Podcasts about Procurement

“Too many procurement professionals have developed a push energy. If you take that same approach with internal stakeholders, it won't work. We need to develop pull energy — asking questions, listening, and creating a shared vision.” - Giuseppe Conti, Professor, Author of Negotiation + Influence = Success: Quick Lessons to Help You Win in Corporate Life Procurement leaders know how much the field has changed, but the biggest barriers often come from within. As procurement's role expands, it has become essential to influence internally, manage expectations, and go beyond data-driven persuasion. In this Art of Procurement podcast episode, Philip Ideson speaks with Giuseppe Conti, a seasoned procurement executive turned business school professor. Giuseppe reveals why internal negotiation is so much tougher than dealing with suppliers, and offers strategies to shift procurement teams from “push” to “pull” influence. If your team's technical skills are strong, but your impact could be greater, this is a must-listen. Giuseppe's practical tools – like a 20-minute, one-page prep template and real-world active listening techniques – will give any procurement leader an edge. In this episode, Giuseppe explains how to: Diagnose and close the gap between perceived and actual listening skills Move from “push energy” to “pull energy” for genuine, lasting influence Set realistic internal stakeholder expectations and avoid common missteps Balance data with emotional intelligence to drive decisions Links: Giuseppe Conti on LinkedIn Negotiation + Influence = Success: Quick Lessons to Help You Win in Corporate Life by Giuseppe Conti Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube

2025-10-17 | Silicon Wafers 031 | DAILY UPDATES | Today: Why Russia's War Machine Is Cracking, and it fails to fundamentally reform. Is the Russian military failing? What systemic, strategic, technical, and economic fractures are eating it from within? And what does that mean for Ukraine and Russia's imperial dreams? Here are the angles we'll explore: 1. Strategic misalignment & flawed doctrine2. Structural weaknesses in the military‑industrial complex3. Logistics, supply chains, and chokepoints4. Technology, drones, and innovation shortfalls5. Economic strain, manpower, and corruption6. Recent battlefield case study + outlook----------Partner on this video: KYIV OF MINE Watch the trailer now: https://www.youtube.com/watch?v=arJUcE1rxY0'Kyiv of Mine' is a documentary series about Ukraine's beautiful capital, Kyiv. The film production began in 2018, and much has changed since then. It is now 2025, and this story is far from over.https://www.youtube.com/@UCz6UbVKfqutH-N7WXnC5Ykg https://www.kyivofmine.com/#theprojectKyiv of Mine is fast paced, beautifully filmed, humorous, fun, insightful, heartbreaking, moving, hopeful. The very antithesis in fact of a doom-laden and worthy wartime documentary. This is a work that is extraordinarily uplifting. My friend Operator Starsky says the film is “Made with so much love. The film series will make you laugh and cry.” ----------SOURCES: Russia's War Machine Runs Out of Resources — Reddit discussion, citing military spending dataComparing the Size and Capabilities of the Russian and Ukrainian Militaries — Council on Foreign RelationsRussia's Struggle to Modernize Its Military Industry — Chatham House Russia Analytical Report, Oct. 6–14, 2025 — RussiaMatters Disassembling the Russian War Machine: Logistics, Procurement, Constraints — KSE Institute Russia Has the Resources for a Long War in Ukraine — Carnegie Endowment Economic impact of the Russo‑Ukrainian war — Wikipedia & referencesRussian arms industry overview — WikipediaBattle of Avdiivka (2023–2024) — Wikipedia & open sources Forecasting Russian Equipment Losses Using Time Series and Deep Learning Models (ArXiv)“Russia's coal miners buckle under sanctions…” — Financial Times (2025) “Russian high military recruitment bonuses…” — Business Insider (2025)“New report says Russia is better able to withstand heavy battlefield losses…” — AP News“Ukraine war briefing: Crimea oil depot burns…” — The Guardian“The key to success is in the sky” — The Guardian on Russia's air assault“Power restored to 800,000 in Kyiv…” — AP News“Russian tycoon body count … mysterious deaths” — NY Post“Russia is unleashing a new surge of exploding drone attacks on Ukraine's rail network” — Business Insider“The ‘Deathonomics' Powering Russia's War Machine” — Wall Street JournalThe Economic Costs of the Russia‑Ukraine War: A Synthetic Control Study of (Lost) Entrepreneurship — Audretsch et al. (arXiv)----------SILICON CURTAIN FILM FUNDRAISERA project to make a documentary film in Ukraine, to raise awareness of Ukraine's struggle and in supporting a team running aid convoys to Ukraine's front-line towns.https://buymeacoffee.com/siliconcurtain/extras----------

Global trading of steel, lumber, and rare earth minerals makes our companies and industries and economies work. And yet, right up there with those examples is an agricultural commodity many people don't like and won't eat: soybeans. Soybeans are a huge focus of the trade talks between the U.S. and China, and there is a lot at stake between now and the end of the year, especially for U.S. soybean farmers. China has been actively diversifying their sources of soybeans away from the United States, and they have developed at least two viable alternatives: Brazil and Argentina. The U.S. has less actively (and only lately) started diversifying their customer base for exported soybeans, leaving farmers with a bumper crop and no one to sell it to. In this episode of the Art of Supply podcast, Kelly Barner covers the soybean supply chain and its intersection with geopolitics: Starting with an overview of the global soybean market and how soybean trade is being affected by tariffs Why soybean farmers are upset with the country of Argentina - and the Federal government How the United States actually took soybean production away from China in the 1950s and 1960s, but now stands to lose their place as a prominent global source Links: Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement  

Procurement doesn't just have a measurement problem. It has a motivation problem. Behind every misaligned target, every “savings” claim, and every missed opportunity is the same invisible culprit: incentives that quietly tell people to do the wrong things well. In this episode of Buy: The Way…To Purposeful Procurement, Jason Brown, accounting professor at Indiana University and longtime corporate incentives expert, joins co-hosts Philip Ideson and Rich Ham to expose how organizational reward systems shape behavior far more powerfully than strategy or mission statements ever could. He explains why even the most principled teams end up chasing metrics that distort procurement's purpose, and why rethinking incentive design may be the key to unlocking true business alignment. Drawing from decades of academic research and corporate consulting, Jason unpacks the subtle ways procurement incentives drift off course: how bonus structures reward volume over value, how finance and procurement end up speaking different dialects of “performance,” and how organizations confuse compliance with contribution. He also brings attention to the rare examples of companies that have broken these patterns by tying procurement's rewards directly to shared outcomes that improve EBITDA, resilience, and stakeholder trust. This conversation challenges a fundamental assumption: can procurement ever be purposeful if its people are rewarded for something other than real impact?  As Jason argues, until incentives reflect what actually matters to the business and society, procurement will remain stuck in a cycle of performative alignment where everyone looks busy but the enterprise stands still. According to Jason, the truth may be uncomfortable, but it's exactly what procurement needs to hear. Incentive design isn't a soft topic or a side project. It's the operating system of purposeful procurement, and it's long overdue for an upgrade. Links: Jason Brown on LinkedInRich Ham on LinkedInLearn more at FineTuneUs.com

Join host Sean White as he interviews Jason Evans, co-founder and Chief Innovation Officer at ProScore Technologies, about the transformative role of AI in workforce management for the renewable energy sector. Discover how ProScore's innovative solutions streamline compliance with the Inflation Reduction Act, simplify onboarding for contractors and subcontractors, and support apprenticeship programs across the industry. This episode offers valuable insights into prevailing wage compliance, high-paying career opportunities, and the future of technology-driven workforce solutions in clean energy.   Topics Covered ProScore Technologies IRA = Inflation Reduction Act Constructors and Subcontractors Apprenticeship Program Incentives Tax Credits E-Learning EPC = Engineering, Procurement and Construction AI = Artificial Intelligence ASES = American Solar Energy Society Big Beautiful Bill Prevailing Wage Davis-Bacon www.sam.gov ProScore Connect Solar Apprenticeship Program   Reach out to Jason Evans here: LinkedIn: www.linkedin.com/in/jason-evans Website: www.proscore.ai   Learn more at www.solarSEAN.com and be sure to get NABCEP certified by taking Sean's classes at www.heatspring.com/sean www.solarsean.com/pvip www.solarsean.com/esip

Scott Murakami, PHIG Workforce Director and Principal Investigator with the State of Hawaii, shares how his department is utilizing Public Health Infrastructure Grant funds to support the state's public health workforce; jurisdictions looking to stay current on PHIG deadlines, project updates, resources and more can subscribe to the PHIG National Partners Connections newsletter; Melissa Touma, Director of the Public Health Infrastructure Program at ASTHO, discusses why procurement timelines are so critical and how PHIG recipients are using the grant to accelerate them; and Melissa Magstadt, ASTHO member and Secretary of the South Dakota Department of Health, was recently honored with the State Official Award by the South Dakota Association of Healthcare Organizations.  ASTHO Web Page: Public Health Infrastructure Grant ASTHO Web Page: Subscribe: PHIG Connections Newsletter ASTHO Blog: PHIG Recipients Accelerating Procurement Processes South Dakota Association of Healthcare Organizations: SDAHO recognizes 9 individuals with Distinguished Service Awards during 2025 Annual Convention  

“Everyone keeps talking about AI just for the sake of AI, but, ultimately, the only thing that matters is the outcome you can achieve.” - Baber Farooq, Senior Vice President, Market Strategy, Procurement Solutions at SAP Procurement leaders have long felt the pinch: rising expectations, tight budgets, and platforms that struggle to keep up with user expectations. As AI shifts from a buzzword to true capability, procurement needs to rethink what they need from their core procurement suite. What will it take to move from incremental change to a genuine step-change in productivity? In this episode, Baber Farooq, Senior Vice President, Market Strategy, Procurement Solutions at SAP, discusses the future of SAP Ariba and what “next-gen” truly means for procurement. To do this, Baber draws back the curtain on SAP's rethink of Ariba, including why incremental AI add-ons just weren't enough, and how his team approached trust, transparency, and a seamless transition for current users. In this episode, Baber speaks about: Reimagining procurement technology with AI as a core capability, not a bolt-on Why data quality and structure are critical to enabling reliable AI outcomes Concrete examples of how generative AI changes real user workflows and decision-making Links: Baber Farooq on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

