00:38:21] Jen Odess: Maybe I don’t do any of it myself, though. I dabble with friends that do it, and I try to apply it to my home life when I can. And Frank Lloyd Wright sort of embodies some of my favorite. Components of any kind of environment that you are experiencing, whether it’s a home or it’s an office building or it’s an outdoor space. [00:38:39] Jen Odess: I love the idea of minimalism and simplicity. I love the idea of monochromatic colors. I love the idea of spaces that can be used for multipurpose. And then I love the idea of the outside being in and the inside being out. I love it. So I would like love to pick his brain on some of his, how he came up with some of his ideas. [00:38:59] Jen Odess: Fascinating for some of his greatest. Yeah. Designs. Okay. That’s number two. Number three, I think it would be Pharrell Williams. Really? Yeah, I, Pharrell Williams. Yeah. I love fashion music and all things creativity. He’s got that, Annie’s philanthropic. He’s just yeah. The whole package of a good person. [00:39:26] Jen Odess: That’s super interesting and I very cool. I would love to pick his brain on what it was like to be behind the scenes on some of the fashion lines he’s collaborated with on some of his music collabs he’s had, and then just some of the work he’s doing around philanthropy. I would. I could just spend all night probably listening to him. [00:39:43] Jen Odess: This would be a [00:39:44] Vince Menzione: really cool conversation night. [00:39:45] Jen Odess: Don’t you wanna come to my dinner? Was gonna say, I’m sorry I didn’t invite you to identify. No [00:39:49] Vince Menzione: I was, can I bring dessert? [00:39:50] Jen Odess: Yeah. I come [00:39:50] Vince Menzione: for dessert. I, but it can’t, [00:39:51] Jen Odess: it has to be like a chocolate dessert. It’s gotta have [00:39:54] Vince Menzione: I love chocolate dessert. [00:39:55] Vince Menzione: Okay, great. So it would not be a problem for me, Jen. This is terrific. You have been absolutely amazing. So great to have you come here. Yeah. Such a busy time of year to have you make the trip here to Boca. We will have you back in the studio. I promise that I’ll have you back on stage. Stage. [00:40:10] Jen Odess: This is beautiful. [00:40:10] Jen Odess: Look at it. Yeah. This is [00:40:11] Vince Menzione: beautiful. And we transformed this into, to a room, basically a conference room. And then we also have our ultimate partner events. I would love to come, we would love to have you join us. Like I said, ServiceNow is such an impactful time. Your leadership in this segment market, and I wouldn’t say segment across all of AI in terms of all the use cases of AI is just so meaningful, especially for within the enterprise. [00:40:33] Vince Menzione: Yeah. Right now. So just really a jogger nut right now within the industry. So great to have you and have ServiceNow join us. So Jen, thank you so much for joining us. [00:40:42] Jen Odess: Thanks Vince. Appreciate the time. It’s a pleasure to be here. [00:40:44] Vince Menzione: Thank you very much. Thanks for tuning into this episode of Ultimate Eye to Partnering. [00:40:50] Vince Menzione: We’re bringing these episodes to you to help you level up your strategy. If you haven’t yet, now’s the time to take action and think about joining our community. We created a unique place, UPX or Ultimate partner experience. It’s more than a community. It’s your competitive edge with insider insights, real-time education, and direct access to people who are driving the ecosystem forward. [00:41:16] Vince Menzione: UPX helps you get results. And we’re just getting started as we’re taking this studio. And we’ll be hosting live stream and digital events here, including our January live stream, the Boca Winter Retreat, and more to come. So visit our website, the ultimate partner.com to learn more and join us. Now’s the time to take your partnerships to the next level.

The leaders of all three nations in the North American free trade deal spent more than an hour chatting and laughing in the stands of the FIFA World Cup draw on Friday, before Prime Minister Mark Carney, U.S. President Donald Trump and Mexican President Claudia Sheinbaum retreated to a 45-minute private meeting without any staff. Prime Minister's Council on Canada-U.S. Relations member Jean Charest warns that Canada can 'expect a lot of posturing' like threats to abandon CUSMA from the U.S., but that patience and focus will preserve the deal. Plus, CBC's Peter Armstrong explains how a revision to Canada's economic data shows that growth has actually been better than previously thought.

The United States is the only modern nation where nearly half a billion privately owned firearms—most dormant, unseen, and unorganized—form an unspoken fourth layer of power within civil society. Public debate reduces guns to crime, culture wars, or personal safety, but the deeper structural reality is that private firearm ownership disperses consequence and prevents any single actor—local government, shadow authority, or federal power—from assuming uncontested monopoly over civilian life. The Second Amendment was not written for hunting or nostalgia. It was written for parity—citizens maintaining access to contemporary tools comparable to those used by the state they authorize.This fourth layer is defined not by rebellion but by restraint. Despite their scale, America's firearms are not mobilized into vigilantism, organized insurgency, or paramilitary politics. They sit in homes, safes, closets, glove compartments—present but unused. Deterrence operates through uncertainty. The absence of uprisings is not proof the deterrent is fiction; it is evidence that the boundary is understood. Power is negotiated, not assumed.Unlike cartels or militias abroad, American gun ownership is not aligned to a single ideology. It is not a tribal uniform. It cuts across geography, race, and politics. Recent trends—LGBTQ groups training, Black gun clubs expanding, feminist self-defense movements growing—have not terrified the traditional 2A crowd. Paradoxically, the reaction has been: welcome. Because the principle is not cultural; it is constitutional. The fear is not who owns the guns. The fear is who believes only they should.Critics claim that if these guns mattered, they would have already been used. But deterrents are measured by the events that do not happen. Nuclear arsenals prove themselves through silence. Privately held arms shape governance not through force but through the impossibility of unilateralism. The Fourth Layer has no leader, no roster, and no headquarters. It is self-policed by consequence: misuse a firearm and the state itself removes you from the equation.In a century defined by institutional mistrust, rapid social revision, and attempts to frame America as pure “democracy” rather than a constitutional republic of negotiated powers, the presence of privately held parity matters. It does not guarantee virtue. It guarantees consent must be earned, not presumed.These firearms are not mythology and not menace. They are sequestered carbon—stored energy, dormant pressure, waiting not for ignition but for justification. They remain the silent ballast of a system that expects debate before decree. Not a threat. Not a promise. A boundary.

Funding issues impact IPS teachers' new contract. Woman says SHE was kicked out of a Los Angeles gym after she was harassed by a transsexual in the changing room. Four Horseman (Ric Flair) Autographed Turnbuckle Pad. Privately, Democrats are angry. Publicly, Democrats are angrySee omnystudio.com/listener for privacy information.

Looks like the Government Shutdown is about to end. US profited from Argentina currency swap deal, Treasury chief Bessent says. Looking at abuses of H1-B visas.Visa and Mastercard settlement with retailers. Megyn Kelly sure is going to a lot of trouble to defend Candace Owens. Absolute loser hooligans outside TPUSA Berkeley event. Funding issues impact IPS teachers' new contract. Woman says SHE was kicked out of a Los Angeles gym after she was harassed by a transsexual in the changing room. Four Horseman (Ric Flair) Autographed Turnbuckle Pad. Privately, Democrats are angry. Publicly, Democrats are angry. Daniel's Vineyard has filed a federal lawsuit against the Town of McCordsville. Laura Ingraham does an incredible job pushing back on Trump's H1B visa defense. Scott Bessent walks back Trump promise of $2,000 dividends. Pat McAfee fires back at liberals who are outraged he interviewed President TrumpSee omnystudio.com/listener for privacy information.

Last time we spoke about the Changsha fire. Chiang Kai-shek faced a brutal choice: defend Wuhan to the last man or flood the land to slow the invaders. He chose both, pushing rivers and rallying a fractured army as Japanese forces pressed along the Yangtze. Fortresses at Madang held long, but the cost was high—troops lost, civilians displaced, a city's heart burning in the night. Wuhan fell after months of brutal fighting, yet the battle did not break China's will. Mao Zedong urged strategy over martyrdom, preferring to drain the enemy and buy time for a broader struggle. The Japanese, though victorious tactically, found their strength ebbing, resource strains, supply gaps, and a war that felt endless. In the wake of Wuhan, Changsha stood next in the Japanese crosshairs, its evacuation and a devastating fire leaving ash and memory in its wake. Behind these prices, political currents swirled. Wang Jingwei defected again, seeking power beyond Chiang's grasp, while Chongqing rose as a western bastion of resistance. The war hardened into a protracted stalemate, turning Japan from an aggressive assailant into a wary occupier, and leaving China to endure, persist, and fight on.   #175  The Soviet-Japanese Border Conflicts Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So based on the title of this one, you probably can see we are taking a bit of a detour. For quite some time we have focused on the Japanese campaigns into China proper 1937-1938. Now the way the second sino-japanese war is traditionally broken down is in phases. 1937-1938, 1939-1942 and 1942-1945. However there is actually even more going on in China aside from the war with Japan. In Xinjiang province a large full blown Islamic revolution breaks out in 1937. We will be covering that story at a later date, but another significant event is escalating border skirmishes in Manchukuo. Now these border skirmishes had been raging ever since the USSR consolidated its hold over the far east. We talked about some of those skirmishes prior to the Sino-Soviet war in 1929. However when Japan created the puppet government of Manchukuo, this was a significant escalation in tensions with the reds. Today we are going to talk about the escalating border conflicts between the Soviets and Japan. A tongue of poorly demarcated land extends southeast from Hunchun, hugging the east bank of the Tumen River between Lake Khasan to the east and Korea to the west. Within this tongue stands Changkufeng Hill, one of a long chain of highlands sweeping from upstream along the rivers and moors toward the sea. The twin-peaked hill sits at the confluence area several miles northwest of the point where Manchuria, Korea, and the Russian Far East meet. The hill's shape reminded Koreans of their changgo, which is a long snare drum constricted at the center and tapped with the hands at each end. When the Manchus came to the Tumen, they rendered the phonetic sounds into three ideographic characters meaning "taut drum peaks" or Chang-ku-feng. The Japanese admired the imagery and preserved the Chinese readings, which they pronounce Cho-ko-ho. From their eastern vantage, the Russians called it Zaozernaya, "hill behind the lake." Soviet troops referred to it as a sugar-loaf hill. For many years, natives and a handful of officials in the region cultivated a relaxed attitude toward borders and sovereignty. Even after the Japanese seized Manchuria in 1931, the issue did not immediately come to a head. With the expansion of Manchukuo and the Soviet Far East under Stalin's Five-Year plans, both sides began to attend more closely to frontier delimitation. Whenever either party acted aggressively, force majeure was invoked to justify the unexpected and disruptive events recognized in international law. Most often, these incidents erupted along the eastern Manchurian borders with the USSR or along the 350-mile frontier south of Lake Khanka, each skirmish carrying the seeds of all-out warfare. Now we need to talk a little bit about border history. The borders in question essentially dated to pacts concluded by the Qing dynasty and the Tsardom. Between the first Sino-Russian Treaty of Nerchinsk in 1689 and the Mukden Agreement of 1924, there were over a dozen accords governing the borders. Relevant to Changkufeng were the basic 15-article Convention of Peking, supplementing the Tientsin Treaties of November 1860, some maps made in 1861, and the eight-article Hunchun Border Protocol of 1886. By the 1860 treaty, the Qing ceded to Tsarist Russia the entire maritime province of Siberia, but the meaning of "lands south of Lake Khanka" remained rather vague. Consequently, a further border agreement was negotiated in June 1861 known as "the Lake Khanka Border Pact", by which demarcations were drawn on maps and eight wooden markers erected. The border was to run from Khanka along ridgelines between the Hunchun River and the sea, past Suifenho and Tungning, terminating about 6 miles from the mouth of the Tumen. Then a Russo-Chinese commission established in 1886 drew up the Hunchun Border Pact, proposing new or modified markers along the 1860–1861 lines and arranging a Russian resurvey. However, for the Japanese, in 1938, the Chinese or Manchu texts of the 1886 Hunchun agreement were considered controlling. The Soviets argued the border ran along every summit west of Khasan, thereby granting them jurisdiction over at least the eastern slopes of all elevations, including Changkufeng and Shachaofeng.  Since the Qing dynasty and the house of Romanov were already defunct, the new sovereignties publicly appealed to opposing texts, and the Soviet side would not concede that the Russian-language version had never been deemed binding by the Qing commissioners. Yet, even in 1938, the Japanese knew that only the Chinese text had survived or could be located.    Now both the Chinese and Russian military maps generally drew the frontier along the watershed east of Khasan; this aligned with the 1861 readings based on the Khanka agreement. The Chinese Republican Army conducted new surveys sometime between 1915 and 1920. The latest Chinese military map of the Changkufeng area drew the border considerably closer to the old "red line" of 1886, running west of Khasan but near the shore rather than traversing the highland crests. None of the military delimitations of the border was sanctified by an official agreement. Hence, the Hunchun Protocol, whether well known or not, invaluable or worthless, remained the only government-to-government pact dealing with the frontiers.  Before we jump into it, how about a little summary of what became known as the Soviet-Japanese border conflicts. The first major conflict would obviously be the Russo-Japanese war of 1904-1905. Following years of conflict between the Russian Empire and Japan culminating in the costly Battle of Tsushima, Tsar Nicholas II's government sought peace, recognizing Japan's claims to Korea and agreeing to evacuate Manchuria.  From 1918 to 1920, the Imperial Japanese Army, under Emperor Taishō after the death of Meiji, assisted the White Army and Alexander Kerensky against the Bolshevik Red Army. They also aided the Czechoslovak Legion in Siberia to facilitate its return to Europe after an Austrian-Hungarian armoured train purportedly went astray. By 1920, with Austria-Hungary dissolved and Czechoslovakia established two years earlier, the Czechoslovak Legion reached Europe. Japan withdrew from the Russian Revolution and the Civil War in 1922. Following Japan's 1919-1920 occupations and the Soviet intervention in Mongolia in 1921, the Republic of China also withdrew from Outer Mongolia in 1921. In 1922, after capturing Vladivostok in 1918 to halt Bolshevik advances, Japanese forces retreated to Japan as Bolshevik power grew and the postwar fatigue among combatants increased. After Hirohito's invasion of Manchuria in 1931–1932, following Taishō's death in 1926, border disputes between Manchukuo, the Mongolian People's Republic, and the Soviet Union increased. Many clashes stemmed from poorly defined borders, though some involved espionage. Between 1932 and 1934, the Imperial Japanese Army reported 152 border disputes, largely tied to Soviet intelligence activity in Manchuria, while the Soviets accused Japan of 15 border violations, six air intrusions, and 20 cases of "spy smuggling" in 1933 alone. Numerous additional violations followed in the ensuing years. By the mid-1930s, Soviet-Japanese diplomacy and trust had deteriorated further, with the Japanese being openly labeled "fascist enemies" at the Seventh Comintern Congress in July 1935. Beginning in 1935, conflicts significantly escalated. On 8 January 1935, the first armed clash, known as the Halhamiao incident, took place on the border between Mongolia and Manchukuo. Several dozen cavalrymen of the Mongolian People's Army crossed into Manchuria near disputed fishing grounds and engaged an 11‑man Manchukuo Imperial Army patrol near the Buddhist temple at Halhamiao, led by a Japanese military advisor. The Manchukuo Army sustained 6 wounded and 2 dead, including the Japanese officer; the Mongols suffered no casualties and withdrew after the Japanese sent a punitive expedition to reclaim the area. Two motorized cavalry companies, a machine‑gun company, and a tankette platoon occupied the position for three weeks without resistance. In June 1935, the first direct exchange of fire between the Japanese and Soviets occurred when an 11‑man Japanese patrol west of Lake Khanka was attacked by six Soviet horsemen, reportedly inside Manchukuo territory. In the firefight, one Soviet soldier was killed and two horses were captured. The Japanese requested a joint investigation, but the Soviets rejected the proposal. In October 1935, nine Japanese and 32 Manchukuoan border guards were establishing a post about 20 kilometers north of Suifenho when they were attacked by 50 Soviet soldiers. The Soviets opened fire with rifles and five heavy machine guns. Two Japanese and four Manchukuoan soldiers were killed, and another five were wounded. The Manchukuoan foreign affairs representative lodged a verbal protest with the Soviet consul at Suifenho. The Kwantung Army of Japan also sent an intelligence officer to investigate the clash. On 19 December 1935, a Manchukuoan unit reconnoitering southwest of Buir Lake clashed with a Mongolian party, reportedly capturing 10 soldiers. Five days later, 60 truck‑borne Mongolian troops assaulted the Manchukuoans and were repulsed, at the cost of three Manchukuoan dead. On the same day, at Brunders, Mongolian forces attempted three times to drive out Manchukuoan outposts, and again at night, but all attempts failed. Further small attempts occurred in January, with Mongolians using airplanes for reconnaissance. The arrival of a small Japanese force in three trucks helped foil these attempts; casualties occurred on both sides, though Mongolian casualties are unknown aside from 10 prisoners taken. In February 1936, Lieutenant-Colonel Sugimoto Yasuo was ordered to form a detachment from the 14th Cavalry Regiment to "drive the Outer Mongol intruders from the Olankhuduk region," a directive attributed to Lieutenant-General Kasai Heijuro. Sugimoto's detachment included cavalry guns, heavy machine guns, and tankettes. They faced a force of about 140 Mongolians equipped with heavy machine guns and light artillery. On February 12, Sugimoto's men drove the Mongolians south, at the cost of eight Japanese killed, four wounded, and one tankette destroyed. The Japanese began to withdraw, but were attacked by 5–6 Mongolian armored cars and two bombers, which briefly disrupted the column. The situation was stabilized when the Japanese unit received artillery support, allowing them to destroy or repel the armored cars. In March 1936, the Tauran incident occurred. In this clash, both the Japanese Army and the Mongolian Army deployed a small number of armored fighting vehicles and aircraft. The incident began when 100 Mongolian and six Soviet troops attacked and occupied the disputed village of Tauran, Mongolia, driving off the small Manchurian garrison. They were supported by light bombers and armored cars, though the bombing sorties failed to inflict damage on the Japanese, and three bombers were shot down by Japanese heavy machine guns. Local Japanese forces counter-attacked, conducting dozens of bombing sorties and finally assaulting Tauran with 400 men and 10 tankettes. The result was a Mongolian rout, with 56 Mongolian soldiers