With: Nicholas Nelson (Archangel) • Dan • Lomax • MadsTL;DW• Defence-first wins on capability and returns; primes are partners and channels.• Helsing: buys platforms/revenue for access; layers AI—different from Anduril's buy-TRL-tech + scale model.• Beyond drones: biggest gap/opportunity is tactical EW.• Procurement: more fast lanes (SOF, pilots); primes getting easier to work with.• AI: real profits exist (esp. NVIDIA), but value chain is fragile; expect a correction, not a collapse. Picking winners more important than timing.Content with Time Codes02:40 — Why defence-firstBeats dual-use on outcomes and returns; lifelong focus.04:32 — DefinitionsCustomer = MoDs + primes; aim: lethality/readiness and societal resilience. Beware “defence-washing”.06:37 — What's hotAvoid herd to drones only; counter-UAS, EW, human performance, deception, survivability.08:23 — Helsing buys GrobNeo-prime play: new co buys legacy manufacturing for platform access.10:42 — The two Defence M&A playbooksAnduril: buys mid-TRL tech (Area-I, Dive LD/Ghost Shark, Adranos) → scales via brand/distribution.Helsing: buys finished products/revenue (Mittelstand) → immediate customers; then add AI.14:25 — Prime status & capitalDistribution + capital to AI-enable platforms.17:47 — Roll-up vs buildNarrative “build”; execution “roll-up + build”.19:47 — Drones & ‘drone wall'Layered answer: blunt with drones, hold with conventional forces.21:49 — The big one: Electronic Warfare (EW)NATO underinvested; tactical EW is the unmet need; legacy kit is '80s/'90s.24:54 — Startup wedgePut EW at the edge (drones/aircraft/fixed) → near-term wins.26:33 — Baltic realismHistory, 2007–09 Estonia cyber, current incursions; likely Kaliningrad corridor.28:19 — Founder mistakesTech ≠ win by itself; experience + gov engagement matters; US analogue: top funds have IC/SOF DNA.30:43 —  Are there really only a “Few buyers?”Many real buyers inside a MoD/DoD (services, sub-units, innovation orgs).36:23 — Sovereignty & US primesUS strategics will buy abroad; Europe balancing autonomy with jobs/exits.41:07 — Starlink vs IRIS²Starlink's lead + cadence; IRIS² slower—watch timelines vs evolving threats.47:18 — AI bubble?Warnings vs fundamentals; self-funded capex; real profits.49:37 — NVIDIA ramp$4.4B (2023) → $73B this year; growth tempers multiples.51:48 — AI Circular money & marginsCursor → Anthropic → hyperscalers → NVIDIA; only NVIDIA mints big margins; margin pressure coming (new semis, China, SLMs).53:12 — Picking beats timingDot-com lesson: Cisco losses vs Amazon wins.54:19 — Capacity vs efficiencyCapex likely useful long-run, but open source squeezes costs.55:52 — Platform riskFrontier labs moving up-stack; vertical AI + trust + data = moat.58:58 — Base caseLikely correction (30–50%) at some point; timing is unknowable (not investment advice).

When finance leaders push for measurable savings and supply chain leaders prioritize continuity and resilience, technology adoption often gets caught in the middle. Procurement teams, operating with risk-averse cultures and outdated tools, face growing complexity while pressure mounts from both sides of the business. In this episode of the AI in Business podcast, Rob DeSantis — CEO and Co-founder of Arkestro, Co-founder of Ariba, and early LinkedIn executive — explains to Emerj CEO and Head of Research Daniel Faggella why AI represents more than incremental change for procurement. Instead of simply digitizing old workflows, AI enables re-imagined processes that deliver step-function value, often translating into 20 to 30 percent savings directly impacting earnings per share. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the ‘AI in Business' podcast! If you've enjoyed or benefited from some of the insights of this episode, consider leaving us a five-star review on Apple Podcasts, and let us know what you learned, found helpful, or liked most about this show! This episode is sponsored by Arkestro. Learn how brands work with Emerj and other Emerj Media options at emerj.com/ad1.

#SecurityConfidential #DarkRhiinoSecurityMaman Ibrahim is a cybersecurity and digital risk leader with over 20 years of experience helping organizations transform cybersecurity from a compliance task into a strategic advantage. As Principal Partner at EugeneZonda and Founder of Ginkgo Resilience, he has led secure digital transformations across industries like pharma, manufacturing, and business services, saving companies over £150 million through risk management and third-party oversight. A contributor to initiatives like the OWASP Top 10 Agentic AI Risks and the World Economic Forum's Cyber Resilience Compass, Maman is deeply involved in global cybersecurity organizations, including ISACA, CIISec, and the UK Cyber Security Council. Known for his facilitation-first approach, he helps executives align leadership and strategy to build cultures of cyber resilience. 00:00 Introduction to Cybersecurity and Mamon Ibrahim02:38 Maman's Journey11:29 Transforming Cybersecurity: Compliance to Strategic Advantage16:12 Understanding Risks in Cybersecurity18:46 Making Cybersecurity a Competitive Advantage22:07 The Role of the CISO in Modern Organizations27:12 The Importance of Asset Protection in Organizations29:10 Navigating Third-Party Risks in Cybersecurity32:48 The Role of Procurement in Cyber Resilience38:41 Understanding Agentic AI Risks47:48 Knowledge Sharing and Mentorship in Cybersecurity-----------------------------------------------------------------To learn more about Maman visit https://www.linkedin.com/in/mamane/To learn more about Dark Rhiino Security visit https://www.darkrhiinosecurity.com-----------------------------------------------------------------

On September 25, 2025, Kodiak, an autonomous truck software company founded in 2018, went public with a $2.5 Billion valuation. Unlike other companies that make the whole truck autonomous, Kodiak retrofits existing equipment with their sensors and software. Also, unlike other companies in their space… they have revenue, something that is a challenge in any emerging industry. In 2024, Kodiak became the first company to announce the delivery of a driverless semi-truck to a paying customer, but I think everyone has the same question: will it work? That goes for both Kodiak's solution and their business model. In this episode of the Art of Supply podcast, Kelly Barner: Reviews how the Kodiak model works and what makes it different – including how they generate revenue Explains where they already have trucks in operation and how that is going, as well as the military investment that infused them with the capital required to grow And finally, she tries to answer the question ‘Will it work long term?' from an operational and investment point of view Links: Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement  

Doctor Gen Meredith, Associate Professor with the Department of Public and Ecosystem Health at Cornell University, Associate Director of the Master of Public Health Program, and Director of Cornell's Health Impact Score, explains how their new Public Health Strategic Skills Guide can help professionals in public health navigate changes to their roles and build upon their existing skillsets; Nick Jakubowski, Chief Operating Officer at the Connecticut Department of Public Health, shares how his agency used PHIG funding to upgrade their procurement and grant management systems and deliver monies to the community more efficiently; on Wednesday, October 29th, ASTHO will hold art one of a two part series on The Importance of Environmental Health Preparedness and Response; and subscribe to Public Health Review Morning Edition to start each weekday morning with a daily dose of insight from public health leaders across the country.  ASTHO Blog: Tennessee and Connecticut Are Transforming Procurement and Grant Management Systems Cornell University: Enhancing Public Health Strategic Skills Guide ASTHO Webinar: Weathering the Storm: The Importance of Environmental Health Preparedness and Response Part I ASTHO Newscast: Public Health Review Morning Edition  

#SecurityConfidential #DarkRhiinoSecurityMaman Ibrahim is a cybersecurity and digital risk leader with over 20 years of experience helping organizations transform cybersecurity from a compliance task into a strategic advantage. As Principal Partner at EugeneZonda and Founder of Ginkgo Resilience, he has led secure digital transformations across industries like pharma, manufacturing, and business services, saving companies over £150 million through risk management and third-party oversight. A contributor to initiatives like the OWASP Top 10 Agentic AI Risks and the World Economic Forum's Cyber Resilience Compass, Maman is deeply involved in global cybersecurity organizations, including ISACA, CIISec, and the UK Cyber Security Council. Known for his facilitation-first approach, he helps executives align leadership and strategy to build cultures of cyber resilience. 00:00 Introduction to Cybersecurity and Mamon Ibrahim02:38 Maman's Journey11:29 Transforming Cybersecurity: Compliance to Strategic Advantage16:12 Understanding Risks in Cybersecurity18:46 Making Cybersecurity a Competitive Advantage22:07 The Role of the CISO in Modern Organizations27:12 The Importance of Asset Protection in Organizations29:10 Navigating Third-Party Risks in Cybersecurity32:48 The Role of Procurement in Cyber Resilience38:41 Understanding Agentic AI Risks47:48 Knowledge Sharing and Mentorship in Cybersecurity----------------------------------------------------------------To learn more about Maman visit https://www.linkedin.com/in/mamane/To learn more about Dark Rhiino Security visit https://www.darkrhiinosecurity.com

“There is no stagnancy in a supply relationship. Continuous improvement is the basis for that.” - Neji Issac, Global Category Manager, NOVA Chemicals Procurement often measures success in cost savings and contract terms, but today's business environment demands more.  As supplier markets consolidate and customer needs shift, procurement leaders must find new ways to bring value to the business, especially in categories that seem stagnant or constrained. In this Art of Procurement podcast episode, Neji Issac, Global Category Manager at NOVA Chemicals, shares a real-world case study that pushed the boundaries of traditional supplier relationships. Drawing on his global experience and recent doctoral research, Neji explains how identifying overlooked opportunities and challenging old assumptions can unlock efficiency and drive unexpected value. Whether you're facing a “take-it-or-leave-it” supplier market or searching for fresh levers to pull, Neji offers pragmatic strategies to reflect on. In this episode, Neji discusses: Rethinking supplier relationships in long-standing, strategic categories How to recognize and act on cultural and regional differences in supply approaches Turning overlooked assets (like spare land) into value-adding levers Why the “we win” approach beats traditional win-win thinking Ways to uncover what truly matters to your suppliers Links: Neji Isaac on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

Brought to you by the Founders Unfiltered podcast by A Junior VC - Unscripted conversations with Indian founders about their story and the process of building a company. Hosted by Aviral and Mazin.Join us as we talk to Anish Popli, the founder of ProcMart about their story.Anish completed his MBA from the Indian Institute of Foreign Trade (IIFT) after earning his engineering degree from GGSIP University.Before starting ProcMart, he worked with leading companies like Hindustan Unilever and Lava International, gaining firsthand experience in supply chain and operations the very inefficiencies he would later set out to solve.He founded Procmart in 2015 with a simple idea: to bring reliability and transparency to enterprise procurement in India.