killed, including three Soviet advisors, and an unknown number wounded. Japanese losses were 27 killed and 9 wounded. Later in March 1936, another border clash occurred between Japanese and Soviet forces. Reports of border violations prompted the Japanese Korean Army to send ten men by truck to investigate, but the patrol was ambushed by 20 Soviet NKVD soldiers deployed about 300 meters inside territory claimed by Japan. After suffering several casualties, the Japanese patrol withdrew and was reinforced with 100 men, who then drove off the Soviets. Fighting resumed later that day when the NKVD brought reinforcements. By nightfall, the fighting had ceased and both sides had pulled back. The Soviets agreed to return the bodies of two Japanese soldiers who had died in the fighting, a development viewed by the Japanese government as encouraging. In early April 1936, three Japanese soldiers were killed near Suifenho in another minor affray. This incident was notable because the Soviets again returned the bodies of the fallen servicemen. In June 1937, the Kanchazu Island incident occurred on the Amur River along the Soviet–Manchukuo border. Three Soviet gunboats crossed the river's center line, disembarked troops, and occupied Kanchazu Island. Japanese forces from the IJA 1st Division, equipped with two horse-drawn 37 mm artillery pieces, quickly established improvised firing positions and loaded their guns with both high-explosive and armor-piercing shells. They shelled the Soviet vessels, sinking the lead gunboat, crippling the second, and driving off the third. Japanese troops subsequently fired on the swimming crewmen from the sunken ships using machine guns. Thirty-seven Soviet soldiers were killed, while Japanese casualties were zero. The Japanese Ministry of Foreign Affairs protested and demanded the Soviet forces withdraw from the island. The Soviet leadership, apparently shocked by the incident and reluctant to escalate, agreed to evacuate their troops. By 1938 the border situation had deteriorated. The tangled terrain features, mountain, bog, stream, forest, and valley, would have complicated even careful observers' discernment of the old red line drawn in 1886. Fifty years later, the markers themselves had undergone a metamorphosis. Japanese investigators could find, at most, only 14 to 17 markers standing fairly intact between the Tumen estuary and Khanka—roughly one every 25 miles at best. The remainder were missing or ruined; five were found in new locations. Marker "K," for example, was 40 meters deeper inside Manchuria, away from Khanka. Japanese military experts noted that of the 20 markers originally set along the boundaries of Hunchun Prefecture alone, only four could be found by the summer of 1938. The rest had either been wrecked or arbitrarily moved and discarded by Russian or Chinese officials and inhabitants. It is even said that one missing marker could be seen on display in Khabarovsk. The Chinese had generally interpreted the boundary as the road line just west of Khasan, at least in practice. Free road movement, however, had become a problem even 20 years before the Japanese overran Manchuria in 1931–1932 during the so-called Manchurian Incident. The Japanese adopted, or inherited, the Chinese interpretation, which was based on the 1886 agreement on border roads; the key clause held that the frontier west of Khasan would be the road along the lake. Japanese sources emphasize that local residents' anger toward gradual Soviet oppression and penetrations westward into Manchurian territory fueled the conflict. Many natives believed the original boundaries lay east of the lake, but the Soviets adjusted the situation to suit their own convenience. In practice, the Russians were restricting road use just west of Khasan by Manchurian and Korean residents. There was speculation that this was a prelude to taking over the ridgelines, depending on the reaction of the Manchukuoan–Japanese side. Villagers who went to streams or the lake to launder clothing found themselves subjected to sniper fire. Along a 25-mile stretch of road near Shachaofeng, farmers reported coming under fire from new Soviet positions as early as November 1935. Nevertheless, Japanese and Koreans familiar with the Tumen area noted agrarian, seasonal Korean religious rites atop Changkufeng Hill, including fattened pigs sacrificed and changgo drums beaten. Village elders told Japanese visitors in 1938 that, until early the preceding year, no Russians had come as far as Changkufeng Hill. Looking only at the border sector around Changkufeng, the easy days were clearly behind us. In the summer of 1938, Gaimusho "Foreign Ministry" observers described the explosive situation along the Korea–Manchuria–USSR borders as a matter of de facto frontiers. Both sides pressed against each other, and their trigger-happy posture was summed up in the colloquial refrain: "Take another step and we'll let you have it." Near dawn on 13 June 1938, a Manchurian patrol detected a suspicious figure in the fog swirling over Changlingtzu Hill on the Siberian–Manchurian frontier. Challenged at 15 feet, the suspect hurled two pistols to the ground and raised his hands in surrender. At headquarters, the police soon realized this was no routine border-trespassing case. The man was a defector and he was a Russian general, in fact he was the director of all NKVD forces in the Soviet Far East. Beneath a mufti of spring coat and hunting cap, he wore a full uniform with medals. His identification card No. 83 designated him as G. S. Lyushkov, Commissar 3rd Class, countersigned by Nikolai Yezhov, NKVD head in Moscow. Lyushkov was promptly turned over to the Japanese military authorities, who transferred him to Seoul and then to Tokyo under close escort. On 1 July, the Japanese press was permitted to disclose that Lyushkov had sought refuge in Japan. Ten days later, to capitalize on the commissar's notoriety and to confound skeptics, the Japanese produced Lyushkov at a press conference in Tokyo. For the Japanese and foreign correspondents, who met separately with him, Lyushkov described Soviet Far East strength and the turmoil wracking the USSR, because for those of you unfamiliar this was during the Stalinist purges. Clearly, the Japanese had gained a unique reservoir of high-level intelligence and a wealth of materials, including notes scratched in blood by suspects incarcerated at Khabarovsk. A general tightening of Russian frontier security had recently been reported. Natives of Fangchuanting asserted that a Soviet cavalry patrol appeared in June, seemingly for the first time. Contact with Yangkuanping, northwest of Khasan, was severed. More importantly, Japanese Army Signal Corps intelligence detected a surge of Soviet message traffic from the Posyet Bay district. After Lyushkov's defection, a drastic reshuffle in the local Russian command apparently occurred, and responsibility for border surveillance seems to have been reallocated. Japanese records indicate that the Novokievsk security force commander was relieved and the sector garrison replaced by troops from Vladivostok. Gaimusho intelligence also received reports that a border garrison unit had been transferred from Khabarovsk or Chita to the Tumen sector. The Kwantung Army signal monitors also intercepted two significant frontline messages on 6 July from the new Russian local commander in the Posyet region, addressed to Lieutenant General Sokolov in Khabarovsk. Decoded, the messages suggested (1) that ammunition for infantry mortars amounted to less than half the required supply; and  (2) a recommendation that higher headquarters authorize Russian elements to secure certain unoccupied high ground west of Khasan.  The commander noted terrain advantages and the contemplated construction of emplacements that would command Najin and the Korean railway. As a start, at least one Russian platoon should be authorized to dig in on the highest ground (presumably Changkufeng) and deploy four tons of entanglements to stake out the Soviet claim. Korea Army Headquarters received a telegram from the Kwantung Army on 7 July conveying the deciphered messages. On the same day, the 19th Division in North Korea telephoned Seoul that, on 6 July, three or four Soviet horsemen had been observed reconnoitering Manchurian territory from atop a hill called Changkufeng. The alarming intelligence from the Kwantung Army and the front warranted immediate attention by the Korea Army. Some Kwantung Army officers doubted the significance of the developments, with one intelligence official even suggesting the Russian messages might be a deliberate ploy designed to entrap the Japanese at Changkufeng. On 7–8 July, all staff officers in Seoul convened at army headquarters. The name of Changkufeng Hill was not well known, but maps and other data suggested that neither the Japanese nor the Russians had previously stationed border units in the ridge complex west of Khasan. As early as March 1936, Army Commander Koiso Kuniaki had distributed maps to subordinate units, indicating which sectors were in dispute. No patrol was to enter zones lacking definitive demarcation. Until then, the only Japanese element east of the Tumen was a Manchurian policeman at Fangchuanting. Ownership of the high ground emerged as an early issue. A number of other points were raised by  the Kwantung Army: At present, Soviet elements in the area were negligible. The intrusion must not be overlooked. The Russians could be expected to exploit any weakness, and half-measures would not suffice, especially regarding the Japanese defense mission along a 125-mile frontier. In Japanese hands, Changkufeng Hill would be useful, but two excellent observation posts already existed in the neighboring sector of the Manchurian tongue. With dissidence and purges underway, the Russians may have judged it necessary to seal border gaps, particularly after Lyushkov's defection. They may also have sought to control Changkufeng to offset Japanese dominance of the high ground to the north. Soviet seizure of Changkufeng would upset the delicate status quo and could provoke a contest for equivalent observation posts. In broader terms, it mattered little whether the Russians sought a permanent observation post on Changkufeng Hill, which was of relatively minor strategic value. Japan's primary concern lay in the China theater; Changkufeng was peripheral. The Japanese should not expend limited resources or become distracted. The matter required consultation with the high command in Tokyo. In the absence of more comprehensive intelligence, the assembled staff officers concluded that the Korea Army should, at a minimum, ignore or disregard Soviet actions for the time being, while maintaining vigilant observation of the area. The consensus was communicated to Major General Kitano Kenzo, the Korea Army chief of staff, who concurred, and to Koiso. Upon learning that the recommendation advocated a low posture, Koiso inquired only whether the opinion reflected the unanimous view of the staff. Having been assured that it did, he approved the policy. Koiso, then 58, was at the threshold of the routine personnel changes occurring around 15 July. He had just been informed that he would retire and that General Nakamura Kotaro would succeed him. Those acquainted with Koiso perceived him as treating the border difficulties as a minor anticlimax in the course of his command tour. He appeared unemphatic or relaxed as he prepared to depart from a post he had held for twenty-one years. Although neither Koiso nor his staff welcomed the Soviet activities that appeared under way, his reaction likely reflected a reluctance to make decisions that could constrain his soon-to-arrive successor. On 8 July Koiso authorized the dispatch of warnings to the 19th Division at Nanam, to the Hunchun garrison, and to the intelligence branch at Hunchun. These units were instructed to exercise maximum precautions and to tighten frontier security north of Shuiliufeng. In response to the initial appearance of Soviet horsemen at Changkufeng, the Kucheng Border Garrison Unit of the 76th Infantry Regiment maintained close surveillance across the Tumen. By about noon on 9 July, patrols detected approximately a dozen Russian troops commencing construction atop Changkufeng. Between 11 and 13 July, the number of soldiers on the slopes increased to forty; there were also thirty horses and eleven camouflaged tents. Operating in shifts on the western side, thirty meters from the crest, the Russians erected barbed wire and firing trenches; fifty meters forward, they excavated observation trenches. In addition to existing telephone lines between Changkufeng, Lake Khasan, and Kozando, the Russians installed a portable telephone net. Logistical support was provided by three boats on the lake. Approximately twenty kilometers to the east, well within Soviet territory, large forces were being mobilized, and steamship traffic into Posyet Bay intensified. Upon learning of the "intrusion" at Changkufeng on 9 July, Lt. General Suetaka Kamezo, the commander of the 19th Division, dispatched staff officers to the front and prepared to send elements to reinforce border units.  The special significance of Suetaka and his division stemmed from a series of unusual circumstances. Chientao Province, the same zone into which Lyushkov had fled and the sector where Soviet horsemen had appeared, fell within Manchukuo geographically and administratively. Yet, in terms of defense, the configuration of the frontier, the terrain, and the transportation network more closely connected the region with North Korea than with southeastern Manchuria. Approximately 80% of the population was of Korean origin, which implied Japanese rather than Manchukuoan allegiance. Consequently, the Korea Army had been made operationally responsible for the defense of Chientao and controlled not only the three-battalion garrison at Hunchun but also the intelligence detachment located there. In the event of war, the Korea Army's mission was defined as mobilization and execution of subsidiary operational tasks against the USSR, under the control and in support of the Kwantung Army.  The Korea Army ordinarily possessed two infantry divisions, the 19th in North Korea and the 20th stationed at Seoul, but the 20th Division had already departed for China, leaving only the 20th Depot Division in the capital. Beyond sparse ground units, devoid of armor and with weak heavy artillery, there were only two air regiments in Korea, the nearest being the unit at Hoeryong. The Korea Army was designed to maintain public security within Korea as well as fulfill minimal defensive responsibilities. Such an army did not require a full-time operations officer, and none was maintained. When needed, as in mid-1938, the task fell to the senior staff officer, in this case Colonel Iwasaki Tamio. In peacetime, training constituted the primary focus.  Thus, the 19th Division was entrusted with defending northeastern Korea. Its commander, Suetaka, a seasoned infantryman, resented the fact that his elite force had never engaged in combat in China. He intensified training with zeal, emphasizing strict discipline, bravery, aggressiveness, and thorough preparation. Japanese veterans characterized him as severe, bullish, short-tempered, hot-blooded, highly strung, unbending, and stubborn. Nonetheless, there was widespread respect for his realistic training program, maintained under firm, even violent, personal supervision. His men regarded Suetaka as a professional, a modern samurai who forged the division into superb condition. Privately, he was reputed for sensitivity and warmth; a Japanese phrase "yakamashii oyaji" captures the dual sense of stern father and martinet in his character. At the outset, however, Suetaka displayed little aggression. Although not widely known, he did not welcome the orders from army headquarters to deploy to the Tumen. Until late July, he remained somewhat opposed to the notion of dislodging the Soviets from the crest, a proposition arising from neither the division staff nor, initially, Suetaka himself. Colonel Sato noted that, for a week after reports of Soviet excavation at Changkufeng, the division's response was limited to preparations for a possible emergency, as they perceived the matter as a local issue best settled through diplomacy. Korea Army officers acknowledged that, around the time the Soviets consolidated their outpost strength at Changkufeng, an informal and personal telegram arrived in Seoul from a Kwantung Army Intelligence field-grade officer who specialized in Soviet affairs. If the Korea Army hesitated, the Kwantung Army would be obliged to eject the Russians; the matter could not be ignored. While the telegram did not demand a reply and struck several officers as presumptuous and implausible, the message was promptly shown to Koiso. Koiso was driven to immediate action, he wired Tokyo asserting that only the Korea Army could and would handle the incident. One staff officer recalled "We felt we had to act, out of a sense of responsibility. But we resented the Kwantung Army's interference." The Korea Army staff convened shortly after receipt of the unofficial telegram from Hsinking. Based on the latest intelligence from the division dated 13 July, the officers prepared an assessment for submission to the army commander. The hypotheses were distilled into three scenarios: The USSR, or the Far East authorities, desires hostilities. Conclusion: Slightly possible. The USSR seeks to restrain Japan on the eve of the pivotal operations in China: the major Japanese offensive to seize Hankow. Conclusion: Highly probable. The Posyet district commander is new in his post; by occupying the Changkufeng ridges, he would demonstrate loyalty, impress superiors, and seek glory. Conclusion: Possible. Late on 13 July or early on 14 July, Koiso approved the dispatch of a message to the vice minister of war, and the Kwantung Army chief of staff:  "Lake Khasan area lies in troublesome sector USSR has been claiming . . . in accordance with treaties [said Secret Message No. 913], but we interpret it to be Manchukuoan territory, evident even from maps published by Soviet side. Russian actions are patently illegal, but, considering that area does not exert major or immediate influence on operations [Japan] is intending and that China Incident is in full swing, we are not going to conduct counterattack measures immediately. This army is thinking of reasoning with Soviets and requesting pullback, directly on spot. . . . In case Russians do not accede in long run, we have intention to drive Soviet soldiers out of area east of Khasan firmly by use of force."  The message concluded with a request that the Tokyo authorities lodge a formal protest with the USSR, on behalf of Manchukuo and Japan, and guide matters so that the Russians would withdraw quickly. Dominant in Japanese high command thinking in 1938 was the China theater; the Changkufeng episode constituted a mere digression. A sequence of Japanese tactical victories had preceded the summer: Tsingtao fell in January; the Yellow River was reached in March; a "reformed government of the Republic of China" was installed at Nanking several weeks later; Amoy fell in early May; Suchow fell on the 20th. With these gains, northern and central fronts could be linked by the Japanese. Yet Chinese resistance persisted, and while public statements anticipated imminent Chinese dissension, private admissions acknowledged that the partial effects of Suchow's fall were ominous: control might pass from Chiang Kai-shek to the Communists, Chinese defiance might intensify, and Soviet involvement could ensue. A Hankow drive appeared desirable to symbolize the conclusion of the military phase of hostilities. The Japanese and their adversaries were in accord regarding the importance of the summer and autumn campaigns. Even after Suchow's fall, the government discouraged public insinuations that enemy resistance was collapsing; when Chiang addressed the nation on the first anniversary of hostilities, Premier Konoe prophetically proclaimed, "The war has just begun." Colonel Inada Masazum served as the Army General Staff's principal figure for the Changkufeng affair, occupying the position of chief of the 2nd Operations Section within the Operations Bureau in March 1938. A distinguished graduate of the Military Academy, Inada completed the War College program and held a combination of line, instructional, and staff assignments at the War College, the Army General Staff, and the War Ministry. He was recognized as a sharp, highly capable, and driveful personality, though some regarded him as enigmatic. Following the capture of Suchow, Imperial General Headquarters on 18 June ordered field forces to undertake operational preparations for a drive to seize the Wuhan complex. Inada favored a decisive move aimed at achieving a rapid political settlement. He acknowledged that Soviet intervention in 1938, during Japan's involvement in China, would have been critical. Although Japanese forces could still defeat the Chinese, an overextended Japanese Army might be fatally compromised against the Russians. Soviet assistance to China was already pronouncedly unwelcome. The Soviets were reported to possess roughly 20 rifle divisions, four to five cavalry divisions, 1,500 tanks, and 1,560 aircraft, including 300 bombers with a range of approximately 3,000 kilometers, enabling reach from Vladivostok to Tokyo. Soviet manpower in Siberia was likely near 370,000. In response, Japanese central authorities stressed a no-trouble policy toward the USSR while seeking to "wall off" the border and bolster the Kwantung Army as quickly as possible. Nevertheless, the envisaged correction of the strategic imbalance could not occur before 1943, given shortages in ammunition, manpower, and materiel across existing theaters in China. By the end of 1937 Japan had committed 16 of its 24 divisions to China, bringing the standing force to roughly 700,000. Army General Staff planners reallocated three ground divisions, intended for a northern contingency, from north to central China, even as the Kwantung Army operated from a less favorable posture. Attitudes toward the northern problem varied within senior military circles. While concern persisted, it was not universal. As campaigns in China widened, planning at the high command level deteriorated, propagating confusion and anxiety to field armies in China. The Japanese Navy suspected that the Army general staff was invoking the USSR as a pretext for broader strategic aims—namely, to provoke a more consequential confrontation with the USSR while the Navy contended with its own strategic rivalries with the Army, centered on the United States and Britain. Army leaders, however, denied aggressive intent against the USSR at that time. The Hankow plan encountered substantial internal opposition at high levels. Private assessments among army planners suggested that a two-front war would be premature given operational readiness and troop strength. Not only were new War Ministry officials cautious, but many high-ranking Army general staff officers and court circles shared doubts.  Aggressive tendencies, influenced by subordinates and the Kwantung Army, were evident in Inada, who repeatedly pressed Tada Shun, the deputy army chief of staff, to endorse the Wuhan drive as both necessary and feasible, arguing that the USSR would gain from Japan's weakening without incurring substantial losses. Inada contended that Stalin was rational and that time favored the USSR in the Far East, where industrial buildup and military modernization were ongoing. He argued that the Soviet purges impeded opportunistic ventures with Japan. He posited that Nazi Germany posed a growing threat on the western front, and thus the USSR should be avoided by both Japan, due to China and Russia, due to Germany. While most of the army remained engaged in China, Tada did not initially share Inada's views; only after inspecting the Manchurian borders in April 1938 did he finally align with Inada's broader vision, which encompassed both northern and Chinese considerations. During this period, Inada studied daily intelligence from the Kwantung Army, and after Lyushkov's defection in June, reports suggested the Soviets were following their sector commander's recommendations. Russian troops appeared at Changkufeng, seemingly prepared to dig in. Inada recollects his reaction: "That's nice, my chance has come." I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The simmering Soviet–Japanese border clashes centered on Changkufeng Hill near Lake Khanka, set within a broader history of contested frontiers dating to Qing and Tsarist treaties. Japan, prioritizing China, considered Changkufeng peripheral but ready to confront Soviet encroachment; Moscow aimed to consolidate border gains, with high-level war planning overlaying regional skirmishes. Conflict loomed over Manchuria.