Preview: General Blaine Holt discusses the Pentagon's push to double missile production for potential conflict, noting that US weapon stocks were depleted following aid to Ukraine. He emphasizes the critical need for procurement reform and securing domestic supply chains for materials like steel and aluminum. Holt also addresses the military's shift back to a "warrior ethos" away from "woke" culture, suggesting this change is already leading to honorable resignations and retirements among senior officers. 1958

In conversations about reshoring, people usually assume that it means building or retrofitting facilities for U.S. manufacturing, bringing in equipment, and hiring people to operate it.  But what if that isn't what it is going to look like at all?  The costs and uncertainty associated with tariffs may be changing attitudes about global trade enough that 3D printing, also known as additive manufacturing, will get its long-speculated opportunity in the spotlight.  3D printing has advantages and disadvantages, and requires a completely different supply management mindset than importing parts. There are also early signs that AI and the rise of “digital inventories” could change the paradigm yet again, giving companies a whole new set of variables to optimize.  In this episode of the Art of Supply podcast, Kelly Barner shares: How 3D printing (or additive manufacturing) is being used today, and what the benefits and risks are What we know about the domestic supply chain for 3D printers and parts How the concept of digital inventories may shift the paradigm yet again Insights from a brand new research project that seeks to calculate a more accurate cost for each 3D printed project Links: Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement

In this episode, we chat with Choni Fernández, Chief Sustainability Officer and Customer at PortAventura World, the first carbon-neutral theme park in the world, and now proudly B Corp certified.Choni isn't just ticking ESG boxes, she's leading a cultural shift in how attractions operate. From zero-emissions hotels to renewable energy and deep supply chain work, PortAventura is setting the global standard.In this episode, we dive into the real work behind the headlines. How do you build a sustainability culture that actually sticks? Can you lead without a big green team? And what does digital sustainability really mean?If you're serious about sustainability, or wondering where to start, this is the conversation you need to hear.Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden, with co host Andy Povey and roving reporter Claire Furnival.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn. Show references:  PortAventura World website: https://www.portaventuraworld.com/nosotros/trabaja-con-nosotrosChoni Fernández on LinkedIn: https://www.linkedin.com/in/choni-fern%C3%A1ndez-veciana/Choni Fernández is Customer, Sustainability and Communications Director at PortAventura World. With a background in Economics and over a decade at BASF, she joined PortAventura in 2007, where she has led Procurement, Logistics, and Sustainability. She spearheaded the company's sustainability strategy, achieving the milestone of B Corp Certification, and now leads the newly created Customer Department to drive a more customer-centric approach. Choni also serves as Catalonia Delegate at DIRSE and is Chair of the IAAPA EMEA Sustainability Committee. Plus, live from the IAAPA Expo Europe show floor, we catch up with:Jakob Wahl, President & CEO of IAAPAhttps://iaapa.org/https://www.linkedin.com/in/jakob-wahl/Elliot Hall from Expression Capital Partners LLPhttps://expressioncapitalpartners.com/https://www.linkedin.com/in/elliot-h-1b804a6a/Matt Barton, CEO / Co-Founder CurtainUp Ltd. & President of Themed Entertainment Association TEA https://www.curtainup.livehttps://www.linkedin.com/in/matt-barton-99a8039/Melissa Oviedo, Chief Executive Officer, Themed Entertainment Association TEA https://www.teaconnect.org/https://www.linkedin.com/in/melissa-oviedo-ruminot-90a63228/Kevin Murphy, Senior VP, Kraftwerk Living Technologieshttp://www.kraftwerk.athttps://www.linkedin.com/in/kevin-murphy-854439/Jacob Thompson, CX Director, Attractions.io https://attractions.iohttps://www.linkedin.com/in/jacob-thompson-icap-151271149/ Transcriptions:  Welcome, skip the queue, to Barcelona.Paul Marden: Welcome to Skip the Queue, the podcast about the world's best attractions and the amazing people that work in them. I'm your host, Paul Marden, and along with my co-host, Andy Povey, and roving reporter Claire Furnival, we're bringing you the latest news from IAAPA Expo Europe in Barcelona.Paul Marden: You join me today tired and just a little bit emotional at the airport after an amazing week at the show.Paul Marden: In this episode, we wrap up our time at IAAPA Expo Europe with a final look back at the show floor buzz. I catch up with Jakob Wahl, Chief Executive Officer of IAAPA, to get his reflections on an unforgettable week, from standout innovations to what's next for the global attractions industry. But first, Andy sits down with Choni Fernandez, Chief Sustainability Officer at PortAventura World, to explore what it really takes to become the first carbon neutral theme park on the planet and why sustainability must be at the heart of guest experience going forward.Andy Povey: So hello, everybody. I'm joined today by Choni Fernandez from PortAventura World. Choni is responsible for sustainability and guest experience and a number of other things, I believe, Choni. Hello and welcome to Skip the Queue. Hello. Choni Fernandez: Thank you very much for your invitation. Andy Povey: So, Choni, you guys at PortAventura World are really leading the industry and probably more than just our industry. In terms of sustainability, you were the first carbon neutral theme park in the world and in '24, the first theme park company to achieve a BCorp certification. Am I right?Choni Fernandez: Yes, you're right. It was, in fact, we are VCOPS since 2022. And yes, we were operational carbon neutral because we reduced our emissions during several years. And after that, we acquired some carbon credits to compensate the result of the balancing emissions. For scope one and two. Yes. So since then we are operational carbon neutral. That is not really an official name, but it's easy to explain what we are doing. Andy Povey: Okay. So what is the official name?Choni Fernandez: The official name, in fact, now that's interesting because it's a big discussion in the European community. We chat the terms we can use or not. In the new CCRG, that is going to change. Some words like green, sustainable, are probably forbidden, words that cannot be used any longer. And you need to speak properly about the impact of your activity without using these words that can lead to a type of greenwashing. And you need to be more clear about when you say, for instance, 'carbon neutral,' you need to say, 'we have reduced emissions, we compensate.' More explanation than just using one word that can be easily misunderstood.Andy Povey: Okay, yeah, yeah. That makes a lot of sense. Just buying carbon credits. You're actually doing something positive. Taking action. Like, is it Europe's largest solar farm?Choni Fernandez: It's the largest solar farm. That was one of the biggest at the source of Europe. And for sure, I guess, is still the biggest in Spain.Andy Povey: The biggest solar farm in Spain.Choni Fernandez: Sorry, in a holiday resort, yes. There are other very big solar plants that they produce energy for third parties, but they are not linked to a tourist industry.Andy Povey: No, that makes absolute sense. So you're generating your own power.Choni Fernandez: We generate 30%. The plant is not big enough and we have some restrictions of the government. So we cannot sell the surplus of energy we produce. So we could only make the plan as big as the low on consumption we have in a period of a year.Andy Povey: That makes absolute sense.Choni Fernandez: So that means that there are several months where we produce 100% energy we need. But then, obviously, in the peak of the season, we need extra energy. We buy from the net, but we always buy green energy from the net, too. Then 100% of the energy we consume is green energy, not coming from non-renewable.Andy Povey: It all becomes much more complicated as you dive into the detail, doesn't it?Choni Fernandez: Yes, yes, yes. Everything is much more complicated. And in Europe, yes, I would say even one step more complicated than the rest of the world because of all the regulations.Andy Povey: So what was it that inspired PortAventura World and how did you persuade PortAventura World to take sustainability so seriously?Choni Fernandez Okay, the history starts really with, I would say, a huge pain point, even when they were designing the park. And it was related to water. We are established in an area where we suffer from water scarcity many periods. So for those designers, they already designed the park with sustainability in mind. So they have created a complex system to recover all water rains in a big tank that is our Mediterranean lake.Andy Povey: Yeah, yeah, yeah.Choni Fernandez: So water was a treasure since the beginning. And they have also in a private-public investment. Take all the gray waters from the park, sending it to a water treatment plant several kilometres far away from the resort, and making the pipe bring the recycled water back to the resort for gardening. So PortAventura was using recycled water since 30 years ago. And that was really the starting point of sustainability at PortAventura. So we start with all the environmental impacts that the activity was going to have. And they created the park open doors in 1995. So in 1997, just two years after that, they have created the Green Team.Choni Fernandez: It's a team from different members of different departments who takes care of the environmental impacts and how they can reduce the use of water, energy and so on. And this team is still working nowadays and takes care of more complex things, certifications, but with the same, I would say, purpose, you know, that is to reduce the environmental impact of the resort, and now we start to regenerate different areas. So it's not producing impact, it's creating positive impact through regeneration.Choni Fernandez: And that was a starting point. But I like to repeat that sustainability has not fixed rules. So that is the story of Pota Aventura, because we are what we are. We are located where we are. But for instance, in the Global Sustainability Committee of IAAPA, SCARBRED was a member of that. And SCARBRED, the sustainability, had not begun for the water scarcity. They don't have this problem.Choni Fernandez: So sustainability there was more linked to the social sustainability, how to integrate communities in the project. So it really depends, again, in that moment, the momentum, you know, that we call. Where you are, who you are, what is your future footprint of your activity in your community and in the environment.Choni Fernandez: So we start with that. And year after year, we consolidate this beginning. So any new activity of PortAventura, it doesn't matter— new hotel, new park, convention centre has always followed the same philosophy that we started in 1997.Andy Povey: Very good.Choni Fernandez: Yes, because I think that this makes the project really coherent, consistent, and resilient. So it's something that we have not done from day to night, you know. It's something that we have. It's like a dish you have cooked in a low, low temperature, you know. Andy Povey: Yeah, yeah, yeah. Slow cooker. Choni Fernandez: Slow cook. That is. Sustainable PortAventura is slow cook. But at the end, you know, the dish is very good cooked and it's good.Andy Povey: Absolutely. And then, as the person responsible for customer experience within PortAventura World, before talking to you, I wouldn't necessarily have put... sustainability and customer experience together in the same group.Choni Fernandez: You're right because, okay, that is something that has changed also through years, you know, so sustainability was linked and happened at PortAventura. It was totally linked to the environmental part. But that is only one third of what sustainability means. Sustainability is also the social impact and obviously the governance.Choni Fernandez: We call also ESG. Okay, it has some difference because it has more financial meaning. But what is clear when you talk, when we talk about sustainability, we talk about the environmental impacts and the social impacts. And the social impacts are the impacts that your activity, our activity has on people. And when we talk about people, we talk about employees, we talk about our community that's surrounding us, we talk about shareholders, we talk about suppliers, and we talk about guests or visitors. And the activity of any company should have a positive impact on these people that are affected by the activity, that they are also called stakeholders.Choni Fernandez: So, and here is the reason why we try to improve every year the guest experience in order to improve this positive impact. And at the end of the day, because we are not NGOs. We strongly believe that a positive impact on the guest experience is going to be translated in future revenues, more attendance for our parks, and makes our resort more resilient because it's more profitable in the long term.Andy Povey: So this really is a sort of a wheel or a cycle. Choni Fernandez: You are right. You are right. You are right. So we really differentiate at PortAventura. I mean, sustainability is also a new angle to see your business. There is the financial angle. And then there is the angle— how your activity affects the difference they hold up. But that is clear that both need to go together. I mean, business and sustainability. In fact... One of the reasons to become a BCorp company is to evolve our mission and vision with a purpose that integrates sustainability in the business model. So it is much easier for us to talk to employees, to talk to suppliers, to talk to guests. About what is the reason why it exists and why it's important to have sustainability included in order, again, to make our business resilient through the past of the years.Andy Povey: So we have a lot of listeners around the world. What would be your advice to someone running a venue that doesn't have the advantage of starting with sustainability right at the heart and from where they started their business? How do you make a start on this?Choni Fernandez: That is a very interesting question. And the first I think any company needs to do is really to understand the stakeholders they are affecting too. Because just with this complete transparent and dialogue with the different stakeholders, you really can understand what is the impact you are producing on them. And from this result, then you know where are your main pain points, where you need to focus first on. Obviously, there are some general rules. Your impact on the environment, as I told you before, normally a new venue has, for sure, clients, or at least customer guests, employees, probably shareholders, and then in another level, suppliers, community, etc.Choni Fernandez: So, and depends what is the situation, you need to start with that. You need to prepare a good analysis because, if not, what could happen? Imagine that you focus a lot on the environmental part and you start with that because you have seen that PortAventura has started with that.Choni Fernandez: But then that is not your problem because you are in an area where your resources are really well controlled or your resort has very good standards, very efficient, because it has done with high technology, but you have an employee problem.Choni Fernandez: You have problems perhaps to attract employees, to retain the talent, or really to make them happy working with you. Then you have to start the sustainability for not the most important topic in your company. So the most important is to understand what the stakeholders need from you and then to prepare. And it's also very interesting, I think, to start, you know, things small.Choni Fernandez: Making small projects that can be consolidated and embedded into the company. Because what is really important in a company is that each department, each area of the company, maintenance, procurement, human resources, marketing, and each of the departments really is doing the part of sustainability they need to, because it is impossible that one person on every team produces all the sustainability that the whole company needs to do.Choni Fernandez: So if sustainability is really not embedded in the activity of each Japan, it's really impossible to be a successful company in terms of sustainability. You know what I mean?Andy Povey: I know exactly what you mean. That rule is so true for so many things, isn't it? You could replace the word sustainability with guest experience or ride safety. Choni Fernandez: Yes, it's the same. Andy Povey: Any number of different things.Choni Fernandez: I always explain when people say, 'but you have done a lot, Choni.' I say, 'no, no, no, no, no.' Choni has not done a lot.Choni Fernandez: Many people are doing a lot, you know. And sustainability managers or directors normally are orchestra directors. But each one needs to play its own instrument so we have a nice music, you know. If not, it does not work at all, you know, like in orchestra. So we need the maintenance guy, really. or the energy manager to really take care of that. And human resources really to prepare inclusivity, et cetera, policies linked to employees. And marketing, doing really an ethic marketing to guests. So, and that is how everyone is really doing a part of the peak and sustainability of the company.Andy Povey: That sounds very familiar and I'm sure for our guests will ring true in many different areas. It's interesting you talk about really understanding where you are. What it is you're doing. We've done some work here in the UK on the sustainability of websites. So by not printing a park map, you obviously save resources, you save paper. But if you put that on a really inefficient webpage, then you're just consuming someone else's electricity. It doesn't make you any more sustainable.Choni Fernandez: And one thing I would like to tell you is that one of the big steps for us was when our investors make the management very clear that investors of the private funds that own PortAventura were asking for sustainable investments. So that was also a way, really, to receive more money from the investors to the owners. And that is very important because when the financial markets really recognise that sustainability is a plus for an investment, then, you know, things change. Things happen. And we had two moments in this company, in my opinion, for us, for sustainability managers, that make this big change in our mindset. Choni Fernandez: One is the world of our shareholders. And that was really a big, big step forward. Because we realised then, 'oh my God, we are sustainable. We can be sustainable. Our sustainability is a lever really to receive more funds to our business.'Choni Fernandez: And the second one was when we have two different businesses, really a B2C— final customer— and a B2E— travel agencies, companies who do their conventions in our convention, et cetera, et cetera. Once upon a time, a company came to PortAventura asking for a quotation for a big convention, European size, very big one.Choni Fernandez: And before receiving the quotation, they asked, 'Please, can you send us your sustainability report?' Because we would like to see if that's the venue where we want to go. Now, everything changed.Andy Povey: Absolutely.Choni Fernandez: Because at first time, sustainability was bringing business to the company. It was not a nice to have, something that we need to have. It was really part of the business. And that changed the history of the, I would say, the sustainability journey of this company when we have both shareholders' commitment and really request to continue on that. And on the other side, we were recognised for our sustainability activity in a business case.Andy Povey: It's very interesting when you get push or pull from both sides. Choni Fernandez: You're right. Then you realise that there is no other way to do that, you know, so you need pushing, pushing.Andy Povey: You're doing a lot of work about education, work, and working with schools, and having to engage them in your journey.Choni Fernandez: That's again the same case, you know. So in our guest segmentation, school groups are one of them. And it is a very important group for us and I guess for other operators too. As we receive many schoolers. But, you know, the teachers, not students, they thought that the trip to PortAventura was really 100% entertainment. And schools were looking for something more cultural, educational.Choni Fernandez: So then, at that moment, we prepare some workshops at the beginning of the day before the park opens. If the park opens at 10, we can deliver a sustainability workshop from 9 to 10. For instance, talking to kids about biodiversity, about waste management, how to produce green energy. So in the solar plant, we don't have only solar panels. We also have some instruments, some elements to explain children how to produce green energy with movement, with wind, with sun, with solar energy. And they can experiment with their hands. With this element, how to produce this green energy. And they understand very well because that is part of the curriculum that they have to study at school. But now they can put it in practice in a different way, in a way... that our industry delivers very well, that is entertainment, you know?Andy Povey: Yes, yeah, yeah.Choni Fernandez: And that is driving more schools to visit us. So again, there is another link with sustainability, more business, more attendance, more revenues.Andy Povey: We're back on the cycle.Choni Fernandez: Yeah, again, the cycle. We close the loop, you know.Andy Povey: Absolutely. Choni, is there something you'd like to leave as a sort of parting message or a final thought to everybody that's listening to the podcast? A single sentence about how they can emulate your success.Choni Fernandez: No, I think that, okay, sometimes in life, you know, for sustainability managers, I mean, and now in the world, perhaps you feel like Talmon, you know, coming up to the river.Andy Povey: Yeah, yeah, yeah.Choni Fernandez: In a difficult situation, but it doesn't matter. So the evidence is so strong