Privately, the royal family had long been bracing for the inevitable fallout surrounding Prince Andrew's association with Jeffrey Epstein. Insiders described an atmosphere of quiet dread within palace walls—where the Duke of York's behavior, arrogance, and questionable friendships were seen as a ticking time bomb. His extravagant lifestyle, insistence on maintaining ties with Epstein even after the financier's first conviction, and tone-deaf interviews all fed the sense that scandal wasn't a matter of if, but when. Behind closed doors, senior royals were said to be exasperated, viewing Andrew as a liability whose judgment could one day drag the monarchy into the kind of moral quagmire it hadn't seen since the abdication crisis.When that shoe finally dropped, with Epstein's arrest and Virginia Roberts Giuffre's allegations thrusting Andrew's name into global headlines, the sense of inevitability inside the palace turned into damage control. The Queen reportedly struggled to balance maternal loyalty with institutional preservation, while Prince Charles and Prince William quietly pushed for exile to protect the crown's reputation. What followed wasn't just a family crisis—it was a confirmation of their worst fears. The royal family's careful machinery of silence, denial, and image management could no longer contain the scandal. Andrew's downfall wasn't sudden; it was the slow-motion collapse they had all seen coming for years.to  contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Space Race and Private Industry Guest: Bob Zimmerman Bob Zimmerman discusses how SpaceX's privately funded Starship program is positioned to beat NASA, China, and Russia in establishing a lunar base, operating independently of the struggling Artemis program. China and Blue Origin are deemed significantly behind in their lunar efforts. Zimmerman also covers other segments including A Space Mobile competing with Starlink, semiconductor manufacturing in space, the X59 project becoming obsolete due to private innovation, and accessible Martian ice at a potential Starship landing site. The convergence of private sector capabilities and reduced government constraints suggests a fundamental shift in space exploration dynamics.

Space Race and Private Industry Guest: Bob Zimmerman Bob Zimmerman discusses how SpaceX's privately funded Starship program is positioned to beat NASA, China, and Russia in establishing a lunar base, operating independently of the struggling Artemis program. China and Blue Origin are deemed significantly behind in their lunar efforts. Zimmerman also covers other segments including A Space Mobile competing with Starlink, semiconductor manufacturing in space, the X59 project becoming obsolete due to private innovation, and accessible Martian ice at a potential Starship landing site. The convergence of private sector capabilities and reduced government constraints suggests a fundamental shift in space exploration dynamics.

Ghislaine Maxwell's legal team requested that the court allow them to privately screen potential jurors ahead of her federal sex-trafficking trial, arguing that extensive media coverage and the high-profile nature of the case made it impossible to ensure impartiality in a public setting. Her lawyers pushed for closed-door questioning sessions, claiming that prospective jurors might be reluctant to speak candidly about sensitive topics like sexual abuse if reporters or spectators were present. They also urged the court to keep juror questionnaires sealed, arguing that making them public could allow individuals to manipulate their answers to secure a place on the jury.The court, however, rejected Maxwell's motion, siding with prosecutors and media organizations that argued transparency was vital in a case of such public importance. The judge ruled that jury selection must remain open to ensure accountability and to preserve confidence in the judicial process. Critics of Maxwell's request saw it as a strategic ploy—one more attempt to control optics and quietly shape the jury pool in her favor. Given the longstanding pattern of secrecy surrounding Maxwell and Epstein's operations, her team's push for privacy only reinforced perceptions that she sought to keep damaging information from ever seeing daylight.to contact  me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Sergio Sanchez sits in for Dana. Colombia's President Petro says that if Trump won't change, the solution is to get rid of Trump. Speaker Johnson reveals Democrat insiders are admitting PRIVATELY they are terrified of getting the political guillotine if they reopen the government. Greg Gutfeld nails exactly why the “No Kings” marchers are privileged. Sergio breaks down why the government is still shut down. Will this affect Democrats in the Midterms? Jon Stewart surprises Bernie Sanders with a BRUTAL fact about endless government spending on healthcare. Waymo vehicles to begin delivering some DoorDash orders in Arizona.  Sen. John Cornyn joins us to discuss the game of chicken that is the government shutdown.Thank you for supporting our sponsors that make The Dana Show possible…CovePurehttps:/CovePure.com/DanaTake back control of your family's health with CovePure, the advanced water filtration system designed for pure, great-tasting water. Get $200 off. Webroothttps://Webroot.com/DanaChange your October from cyber-scary to cyber-secure with 60% off Webroot Total Protection.AmmoSquaredhttps://AmmoSquared.comDon't get caught without ammo and be sure to tell them you heard about Ammo Squared on this show. ChapterFor free and unbiased Medicare help from my partners Chapter, dial #250 and say keyword “My Medicare”Chapter and its affiliates are not connected with or endorsed by any government entity or the federal Medicare program. Chapter Advisory, LLC represents Medicare Advantage HMO, PPO, and PFFS organizations and stand-alone prescription drug plans that have a Medicare contract. Enrollment depends on the plan's contract renewal. While we have a database of every Medicare plan nationwide and can help you search among all plans, we have contracts with many but not all plans. As a result, we do not offer every plan available in your area. Currently, we represent 50 organizations which offer 18,160 products nationwide. We search and recommend all plans, even those we don't directly offer. You can contact a licensed Chapter agent to find out the number of products available in your specific area. Please contact Medicare.gov, 1-800-Medicare, or your local State Health Insurance Program (SHIP) to get information on all of your options.Keltechttps://KelTecWeapons.comKelTec builds every KS7 GEN2 right here in the USA with American materials and workers—upgrade your home defense today. All Family Pharmacyhttps://AllFamilyPharmacy.com/Dana Don't wait until flu season knocks at your door. Use code DANA10 at checkout to save 10%. Relief Factorhttps://ReliefFactor.com OR CALL 1-800-4-RELIEFTurn the clock back on pain with Relief Factor. Get their 3-week Relief Factor Quick Start for only $19.95 today! Byrnahttps://Byrna.com/DanaGet your hands on the new compact Byrna CL. Visit Byrna.com/Dana to receive 10% off Patriot Mobilehttps://PatriotMobile.com/DanaDana's personal cell phone provider is Patriot Mobile. Get a FREE MONTH of service code DANAHumanNhttps://HumanN.comStart supporting your cardiovascular health with SuperBeets, now available at your local Walmart.