that, if you really can close the loop, as we have been talking, if you can really demonstrate and we can close the gap. Between the sustainability impacts and the financial impacts, then sustainability is part of your business. I think that should be the goal— to really don't have sustainability as something nice to have additional to the business. Avoid that at all.Choni Fernandez: Sustainability is part of the business and makes the business more resilient and more profitable in the long term.Andy Povey: Lovely. That's a great message to leave us with. Paul Marden: Now let's hear some of the buzz from the show floor.Claire Furnival: So day three of IAAPA and I've just bumped into Matt Barton. Matt Barton: Hello. Claire Furnival: Matt, you wear many hats.Matt Barton: My day job is I'm the founder and CEO of Curtain Up. I'm also the owner of 7th Sense, a company that makes media servers and pixel management systems. But I'm also the president of the Themed Entertainment Association, better known as the TEA.Claire Furnival: Crumbs, the busy man. I hear you had a party last night. Matt Barton: We did. Yeah, we had a very successful mixer. We have a great relationship with IAAPA and we have a mixer at all of IAAPA's events around the globe. And we bring our members together, usually on the second or third night of the event.Claire Furnival: Anything announced last night at the party?Matt Barton: Yeah, so we announced our next SAIT conference, and SAIT stands for Storytelling, Architecture, Technology equals Experience. So it's a thought leadership conference where we talk about trends in the industry, best practices to follow, that kind of thing. We've just finished our SAIT Asia event just three weeks ago now, and that was in New Zealand this year. And we just last announced that we're going to be in Dubai next year. Again, building on that great relationship we have with IAAPA, we're actually doing it almost like a pre-conference event. So it's tied in with IAAPA Middle East, which is going to be in Abu Dhabi. We're going to be the week before. So people can then come to SAIT, enjoy SAIT with us, and then go straight down to Abu Dhabi for the IAAPA conference.Claire Furnival: What activities is it that the TEA do? What do you offer your members?Matt Barton: So a whole range of things. And what I'm going to do now is introduce our CEO, Melissa. Melissa Oviedo.Claire Furnival: Great to meet you, Melissa. So what is it that TEA offers its members?Melissa  Oviedo: We are really the connection community. The connection community for the design, the makers, the builders, the creators. Everybody who delivers world-class experiences around the world, that's really who we are and what we represent. That can be from theme parks to museums to cultural to location-based entertainment. Claire Furnival: So I understand that the TEA does an annual benchmark report. Melissa  Oviedo: Yeah, we've just rebranded this. This is the TEA Theme Experience Index. This is the 19th year that we're doing this benchmark study. Yeah, it's really exciting for us. And what this is, is this is the annual attendance report that tracks attendance data from around the globe for the top theme parks, water parks, and museums globally. It really looks at trends, so we can understand where are the guests going, where are they spending their time, how are the parks, especially as they're coming new on the market, how do they influence those trends? And we're actually going to be launching this on October 22nd.Claire Furnival: So a couple of questions spring to mind on that one. So first of all, can anybody access the report?Melissa  Oviedo: Yeah, sure can. It's a completely free resource. You can go online. If you're not a member, we just ask for you to fill out a quick form so we know who's downloading the report. And you will have full access to all of the data, and we will have actual books to hand out at IAAPA in Orlando in November.Claire Furnival: The sector's very, very, very lucky to have this piece of research. So can you give us any snippets as to what we might see in the report?Melissa  Oviedo: I think you'll see that the theme parks are really consistent. The big players are still the big players with Disney and Universal really driving the... main attendance data. And then China, with Chimalong Park, really still holding rank at number one water park in the world. We're seeing the attendance coming back in a fierce way in China.Melissa  Oviedo: Outlook is positive. Overall, though, you'll be able to find in the report a lot of the trends that we're seeing. A lot of what we're not only anticipating in 2025, but in the future as well, with all of the developments that are happening. So, really exciting, this year's report. Claire Furnival: And what about 2026? What does that bring the TEA? Melissa  Oviedo: Momentum is high, right? The community continues to look at how they diversify as an organisation or as a business. Theme parks is our core, but we're so much more than just that. So I think you're going to see. More people doing really cool and immersive things in new places. I think the definition of themed entertainment gets broadened and further defined. I think that you're going to see more activity and more collaboration because collaboration is really when the magic happens. And you're going to start to see that even more robustly in 2026 and beyond. Claire Furnival: Sounds exciting. So last thought from you, Matt.Matt Barton: Yeah, I just wanted to touch on a couple of things we've got left in 2025 before we look to 2026. So I mentioned SAIT earlier. We also have our SAIT conference in North America coming up. So that's in October. at Knott's Berry Farm, and that ties in with when we're launching the Global Experience Index. And then in November, we've got our mixer, our international mixer, combined with the IAAPA conference in Orlando. And so on the Tuesday night of IAAPA, we have our international mixer at the Isle of Berk attraction at Epic Universe. We've got the whole land, we've got dinner and drinks, and it's going to be a good one, so make sure you get your tickets in.Claire Furnival: One not to miss. Well, it's fabulous to catch up with both you, Matt, and you, Melissa. So thank you very much for your time.Matt Barton: Thank you.Melissa  Oviedo:  Thank you so much, Claire.Andy Povey: So we're on day three, and I'm sitting here with Elliot Hall, who's one of the founding partners behind Expression Capital Partners. Elliot, hello. Elliot Hall: Hi, Andy. Good to see you. Andy Povey: For our listeners at home, can you just tell me what Expression Capital Partners do and treat me like an idiot because I really don't understand the world of investment banking and all that kind of stuff.Elliot Hall: Okay, so Expression Capital Partners is the advisory firm to Entertainment Investments 1LP. Which is specialising in the entertainment industry. Andy Povey: Interesting. So I understand you're doing some work with Hasbro and in particular things like Monopoly.Elliot Hall: Yes, yes, yes, absolutely. So we're looking to open monopoly-themed hotels and casinos around the world. Andy Povey: Wow. Elliot Hall: Along with many of the different types of brands, as we're rather across their 1000 plus brands. Andy Povey: I understand there's also some sporting connections. Tell us a little bit about, tell us what you can. Elliot Hall: Yeah, so what we can. We are working with some brands that have relationships and contracts for the IP for UEFA, FIFA and the FA. Yeah, so some really exciting products there and businesses. And we are in a position to be able to sign licenses and lease agreements and so on. And we're looking at bringing all of those brands together, either in the same cluster of IP attractions or within one building under one roof. Andy Povey: So, Elliot, you guys really are the people that are bringing the magic together. The IP, the operators, and then working out how someone funds it all.Elliot Hall: Yes, absolutely, yes. Andy Povey: Fantastic.Claire Furnival: So I'm here talking to Kevin Murphy from Kraftwerk Living Technologies. How are you finding the show this year and what do you see the trends for 2026 for you, Kraftwerk or also the industry?Kevin Murphy: I think in many respects, the trend at the moment is survival, which isn't being negative, but the world is a different place from how it was pre-COVID. The industry, though, is very, very alive. There's a lot happening out there. It's good to see the show for full. We actually tried to get a booth this year and couldn't. Everything had sold out. It's busy. People are wandering around with a very positive vein. But there's no doubt that there's— world tensions and there's problems with investment— and it does affect the industry and you know we're not immune from that. Kevin Murphy: But what's been good about this show is that a lot of the partners and Clients that we're working with are starting to announce their new projects. You have to bear in mind, for us, we do high technology behind the scenes in parks and museums and science centres. We can be working on them for many, many years. So we've had projects that have been brewing and they're just starting to get announced now. So what I'm seeing is, although there's concern about the industry, there is a slightly more positive vein coming through. I think the economy is improving out there, investors are starting to come out, and you can make money out of our industry.Claire Furnival: So what in particular have you got going on in 2026? Anything you can talk about and share with us?Kevin Murphy: Well, we're very, very pleased it's been announced, so I can talk about it. Plopsaland, which is a park in Belgium, are working with Mac. And I'm delighted to see that they've just announced, earlier than we expected, we're still working behind the scenes, but they've now announced their new flying theatre. Which will be ready and prepared at the end of 2026 for the 2027 opening.Claire Furnival: Congratulations, that's really, really exciting news.Kevin Murphy: Sadly, a lot of the other projects, I still can't say too, too much, because they may not have announced.Claire Furnival: Yeah, the dreaded NDAs.Claire Furnival: Just bumped into Jacob from Attractions. io. How's the show been for you?Jacob   Thompson: Great. This is my second time at IAAPA in Barcelona. It's been even better than the first time. So the weather's held out. Great conversations, great company. So overall, a success.Claire Furnival: And a little birdie has told me that you have a new feature coming out.Jacob   Thompson: That is true. So, yeah, we have launched a new product this month called GX Pulse. And the idea is it's enabling operators to make sense of all the noise of guest reviews and sentiment by breaking... reviews down from TripAdvisor, Google reviews, their own internal platforms to make sense and map that across a guest journey, specifically for attractions. So it's able to understand sentiment across things like queue management, your attractions, your food and beverage, give you scores and benchmark you against other venues. But most importantly, give you actionable insights to make improvements to the guest experience.Claire Furnival: Brilliant use of data there. Really, really, really good. So is this product now launched?Jacob  Thompson: Yes, yes it is. So we've been demoing it across some attractions at the trade show floor this week and it's had some really positive feedback. This product is completely separate from our core app platform and experience. So even if you don't have a mobile app and don't need a mobile app, this can be valuable for anybody that is looking to understand the sentiment and experience of their guests across their attractions.Claire Furnival: Fabulous. Guest will be seeing you in IAAPA Orlando.Jacob   Thompson: Yes, and I heard there's going to be a great party hosted by Skip the Queue.Claire Furnival: I'm not sure we'll be hosting a party, but we'll certainly be partying.Jacob   Thompson: Well, I'll be there to join you nonetheless.Paul Marden: So we're here for the final day of IAAPA Expo Europe. I've had a whale of a time and I'm sat here with Jakob Wahl, who amazingly, considering three days into this fantastic expo, is still looking fresh and bright. Jakob, please introduce yourself for our listeners who may not know you.Jakob  Wahl: I'm president and CEO of IAAPA, the Global Association for the Attractions Industry. I've done that now for two and a half years, but in total I've been with IAPA for, I think, nearly 15 years.Paul Marden: Wow, so man and boy almost.Jakob  Wahl: Yeah, you know, and I always say the kid in the candy store— I love doing what we do and bringing people together.Paul Marden: How could you not? So this is my first IAAPA. It has been fantastic and stood on the show floor. I think it was yesterday. I was on my own, done so many interviews. I've been bouncing around, but I just had a few minutes by myself and just stood in the middle of it all. Totally is like being a kid in a candy store, the Willy Wonka moment isn't it? Of what this place is like, because it is so fantastic.Jakob  Wahl:  It is and the most wonderful thing about it is, you know, we as an association, we create a framework, but it is actually all of you, our members, who fill it with life. Because everybody comes together. It's just a massive class reunion. People know each other. And the best thing about it is they're all willing to help and support each other. So obviously, the trade show floor is one component, but we have all those networking sessions, the education sessions, safety corners, we have places where people can exchange, depending on what they work in or where they work, and everybody comes together to share. That is so wonderful, because it's not only family-owned parks, small parks, big parks, but it's also the big private equity corporate players. They're all here to really benefit from this platform, and that fills me with pride.Paul Marden: Good. So, as the week draws to a close, what's been the real highlights for you?Jakob  Wahl: How much time do I have? First of all, the people. It's always the people. It's, you know, for me, it's my team coming together from all around the world, putting this together. And then it's... the people coming and creating those education sessions, creating those moments together, sharing their knowledge. That is just wonderful. There's not one specific moment like that, but it happens all the time. Jakob  Wahl: And then one of the highlights for me is always, always, always the opening reception. That is our Tuesday night event, which took place at Tibidabo, this classic historic amusement park on top of Barcelona. We were a little bit concerned Monday. Will it rain? Will it not rain? So we had to rent tents to make sure that everybody will stay dry. And what happens if you're intense? Obviously, it doesn't rain. Jakob  Wahl: There was an expensive insurance, but it turned out to be exactly that evening. And we have been to Barcelona three times now. We have been to the Tibidabo three times and I think I can be pretty sure that when we go back to Barcelona in three years, we will also go again to Tibidabo because, you know, it's just this evening filled with magic and good people.Paul Marden: Excellent. You've had some time wandering the show floors, I'm sure, talking to suppliers, getting a feel for what's happening in the industry. What have you heard from the show floor that you think is going to influence the sector over the year ahead?Jakob  Wahl: I would have loved to ask you that question, actually. What is your impression?Paul Marden: Oh, the blending of tech with real life I find really interesting. We all want to take our kids to attractions because we want to pull them away from their screens. But there's got to be a hook, I think. And in many cases, there are rides or there are amusements of some form that is a skillful blending of that tech with an in-life, in-real-life experience that I think is the hook to get the kids in. But then we're still wrenching them away from the screens. They're doing something for real with family.Jakob  Wahl: Yeah, I think technology enhances the experience. It doesn't replace the experience. I think that is something which is very clear on the show floor, that there are different ways of how you can combine existing attractions with new technology. And we sometimes call it fusion attractions, where you bring several elements into play with each other. And I think that is very important. What we have seen also is an increase in what I would call smart technology. How can you use technology... to improve the guest flow, to make it even smoother. We all want to have a smooth process. It should be easy on the phone. All those things, besides the classic coasters and water slides and inflatables, that is, I think, some area which has really grown on our trade show floor over the past years.Paul Marden: Yeah, absolutely. If you can smooth that process from the moment that they hit the website all the way through, getting them to the experience and then back out the other side and encouraging them to want to return again is really important, isn't it?Jakob  Wahl: And the same is for operations and maintenance, the front of house for the customer, but also the back of house. And we learned some fascinating things. We talked in our leadership breakfast with the CEO of a large park group, and he said, 'There are tools that can now predict 93% of the attendance of every day.' And that is just fascinating because that helps operational planning, that helps food and beverage planning, that helps all those aspects in running a park successfully or running an attraction successfully.Paul Marden: Absolutely. So, as we come to the end of IAAPA Expo Europe, there are many US listeners, I'm sure, also quite a few Brits as well, anticipating IAAPA Expo Orlando in November. Have you got any insider tips or things that we can look forward to in Orlando? Jakob  Wahl: I can say it will be epic. There's quite a significant theme park which opened this year, Epic Universe, which is just down the road from the convention centre.Jakob  Wahl: And we actually have not only... Mark Woodbury is speaking in our keynote in our leadership breakfast. But we also have privatised the park on Thursday evening for the IAAPA Celebrates for four hours. So it is Epic Universe, just for IAAPA members, which will be amazing. I've had the luck to visit the park several times. And I can only tell you, you know, you should be there. The evening before the show opens on Monday, IAAPA has the Legends event, the honorary evening for the Hall of Fame. And this year we're actually inducting five inductees. Among them is Dolly Parton. So if you have ever wanted to meet Dolly Parton. Paul Marden: The real Dolly Parton. Wow.Jakob  Wahl: Yeah, Dolly Parton is getting into the IAAPA Hall of Fame, besides some other really fantastic candidates or inductees. And she will be there to receive that accolade. And as you said, you have many British listeners. Next year, IAAPA Expo Europe is in London.Paul Marden: Now, I'd quite like to do an edit for my family that might be listening, because that did sound quite epic. And we need to be absolutely clear that there's lots of hard work to be done in Orlando, as well as enjoying ourselves at Epic and seeing Dolly Parton.Jakob  Wahl: Yeah, I'm pretty sure we need to Skip the Queue on site for a podcast from Orlando.Paul Marden: Oh, there we go. There we go. I think we should end it there. Jakob, it has been delightful to meet you. I've really enjoyed it. I'm so grateful for being invited to come to IAAPA this year. Bring the podcast here. I've had so much fun. I've learned so much. It's been wonderful. Thank you.Jakob  Wahl: Oh, we love what you do. Thank you, you know, for making the attractions industry present in the digital space. And we are all great listeners of your podcast. So thank you for what you do for us.Paul Marden: Wow, what a week. A massive thank you to IAAPA for hosting us in Barcelona. It was an incredible few days of connection, innovation, and inspiration. We've absolutely loved being part of it. And who knows, maybe we'll see you again sooner than you think. If you liked today's episode, please like us or leave a comment on your podcast platform. It really does help people to find us. And lastly, thank you to all of the team that made these daily episodes and today's wrap-up session. A possibility without the team it could not have been possible to have done this— thank you to Emily and Sami at Plaster, Steve at Folland Co. Wenayn, Claire, and Andy back at Skip the Queue HQ. It has been a delight to be with you and I look forward to seeing you again next week. The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report