Welp! We're almost finished our 3.26 private league (Path 1) and it's only natural to compare games when you jump from one game to another. So this episode is all about our builds, hardcore deaths, and comparisons between GGG's games. We hope you're enjoying our Path of Exile 1 PL, if you're playing, and the same wishes towards any of your PoE 2 experiences! Thanks, as always, for your support! We appreciate you taking the time to listen in.(00:00:00) Welcome to Forever Exiled(00:21:45) Transition into Path of Exile talk(00:25:12) Patch 3.26 impressions and changes(00:32:08) Skill balance and meta builds(00:39:55) Atlas tree reworks and favorite maps(00:47:20) Loot drops, RNG, and trading frustrations(00:54:45) Community leagues and private events(01:00:10) Minion builds and summoner adjustments(01:09:30) Performance and technical polish in PoE2(01:18:05) Looking forward to next league and closing thoughtsForever Exiled Info:www.foreverexiled.comPatreonTwitter @ForeverExiled82Path of Exile WebsiteWrecker of Days Builds ListDiscord...FE Merch StoreFE Nexus Store

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The unexpected death of R&B Neo-Soul singer D'Angelo has shocked the music industry. Privately battling pancreatic cancer and succumbing at age 51. D'Angelo dies just months after his former love and Mother of his child, Angie Stone. The Actual and Factual Kim Smith and Sir Goodwin Live also break down the latest in entertainment and current events in this episode. Kim's Korner ends the show with relationship topics (11800).DAngelo 0200Diane Keaton 0400Sister Jean 0600Ike JR 0800RHOP Wendy and Happy Eddie OSEFO indicted 1000Derrick Graves captured 130Drake v Kendrick dismissed again 1800Get ur Freak on best song of the 21st century 2100 No limit v cash money versus2600 Danity Kane reunited touramy roblach and tj holmes engaged 33003700 Stephen a smith is clown4000 Government ShutdownThe CHI set to end 10100Allen Iverson 1090011400 abortion v death penaltyWoman gives $2000 back 11800Woman leaves Ex's daughter a school 12500Men are choosing to be single and children free for peaceful. 14000LeBron doesn't wan to be alone

The 10 Second Takeaway: DraftKings and other online sports betting platforms are losing market share to predictive markets. DraftKings (Nasdaq: DKNG) and FanDuel (owned by Flutter Entertainment (NYSE: FLUT)) have enjoyed more than 80% share for years in America's online sports betting market duopoly.But now they're adjusting to a new player who's recently joined their table.Privately-held Kalshi has a reserved seat to allow gamblers to bet on sporting events. Yet this isn't the same as its larger peers, and its new approach is taking the industry by storm.Kalshi isn't just another online sports book. It is technically an exchange who sells financial products that are tied to the outcomes of sporting events.That legal distinction is important, because Kalshi and other predictive market platforms are regulated by the Commodity Futures Trading Commission at the federal level. That's quite different from online sports betting platforms, who are regulated by each individual state.DraftKings and FanDuel have been lobbying endlessly on a state-by-state basis, trying not only to get their apps legalized but also for them to have consistent tax rates. Even after decades of operations, online sports betting is still only legal in 38 states + the District of Columbia.Yet Kalshi's financial products are available in all 50 states and have quickly sidestepped the traditional book of rules.As expected, the money is flowing to what's more universally available. The NY Times reported that Kalshi facilitated more than $2.5 billion worth of sports contracts in September alone, with the majority being on NFL games.That's a pretty formidable number, especially when considering the total cash handle for all sports betting last year was around $150 billion.There are political ties here as well. Kalshi named Donald Trump Jr as a strategic advisor one week before the president's inauguration, and the Trump Administration further issued tax cuts that are financially advantageous for future contracts as compared to traditional gambling.I don't personally see much of a difference between prediction market financial contracts and online sports bets. They're pretty much identical in function and are placed in exactly the same way within the apps by users.Yet in this highly-regulated industry, Kalshi and its predictven market peers appear to have been given a Trump Card. And that's providing an important edge that is causing it to win big at the expense of others.DraftKings will report its third quarter earnings in early November. I'll grab a front row seat and some popcorn, eager to see how this game will ultimately play out. See all of our coverage on DraftKings at 7investing.com/DKNG

After Jeffrey Epstein's 2019 arrest, billionaire financier Leon Black scrambled to distance himself from the disgraced sex offender, despite years of documented financial and personal ties. Black initially portrayed his connection to Epstein as limited to “tax and estate planning advice,” claiming he was unaware of Epstein's criminal activities and had ended all contact after learning of them. But that narrative began to crumble when reports revealed Black had paid Epstein roughly $158 million between 2012 and 2017—years after Epstein's 2008 conviction for soliciting sex from a minor. Under growing scrutiny, Black stepped down as CEO and chairman of Apollo Global Management in 2021 following an internal investigation that, while stopping short of criminal findings, confirmed that his payments to Epstein were far larger and more frequent than previously disclosed.Publicly, Black sought to frame himself as a victim of Epstein's manipulative charm, describing their relationship as a “terrible mistake” born of misplaced trust in a man who “betrayed” him. Privately, however, former associates and leaked correspondence suggested the two had shared a closer dynamic, with Epstein advising on personal matters, charitable giving, and even meeting members of Black's family. The fallout tarnished Black's reputation permanently, forcing him into partial exile from the financial elite he once dominated. His attempts to rebrand the connection as a naïve business misjudgment only deepened public skepticism—cementing his image as another powerful man who enabled, empowered, and profited from Jeffrey Epstein long after the rest of the world knew who and what he was.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Preview: Kevin Frazier discusses the extreme vulnerability and fragmented state of undersea cables, the vast majority of which are privately owned. The Department of Defense relies on these systems, which lack sufficient protection due to high costs. Frazier highlights recent reports that the Russian ship Yantar, under GRU possession, is tracking and mapping these vital cables near Great Britain in the event of conflict.

Preview: Kevin Frazier discusses the extreme vulnerability and fragmented state of undersea cables, the vast majority of which are privately owned. The Department of Defense relies on these systems, which lack sufficient protection due to high costs. Frazier highlights recent reports that the Russian ship Yantar, under GRU possession, is tracking and mapping these vital cables near Great Britain in the event of conflict.

Tom makes sure to commemorate National Daughters Day; have you heard the one about Kevin and a beautiful blonde walk into a bar; Jimmy Kimmel is back; Ball State University worker fired over a private social media post about Charlie Kirk; Trump's about-face on Ukraine; James Comey indicted.

In hour 2 Andy and Randy bring you an NFL No Huddle as the Falcons travel to Minnesota for Sunday Night Football, and Denver wants a retractable roof stadium? Also, Carolina has a racoon sandwich?

The crew dove into the buzz around LeBron James reportedly reaching out privately to Drake to smooth things over after supporting Kendrick Lamar’s diss track “Not Like Us.” Sources claim LeBron apologized through multiple channels, but Drake has yet to publicly respond, leaving fans wondering if their once-tight friendship can recover. See omnystudio.com/listener for privacy information.

Democrats publicly say Trump’s crime policies are racist and xenophobic, but privately they are cheering him on.See omnystudio.com/listener for privacy information.

Another call with Peter Wilson discussing ULEZ, Parking companies and lots more    #commonlaw #natural law #sovereignity   About my Guest: Ex Royal Navy gunner and armourer, turned professional fighter. Owned and ran own martial arts gym for about 30 years. Always been aware of something not being right in the world, went deep into it after losing over £1million of property in 1 week including own home. So been up and been down even living in a car for a while with his wife Janine and 4 dogs.   --- Awakening Podcast Social Media / Coaching My Other Podcasts    ⁠⁠⁠https://roycoughlan.com/⁠⁠   ------------------ What we Discussed:   00:25 Who is Peter Wilson 01:40 His book that explains Trusts in Simple Terms 06:23 A series of Books to improve humanity 09:00 He created a Video how to Navigate Skool Platform 12:30 How they Navigate the Platform 15:55 The Ai is pushing an Agenda 20:00 How they have created an Ai that does not check the internet 22:25 The FCA Handbook 25:25 Notice of Assignment 27:10 The Business and Property Courts 28:30 Can they apply a limit of claims 30:40 Fighting a Mortgage Case 34:20 Thoughts on Tommy Robbinson 37:30 How do we stop our countries been destroyed 44:20 Live Life as Privately as Possible 44:45 How to Navigate the TV lisence 47:10 All the Speed Limits are reduced from 50km (30 miles) to 40km ( 20 miles) 53:00 Dealing with ULEZ 54:25 You can not live in Chaos while driving 58:45 When Peters car when destroyed 1:01:10 Can you have a Bond for the Insurance 1:03:10 Te Corruption with the Parking Companies 1:12:00 How much the DVLA make selling your DATA 1:19:28 Case Law Mr Bevis 1:21:45 SAR - Subject Access Request 1:24:55 The costs and effect of Parking Fees 1:28:30 If your Car is Clamped   How to Contact Peter:    https://www.skool.com/check-mate-the-matrix-2832/about?ref=f30a0a71fea743aa8f9b8fb632d6129c   https://www.claimyourstrawman.com/ https://linktr.ee/PeterWilsonReturnToDemocracy   ------------------------------ More about the Awakening Podcast: All Episodes can be found at www.awakeningpodcast.org   My Facebook Group Mentioned in this Episode https://www.facebook.com/profile.php?id=61572386459383   Awakening Podcast Social Media / Coaching My Other Podcasts    ⁠⁠⁠https://roycoughlan.com/⁠⁠   Our Facebook Group can be found at https://www.facebook.com/royawakening   #checkmatethematrix #ucc #peterwilson #clamping#parkingcompanies  

Another call with Peter Wilson discussing ULEZ, Parking companies and lots more  #commonlaw #natural law #sovereignity About my Guest:Ex Royal Navy gunner and armourer, turned professional fighter. Owned and ran own martial arts gym for about 30 years. Always been aware of something not being right in the world, went deep into it after losing over £1million of property in 1 week including own home. So been up and been down even living in a car for a while with his wife Janine and 4 dogs. ---Awakening Podcast Social Media / Coaching My Other Podcasts  ⁠⁠⁠https://roycoughlan.com/⁠⁠ ------------------What we Discussed: 00:25 Who is Peter Wilson01:40 His book that explains Trusts in Simple Terms06:23 A series of Books to improve humanity09:00 He created a Video how to Navigate Skool Platform12:30 How they Navigate the Platform15:55 The Ai is pushing an Agenda20:00 How they have created an Ai that does not check the internet22:25 The FCA Handbook25:25 Notice of Assignment27:10 The Business and Property Courts28:30 Can they apply a limit of claims30:40 Fighting a Mortgage Case34:20 Thoughts on Tommy Robbinson37:30 How do we stop our countries been destroyed44:20 Live Life as Privately as Possible44:45 How to Navigate the TV lisence47:10 All the Speed Limits are reduced from 50km (30 miles) to 40km ( 20 miles)53:00 Dealing with ULEZ54:25 You can not live in Chaos while driving58:45 When Peters car when destroyed1:01:10 Can you have a Bond for the Insurance1:03:10 Te Corruption with the Parking Companies1:12:00 How much the DVLA make selling your DATA1:19:28 Case Law Mr Bevis1:21:45 SAR - Subject Access Request1:24:55 The costs and effect of Parking Fees1:28:30 If your Car is Clamped How to Contact Peter:  https://www.skool.com/check-mate-the-matrix-2832/about?ref=f30a0a71fea743aa8f9b8fb632d6129c https://www.claimyourstrawman.com/https://linktr.ee/PeterWilsonReturnToDemocracy ------------------------------More about the Awakening Podcast:All Episodes can be found at www.awakeningpodcast.org My Facebook Group Mentioned in this Episode https://www.facebook.com/profile.php?id=61572386459383 Awakening Podcast Social Media / Coaching My Other Podcasts  ⁠⁠⁠https://roycoughlan.com/⁠⁠ Our Facebook Group can be found at https://www.facebook.com/royawakening #checkmatethematrix #ucc #peterwilson #clamping#parkingcompanies 

ISRAEL BIBI TO POTUS PRIVATELY. MALCOLM HOENLEIN @CONF_OF_PRES @MHOENLEIN1@THADMCCOTTER @THEAMGREATNESS 1883 DC