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Dustin announces the award of this critical contract, which supports public procurement operations nationwide and includes options through 2032. 

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Pharmac believes it makes sense to leave the day-to-day stuff to Health NZ. The Associate Health Minister and Minister Simeon Brown have jointly announced the national agency and drug-buyer can both procure medical devices. Pharmac will focus on more-technical equipment —due to its level of clinical input and assessment— and Health NZ on bulk-buying standard items. Pharmac Chair Paula Bennett told Mike Hosking it clears up uncertainty around who does what. LISTEN ABOVE See omnystudio.com/listener for privacy information.

“Play the long game, avoid myopic thinking and approaches to solve immediate problems as much as you can, and treat your suppliers as your customers or clients.”  – Darshan Deshmukh, President at ProcureAbility Procurement leaders are facing unparalleled uncertainty – trade wars, shifting regulations, and headlines that change overnight. Pressure is mounting to build more resilient, agile supply chains, but most organizations are battling change fatigue as well as a need to redefine value.  Procurement has to rewire their operating model for a future where disruption is the norm. In this Art of Procurement podcast episode, Philip Ideson and Kelly Barner are joined by Darshan Deshmukh, President at ProcureAbility. Darshan shares real-world stories about how teams are grappling with global risk and why some are seeing volatility as an engine for growth, while others are retrenching. The conversation addresses how CPOs can actively manage optionality in their supply chains, and how procurement leaders can spot – and address – risk fatigue in their teams. If you want to understand what it means to create a cost-effective and resilient, opportunity-ready supply chain, this episode gives you the roadmap. In this episode, Darshan discusses how to: Adapt your approach for regional differences in geopolitical risk Invest in supply chain optionality, even if it adds time and/or cost Transition from transactional work to collaborative, strategic relationship building Use data and human judgment to separate real risks from noise Links: Darshan Deshmukh on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube Overcoming Procurement's Fear of AI with ProcureAbility

Conrad Smith of Graphite Connect talks about building a network to create global efficiency, speeding up communication; and bringing you data you can trust.   IN THIS EPISODE WE DISCUSS:   [03.42] Conrad's background and career journey. “I got to Intel and they were doing procurement with paper – white, pink, yellow triplicate requisitions… it blew my mind! Intel in the 90s was THE powerhouse tech company… I showed up, and they were doing paper. That started my career into: ‘Let's figure out how to make it better.'” [06.15] How and why Conrad established Graphite Connect. “What's the difference between a fax machine and email? It isn't the same magnitude of improvement as snail mail to fax machine. It's not a printed piece of paper, it shows up in an inbox electronic, but it's kind of the same thing. And we've got to figure out how to move past that one-to-one sharing of information. We're stuck.” [14.19] An overview of Graphite Connect – who they are, what they do, and how they help their customers. “Supplier management starts with onboarding. And that step is what everyone is struggling the most with.” [18.50] The ideal client for Graphite Connect. [22.01] The biggest challenges impacting Graphite Connect customers, whether procurement can keep up with the pace of modern business, and why supplier risk and data are the ‘biggest hairball' in procurement. “Business friction is a real problem. But you can't just evaporate it, because there are suppliers and situations where risk is a significant concern. You do need friction in some places.” [27.18] Why paperwork, legal, and compliance can make it almost impossible to establish new relationships and do business, and how Graphite Connect can help ease that pressure. [34.11] Graphite Connect's Rapid Response feature, how it helps to speed up communication, and why that's so crucial. “Things happen: most recently, tariffs. And the first thing that happened was that executive teams said: ‘Which of our suppliers are most impacted by tariffs, and what does that look like?' The answer is: ‘I don't know, call procurement.'” [38.10] A case study exploring how Graphite Connect helped a grocery store chain cut down time spent on their supplier management process by 75%, reduce labor, and improve data quality. [41.26] The big AI misconception, and the best way to prepare for the future of AI now. “AI eats data, it lives on it. Data is what makes it work. And I think there's a false belief that AI is going to fix it, like: 'I have an AI magic wand and all of a sudden I'll have clean supplier data.' But it's not going to work that way.” RESOURCES AND LINKS MENTIONED:   Head over to Graphite Connect's website now to find out more and discover how they could help you too. You can also connect with Graphite Connect and keep up to date with the latest over on LinkedIn, or you can connect with Conrad on LinkedIn. If you enjoyed this episode and want to hear more about procurement, check out 468: Make Intelligent Purchases Driven by Data, with ProcurementIQ, 462: Procurement Unlocked: Sourcing Best Practices in a Tariff-Driven World, with ProcureAbility or 243: Reinventing Freight Procurement with Emerge. Check out our other podcasts HERE.    

In this episode of Women in Motion, Lee Kantor and Renita Manley welcome Angela Garmon of ARG Coaching and Consulting to discuss the upcoming WBEC-West 22 Annual Procurement Conference in Scottsdale, Arizona, December 16-18, 2025. Angela shares her experiences and tips for maximizing conference value, emphasizing the importance of in-person networking, preparation, and follow-up. She […]

In this conversation, Dawn Tiura and Anders Lillevik, CEO of Focal Point, discuss the evolution of procurement technology, focusing on the transition to AI-powered procurement management. They explore the significance of an AI procurement operating system, its impact on efficiency, and how it can enhance supplier relationships and quarterly business reviews. The discussion highlights the importance of strategic thinking in procurement and the potential ROI from adopting advanced technologies. Here more from Anders Lillevik at the Global Executive Summit in Scottsdale AZ, where he will be presenting, “Chaos to Clarity: Orchestrating Procurement for Strategic Impact.”

In this episode of Defence Deconstructed, we partner with the Konrad-Adenauer-Stiftung (KAS) to join Dr. Bernd Althusmann and MP Thomas Röwekamp to discuss Germany's defence procurement , the budget constraints, potential industrial policy directions, their effect on military readiness and the influence this has on Germany's relationship with Canada. // Guest bios: MP Thomas Röwekamp is a member of the Bundestag, serving on the Defence Committee (which he has chaired since 2025) // Host bio: - David Perry is President and CEO of the Canadian Global Affairs Institute - Dr. Bernd Althusmann is the Head of the Konrad-Adenauer-Stiftung (KAS) in Canada // Defence Deconstructed was brought to you by Irving Shipbuilding. // Music Credit: Drew Phillips | Producer: Jordyn Carroll Release date: 26 September 2025

In this episode of the Revenue Builders Podcast, our hosts John Kaplan and John McMahon are joined by Carl Coe, Chief of Staff for the US Secretary of Energy. Carl shares his impressive career journey, from his initial sales role at PTC to his current influential government position. The conversation covers the urgency of addressing the United States' power capacity, the role of nuclear and renewable energy, and the intricate relationship between DOE and industry leaders. Carl also speaks about the pivotal role of the national labs, the impact of outdated IT systems, and the strategic use of AI in regulatory processes. The discussion highlights the importance of mission-driven work, the critical race against China in AI and energy, and the transformative changes needed in both government operations and the education system to support the future workforce.ADDITIONAL RESOURCESConnect with Carl Coe: https://www.linkedin.com/in/carl-coe-912b82/Explore Force Management's Free SKO Planning Resources: https://hubs.li/Q03K94cs0Read the Guide on Six Critical Priorities for Revenue Leadership in 2026: https://hubs.li/Q03JN74V0Watch Force Management's Panel Discussion on Growth, Valuation and Execution: https://bit.ly/4p6kyGSRead the Guide on Winning Government Contracts: https://bit.ly/3UYAOvOEnjoying the podcast? Sign up to receive new episodes straight to your inbox: https://hubs.li/Q02R10xN0HERE ARE SOME KEY SECTIONS TO CHECK OUT[00:03:17] Carl Coe's Career Journey[00:05:58] Lessons from PTC and Beyond[00:15:32] Transition to Government Role[00:19:43] Challenges and Achievements at DOE[00:30:05] Modernization and Opportunities in Government IT[00:30:53] AI's Role in Streamlining Regulations[00:31:49] The Power Capacity Challenge[00:32:25] Strategies to Increase Power Capacity[00:36:05] Incentives for Diverse Energy Sources[00:37:46] Reviving the Nuclear Industry[00:39:00] The Importance of Trade Skills[00:43:33] Engaging with the Department of Energy[00:44:28] Technological Innovations and DOE's Role[00:51:45] Procurement and Efficiency Initiatives[00:55:01] Cybersecurity and Grid ProtectionHIGHLIGHT QUOTES[00:05:30] "Think big, be incredibly urgent. Don't take no for an answer. Outwork, out-hustle, outcompete."[00:13:20] Key lesson: Extreme competitiveness and knowing your product, customer, and problem are essential for success.[00:21:58] "Lose the small battles, win the big ones. Get fired up about the big stuff."[00:24:12] "Many more deposits than withdrawals—help people advance so when you ask for something, they're happy to do it."[00:27:50] "Mission is everything. All parties need to know what the mission is and that everyone is in it for the right reasons."[00:32:54] "You can't skip steps. You gotta know what problem your customer's trying to solve and build champions around it."[00:38:16] "Urgency—it's about urgency, not for us, but for the country. It's a race. We've got to win. There's no choice." Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

“Werner Enterprises wishes to clarify that we are not involved in any agreements of discussions regarding the recruitment of Kenyan truck drivers to the United States. Any claims suggesting otherwise are just false.” - Werner Enterprises on X, September 9, 2025 In early September, rumors started to swirl that Werner Enterprises, a $3 Billion transportation and logistics company based in Omaha, Nebraska, was bringing people from Kenya to drive for them in the United States.  The rumors aren't completely based on speculation. Delegations from Kenya and the Nebraska Secretary of State's office have been going back and forth for over a year. Werner and their CEO have publicly denied the rumors, and the Governor of Nebraska has clarified the limitations of the Secretary of State's office, but only digging into the details can separate fact from fiction.  In this episode of the Art of Supply podcast, Kelly Barner pulls together the facts as she found them: Reviewing the timeline - a critical piece of this story Pictures that seem to have been worth more than a thousand words Who said what when, including representatives of the Federal government The lessons we can all learn from what happened Links: Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement  

Go-live might feel like a win—but it's not the endgame. In this episode of Quick Takes on Smart Consulting Sourcing, Hélène Laffitte explains why launching your digital consulting procurement platform is just the beginning. True maturity comes from how you use the tool to evolve behaviors, refine processes, and drive better outcomes.  From training users effectively to adapting configurations and pushing for continuous improvement, Hélène reveals three powerful levers that help procurement leaders unlock real value post–go-live.  Tune in to learn how to turn your digital platform into a true driver of maturity. 

In this conversation, Dawn Tiura interviews John Winsett, the CEO of NPI, about his upcoming panel discussion at the SIG Summit. They discuss the importance of IT procurement, the challenges faced by CPOs in managing technology stacks, and the diverse expertise of the panelists joining him. The conversation highlights key topics that will be addressed during the session, including vendor management and cost optimization strategies.

This episode of The Big Bid Theory dives deep into what is possible in public procurement when the right people and technology come together.Joining us are two standout leaders from the City of Houston's Strategic Procurement Division — Yesenia Chuca and Perla Arredondo — who were pivotal in executing a full-scale e-procurement implementation in just 45 days. Yesenia shares how building the right team made the difference, while Perla reveals how their focus on the supplier experience helped grow Houston's supplier database from 4,000 to over 10,000 vendors in five months.We talk NIGP Forum 2025, supplier engagement, digital transformation in government, rapid implementation timelines, and lessons for any agency ready to modernize procurement.Also: you won't want to miss this week's “Crazy Bid You Can Win”. Let's just say it involves rain barrels AND websites.Interview on YouTubePerla Arredondo: With three years of experience in public procurement, Perla Arredondo has played a key role in implementing new procurement systems across the City of Houston. As a Training Administrator, she has been instrumental in developing and delivering training to ensure staff are equipped to navigate these evolving systems. Perla has contributed to efforts to modernize procurement processes, driving forward efficiency, transparency, and accessibility. She has helped integrate technology that improves the overall effectiveness of public purchasing for the City of Houston and its suppliers. Outside of work, she loves to travel and takes every opportunity to enjoy quick weekend trips, exploring new places and cultures.Yesenia Chuca: Yesenia Chuca is a dynamic leader in modern government procurement, serving as Deputy Assistant Director with the City of Houston's Strategic Procurement Division. With over 16 years of experience in public-sector procurement, she specializes in professional services and technology-related acquisitions, driving efficiency and transparency in the City's processes. Yesenia is committed to advancing procurement strategies that streamline operations and foster innovation. Her expertise and dedication position her at the forefront of transforming government purchasing for the future.

“We're in the business of change – selling change and then delivering it.” - Gordon Donovan, Vice President Research - Procurement & External Workforce, SAP  In an era of overlapping crises, procurement faces fast-evolving challenges… and opportunities.  Senior leaders are tasked with not only keeping the engine running but also building resilient, future-facing teams that thrive in complexity. The recently published SAP Economist Impact research report, “The Resilient Edge: Procurement in an Era of Polycrisis,” provides a data-driven lens on what the next three to five years may hold, especially as outsourcing, skills, and technology reshape operating models. To dig into this new research, Philip Ideson welcomes Gordon Donovan, Vice President Research - Procurement & External Workforce at SAP, back to the show. Gordon combs through insights on what is driving procurement decision-making, current confidence in category management, and the practical implications of surging contingent workforce and outsourcing activity. Whether you want to understand why risk management is lagging, how AI will drive operating model transformation, or where procurement should focus next, Gordon brings both the latest data and his own hard-won advice for CPOs. In this episode, Gordon discusses how this latest research from SAP can help procurement: Identify how leaders' priorities are aligning for the first time in four years Rethink the value proposition beyond cost savings and communicate it upstream Advance risk management beyond basic compliance, especially in category strategies Harness outsourcing and the contingent workforce as proactive transformation levers Prioritize the right skills, even those that rarely make the official list Links Gordon Donovan on LinkedIn Procurement's Path Through an Era of Polycrisis Visit the SAP Website Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube

At the heart of The Prophets' vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here The automotive industry is famous for its tough negotiations—OEMs squeezing suppliers, suppliers passing the pressure down the line. For decades, that approach was seen as a strength. But what if it's actually holding the industry back?In this episode of the Auto Supply Chain Prophets Podcast, Jan Griffiths and co-host Terry Onica welcome Kate Vitasek, leading authority on collaborative business models and creator of the Vested framework. Kate has spent nearly 25 years proving that companies don't have to settle for win-lose deals. Instead, they can build partnerships where both sides succeed.Kate explains the mindset shift in simple terms. Negotiation means sitting across the table, each side fighting for its own interests. Collaboration means sitting on the same side, co-creating solutions.She describes how even the most toxic relationships can be reset with the right process: aligning on outcomes, establishing trust, and piloting a new way of working one relationship at a time.Data is another barrier. Too often, companies stall because they argue over whose numbers are right. Kate insists on one source of truth, even if it's a simple spreadsheet. Agreement matters more than sophistication. Once both sides trust the data, they can move forward together instead of wasting time in conflict.Jan presses on a key point: leadership may say the right things at the top, but when directives reach the buyer level, behaviors often revert to “beat up the supplier” mode. Kate acknowledges the challenge and stresses the need to equip frontline teams with new rules, incentives, and the authority to design better processes within clear guardrails.Toward the end, Kate offers a direct challenge to automotive leaders: don't send one person to learn the Vested model, send a team. Procurement, operations, and legal must be part of the process so contracts reflect collaboration instead of undoing it.The episode closes with a reminder that real change won't come from declarations or slogans. It will come from fixing one relationship at a time, with the right people in the room, the right metrics in place, and a mindset that values shared success over short-term wins.Themes discussed in this episode:Why the traditional adversarial style of automotive negotiations is breaking down supplier relationships and creating long-term riskHow OEM behavior sets the tone for the entire supply chain and directly influences tier one and tier two practicesThe Vested model as a proven framework for turning win-lose deals into win-win partnerships based on shared outcomesThe five rules of Vested contracts and why starting with one strategic relationship helps companies pilot change effectivelyCase studies from healthcare, defense, and retail that demonstrate the impact of collaborative contractingHow one source of truth in data eliminates arguments, builds trust, and enables transparent decision-making across companiesHow companies like IBM and Securitas redefined supplier agreements to create long-term strategic valueFeatured on this episode:Name: Kate VitasekTitle: Global Authority on Collaborative Business Models and Architect of the Vested MethodologyAbout: Kate Vitasek is a recognized authority on strategic partnerships and the creator of the

Alan Thomas, founder of Alpha Tango Strategies, and Bill Gormley of the Gormley Group, join Off the Shelf for a wide-ranging update on the latest procurement news. Thomas and Gormley provide their insights and viewpoints on the Revolutionary FAR Overhaul, the creation of the Office of Centralized Acquisition Services (OCAS) at GSA, and GSA's OneGov initiative. They highlight the changes to FAR part 8 and significance of the move of the Federal Supply Schedule (FSS) ordering procedures to the General Services Acquisition Regulation (GSAR). Thomas and Gormley also discuss the new role of mandatory use or required contracts and the impact on the Best-in-Class contracts. Do we need the BIC methodology? The discussion then turns to OCAS and its scope of operations and the challenges in standing up the new organization.Finally, Thomas and Gormley give their thoughts on OnGov, harkening back to the Smart Buy program and the use of FSS BPAs. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

HEADLINE: Inside the Den of Spies: Iran Visit and Confessions of an Arms Procurement ChiefAUTHOR: Craig Unger SUMMARY: While investigating in Iran, Craig Unger visited the former US Embassy, known as the Den of Spies, now a spy museum. He secured a brief meeting with Mohsen Rafighdoost, former head of arms procurement for Ayatollah Khomeini, who accidentally referenced meeting with Republicans—a statement Unger captured on video, lending credence to the secret deal. Retry JB

Kamikaze drones, or loitering munitions, have been everywhere in recent conflicts, from the Russia-Ukraine war to battles in the Middle East. They're cheap, deadly, and changing how militaries think about strikes and defence. In this episode, host Dev Goswami sits down with defence journalist Sandeep Unnithan to trace the idea back to its WWII origins and ask why India, despite having a buzzing drone startup scene, still doesn't have its own kamikaze drones. The two break down: - What kamikaze meant in WWII and how the idea evolved into unmanned drones. - How these drones are being used in Ukraine and what lessons India should take. - Why India relied on Israeli Harop drones in Operation Sindoor. - Procurement and development blind spots that explain India's slow adoption. - Why India urgently needs to build and maintain a credible kamikaze drone force. Produced by Taniya Dutta Sound Mix by Suraj Singh

The latest Hotel Business Hot Topics session, “Optimize and Automate Your Procurement to Fuel ROI,” in partnership with Entegra, explored how hotel operators are balancing rising costs, supply chain volatility and guest expectations, while using technology and strategic partnerships to strengthen operations. Moderated by Glenn Haussman, founder/host, No Vacancy Live podcast, the panel included Lisa Carlson, SVP, operations, Remington Hospitality; Lars Schrader, VP, operational strategies, Atrium Hospitality; Jennifer Viccellio, senior director, procurement services – account initiatives and development, Choice Hotels; and Jeffrey Simmons, VP, supply management, hospitality, Entegra/Sodexo.   Enjoy this bonus show!

“It's also important to note that while our stores are fulfilling more digital orders it's not coming at the cost of in-store sales…our stores as hubs strategy isn't putting our core business at risk. It's simply helping us grow faster.” - Brian Cornell, Target CEO, in 2019 In August, Target announced that they would be backing away from their ‘stores as hubs' program. The program started in 2017 and used dedicated spaces in the backrooms of regular Target stores to fulfill the company's digital orders. The ‘stores as hubs' program was rolled out with huge fanfare… and a massive $7 Billion investment… so why has Target changed their mind? Their explanation for the change is that they need to focus more on the in-store shopping experience, but it could also be that true omnichannel retail fulfillment is harder to deliver against than they thought. In this episode of the Art of Supply podcast, Kelly Barner considers the roll out and then roll back of Target's ‘stores as hubs' program: How the program worked, and what the incentives were to keep it going The challenges Target ran into as well as the successes they had under their omnichannel strategy What we know about how they plan to handle digital order fulfillment moving forward Links: Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement

“We can all claim savings without necessarily achieving the result.”  This stark observation from Jason Busch sums up decades of dysfunction in how procurement measures their impact and why AI may finally force a (much-needed) reckoning with reality. In this episode of “Buy: The Way...To Purposeful Procurement,” Jason joins co-hosts Philip Ideson and Rich Ham to explore how artificial intelligence might finally solve procurement's validation problem… but only if organizations abandon their addiction to “claiming savings” and start measuring what actually matters: EBITDA. As a co-founder of FreeMarkets and a founder of Spend Matters, Jason has witnessed 25 years of procurement's evolution from the inside, and he's not pulling any punches. Instead, he offers a radical proposition: procurement should function as economic “detectives” gathering evidence of spend crimes, then “prosecutors” holding suppliers accountable based on that evidence. The technology finally exists to make this possible, but it will require procurement to abandon the comfortable fiction of projected savings in favor of the uncomfortable truth of EBITDA impact. The implications of this approach extend beyond individual organizations. Jason frames procurement's societal purpose as “public defenders against rampant cost escalation,” suggesting that when buyer-side flaws enable seller-side exploitation, the ultimate losers are consumers who absorb these costs through higher prices. According to Jason, the question isn't whether technology will transform procurement… It's whether procurement will transform themselves enough to leverage that technology purposefully and for the good of the business. Links: Jason Busch on LinkedIn Rich Ham on LinkedIn Learn more at FineTuneUs.com  

Jim sits down with Amy Julian to dig into culture as lived behavior, not wallpaper. From early days in AB InBev's purchasing team through years of complex change, Amy unpacks why command-and-control stalls digital projects, how cross-industry thinking opens doors, and where AI is already moving the needle for mid-market procurement and supply chains. Expect straight talk on failed implementations, governance that actually clears roadblocks, and translating values into daily decisions on the floor.What you'll hearWhy culture is a set of guiding principles you can act on, lessons from the AB InBev acquisition years and getting comfortable with constant change, a candid failure story and what clunky multi-consultant programs miss, systems thinking across tech and manufacturing, agile mindsets meeting lean and PDCA, practical AI use cases for quoting, planning, and buy decisions, the shift from analyst work to relationship work, and how to build multi-level client alignment that survives real life.Topics coveredBehavior-driven culture and purpose, change management beyond slide decks, ERP friction and inventory truth, cross-functional governance, agile plus lean in the same room, AI agents for sourcing and planning, leadership communication and trust-but-verify, turning workshops into action logs people actually own.Key quotes“Culture is a set of guiding principles and behaviors that help me make the right decisions day to day.”“Most transformations fail where the behavior stops. Values without actions are just posters.”“Let people author the change. IT can't do it to the organization and expect it to stick.”“AI should be your analyst and sidekick. People still make the calls and hold the relationships.”Jim's takeChange sticks when the shop floor can see themselves in it. If your governance cannot clear a bottleneck by Tuesday, it isn't governance. Bring agile curiosity to lean rigor, and stop pretending culture happens after go-live. It starts at scoping.Amy's takeDesign for behavior first. Set decision rights, create real feedback loops, and wire your principles into the tools. Start small with AI where pain is obvious, prove value fast, then expand. Systems thinking beats heroics.Connect with usSubscribe to Manufacturing Culture for more conversations at the intersection of people, process, and progress. Say hello, pitch a guest, or share a story where culture actually changed something.SponsorSpend two high-impact days at Med Device Boston, September 30 - October 1 at Boston's BCEC. Explore 200+ suppliers, hands-on workshops, curated matchmaking, and education sessions built for the next generation of med tech innovation. Register now at https://www.medeviceboston.com/en/home.html

There was a time when the only objective procurement had to satisfy was saving the company money, and the only way to do that was to negotiate tough with suppliers. Today, however, the business's expectations are much greater - a shift that is raising the bar for procurement professionals in all industries and across categories of spend. In this episode of The Sourcing Hero podcast, Host Kelly Barner welcomes back Philip Ideson, Founder and Managing Director at Art of Procurement. They take the opportunity to discuss one of the broader themes we are hearing about in procurement today, and that is procurement skill sets and their connection to business outcomes. Phil speaks from his own experience as a procurement professional and as someone covering the space through this major shift: The most important skill procurement can employ while trying to save money and also support the overall business How changes in the procurement operating model and tech stack are affecting the skills needed on the team Differences in category strategy and stakeholder groups and how those (should) impact procurement's approach Links: Philip Ideson on LinkedIn

What happens when procurement goes right? Most citizens never notice. Behind every police car, school lunch, government building, and public service lies the intricate, largely invisible work of public procurement professionals who ensure taxpayer dollars create maximum value for communities. Discover how procurement professionals quietly shape the quality of public services while driving innovation, equity, and sustainability in government operations.Peter Korolyk, Director of Government Support Services for Delaware, takes us behind the curtain to reveal how procurement decisions ripple through every aspect of government operations. With 15+ years in state government and prior experience in private sector purchasing, Korolyk offers a unique perspective on what makes public procurement both challenging and rewarding.Follow & subscribe to stay up-to-date on NASPO!naspo.org | Pulse Blog | LinkedIn | Youtube | Facebook

In this episode of Business of Design®, we sit down with Jenn Vandermeer, a veteran interior designer who's now making waves on the supplier side of the industry. After years of applying the BOD™ strategies in her own design practice, Jenn has joined Aquavato, a world-leader in plumbing supplier, with a mission to help interior designers thrive while making more money. Jenn shares how we can deliver concierge-level service without sacrificing profit. From navigating MAP pricing to forging powerful vendor relationships, In this episode we learn: - understanding the difference between MAP (Minimum Advertised Price) and MSRP (Manufacturer's Suggested Retail Price) can change the way you approach pricing and profit in your design projects - trade pricing doesn't mean trade-offs - building strong partnerships with your suppliers can help you avoid costly mistakes, speed up sourcing, and improve your project outcomes - design is about offering solutions, relationships, and exceptional value - concierge-level service can be profitable - consider using disbursements as an additional way to profit from your sourcing efforts while keeping your business transparent.

“Procurement is going to be on the front lines, creating competitive advantage for the corporation.” - Vel Dhinagaravel, CEO at Beroe AI isn't just a buzzword anymore… it's rapidly becoming procurement's sharpest tool for staying ahead.  Business leaders now demand more than “check-the-box” savings; they want real, data-driven competitiveness that puts their organizations at the front of the pack. The big question: how can AI and always-on intelligence transform procurement's role and impact? In this Art of Procurement podcast episode, Beroe CEO Vel Dhinagaravel joins host Philip Ideson for a candid conversation on the reality (and roadblocks) of using AI in procurement. Vel draws from deep experience and real-world case studies to reveal where intelligence platforms are making a difference, how measurement is shifting, and what mindsets are needed to win in today's faster, more transparent world. From rethinking metrics to unlocking competitive benchmarking and avoiding overhyped tech promises, this conversation gives procurement leaders practical advice they can use now. In this episode, Vel discusses: How leading CPOs are moving from point-in-time savings to continuous value Why benchmarking against competitors (not just last year's spend) is the new mandate Where and how to use AI for measurable results Ways to spot the hype vs. real limitations in intelligent agent tools How to prepare your team for the market's next leap in performance Links: Vel Dhinagaravel on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

Our guest on this week's episode is Clete Cordero, vice president of pricing and traffic at Southeastern Freight Lines. He is also chairman of the National Motor Freight Traffic Association (NMFTA). In July, NMFTA introduced a new system of freight classification to the trucking industry. The new system is design to streamline freight classes by basing it shipments on density and dimensions rather than on commodity type. Our guest shares how the industry is responding to the new classification system and how both shippers and carriers are adapting to it.A lot of people in transportation and logistics this week have seen the video of a shipping container accident at the Port of Long Beach, where several stacks of containers tumbled off a ship that had recently arrived at the port. Coincidently this week, a new report from the World Shipping Council urges stronger safety measures for ocean cargo. We discuss the areas where more safety is needed and what's behind the current problems.A challenging business climate is placing increased strain on procurement departments—and it's slowing their ability to respond quickly and manage risk. This is according to a report from procurement software company Oro Labs. The research findings come from the company's inaugural State of Enterprise Procurement Ability Report. We share some of the report's findings. Supply Chain Xchange  also offers a podcast series called Supply Chain in the Fast Lane.  It is co-produced with the Council of Supply Chain Management Professionals. A new series is now available on Top Threats to our Supply Chains. It covers topics including Geopolitical Risks, Economic Instability, Cybersecurity Risks, Threats to energy and electric grids; Supplier Risks, and Transportation Disruptions  Go to your favorite podcast platform to subscribe and to listen to past and future episodes. The podcast is also available at www.thescxchange.com.Articles and resources mentioned in this episode:Southeastern Freight LinesNational Motor Freight Traffic Association (NMFTA)WSC flags gaps in cargo safety checks for ocean freightReport: Procurement under pressureVisit Supply Chain XchangeListen to CSCMP and Supply Chain Xchange's Supply Chain in the Fast Lane podcastSend feedback about this podcast to podcast@agilebme.comThis podcast episode is sponsored by: DHL Supply ChainOther linksAbout DC VELOCITYSubscribe to DC VELOCITYSign up for our FREE newslettersAdvertise with DC VELOCITYJoin the Logistics Matters team at CSCMP EDGE 2025, October 5-8 at the Gaylord in Washington, D.C. Go to CSCMP.org to find out more.

The Department of Health and Human Services has made ChatGPT available to all of its employees effective immediately, according to a Tuesday departmentwide email obtained by FedScoop. In that message, HHS Deputy Secretary Jim O'Neill said the rollout of the generative AI platform follows a directive from President Donald Trump's AI Action Plan for agencies to ensure that workers who could benefit from the technology have access to it. “This tool can help us promote rigorous science, radical transparency, and robust good health,” O'Neill said. “As Secretary Kennedy said, ‘The AI revolution has arrived.'” O'Neill provided workers with instructions on how to log on to use the tool, as well as some warnings about how to treat outputs. He told workers to “be skeptical of everything you read, watch for potential bias, and treat answers as suggestions,” and directed them to weigh original sources and counterarguments prior to making a major decision. The General Services Administration has created a new office within the Federal Acquisition Service focused on streamlining the agency's procurement of common goods and services, a GSA spokesperson confirmed Tuesday. Acting GSA Administrator Michael Rigas recently signed the order establishing the Office of Centralized Acquisition Services (OCAS), the spokesperson said, describing it as a “centralized, enterprise-wide approach.” “By leveraging one federal wallet, GSA will deliver significant savings to the taxpayer, greater efficiencies, and reduced duplication, enabling agencies to focus on their core missions,” the spokesperson said in a written statement. GSA senior executive Thomas Meiron will serve as the office's assistant commissioner, the GSA said. Meiron has been with the GSA for over three decades, according to his LinkedIn profile. He most recently served as the acting assistant commissioner for the agency's Office of Customer and Stakeholder Engagement. The move directly supports President Donald Trump's executive order, signed in March, to consolidate federal procurement in the GSA. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

“A decision abyss is the chasm that forms between critical supply chain functions… and that's what keeps and prevents organizations from making fast, cross-functional, well-informed data-driven decisions.” – Keith Hartley, CEO and Board Member at LevaData, CEO of The Abyss Group In today's hyper-connected supply chains, data is everywhere, but turning it into fast, confident decisions remains elusive. The cost? Slow launches, eroding margins, and “spreadsheet heroics” that mask deeper issues. As the complexity compounds year after year, procurement leaders face a tough choice: keep coping, or tackle what Keith Hartley calls the “decision abyss.” In this Art of Procurement podcast episode, Keith, CEO of LevaData and author of the new book “Conquering the Decision Abyss”, joins host Philip Ideson to dig into this silent but urgent challenge.  They explore why siloed information and human habits – not just technology – are holding teams back, and what's truly required to turn fragmented data into bold, coordinated action. Keith also shares real-world stories, quick wins, and a candid take on why C-suites are finally wading into supply chain's black box. In this episode, Keith also discusses how to: Diagnose the symptoms and root causes of the “decision abyss” Move your team beyond spreadsheet culture to smarter decisions Embrace modern AI to contextualize and use even messy data Enable rapid testing for new processes that deliver outcomes   Links: Keith Hartley on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

Procurement is a black box for the majority of Solution Engineers and even Salespeople. Many salespeople treat Procurement as the enemy thinking that their only job is to beat them up on price, so today I have Mike Lander on. Mike is a former head of Procurement but is now helping Sales understand procurement better so they can close deals faster. shownotes: https://wethesalesengineers.com/show326