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Last time we spoke about the beginning of the Kumul Rebellion. In 1931, tensions in Kumul escalated after a Muslim girl spurned Han tax collector Chang Mu, leading to his violent death at a family dinner. Enraged, Uyghurs retaliated against Chinese officials, igniting a rebellion. Chaos ensued as rebels targeted Han settlers, ultimately capturing Kumul with little resistance. Amidst the unrest, Yulbars Khan sought support from military leader Ma Chongying, who planned to mobilize his forces to help the Uyghurs. What began as a local incident spiraled into an all-out revolt against oppressive rule. In 1931, young warlord Ma Chongying sought to establish a Muslim empire in Central Asia, leading a small force of Tungan cavalry. As his army attempted to besiege Kumul Old City, they faced fierce resistance from Chinese troops. Despite several assaults, the lack of heavy artillery hampered Ma's progress. Eventually, Ma faced defeat due to a serious injury. After his recuperation, his forces joined with Uyghur insurgents, sparking a guerrilla war against oppressive provincial troops, leading to increasing unrest and rebellion.   #133 Kumul Rebellion part 2: Uprisings in southern Xinjiang Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So in the last episode we spoke about the beginning of the Kumul Rebellion. Now the Kumul Rebellion is actually a series of other rebellions all interlaced into this larger blanket known as the Xinjiang Wars. To be blunt, Xinjiang was the wild west from the 1930s until basically the formation of the PRC. We briefly went over the various groups that inhabit northwestern China, they all had their own interests. I want to start off by looking at the situation of southern Xinjiang. Back in June of 1924, Ma Fuxing, the T'ai of Kashgar was executed. His executioner was Ma Shaowu who had just received the post of Taoyin over the oasis city of Khotan. There was of course always tension, but southern Xinjiang was relatively peaceful in the 1920s. Then Governor Yang Zengxin was assassinated in July of 1928. During the last years of his rule, southern Xinjiang often referred to as Kashgaria, remained entrenched in the British sphere of influence after the collapse of Tsarist Russia and the subsequent closure of the Imperial Russian consulate-General at Kashgar.  Going further back in time, in August of 1918, Sir Geoerge Macartney, the long standing British Consul General to Kashar had retired. His successor was Colonel P. T Etherton, a hardcore anti-communist who actively was cooperating with anti-Soviet Basmachi guerillas in the western portion of Turkestan. One of his missions was to curb Soviet influence in southern Xinjiang. Yang Zengxin understood the British policy towards Xinjiang was to push the Soviets out via enabling the survival of his independent Han led regime. Thus Yang Zengxin was very friendly to the British and allowed them to exercise considerable political influence in Tien Shan. Despite this Soviet influence spread in Ili and Zungharia. This prompted Yang Zengxin to secretly cooperate with the British in Kashgar to counter the looming red growth north of his province. Now by 1924, through a combination of military necessities and the re-emergence of Soviet Russia as Xinjiang's largest trading partner, this forced Yang Zengxin to push away the British. Following the Sino-Soviet agreement of 1924 which effectively saw the establishment of diplomatic relations between Moscow and Beijing, the Soviet government at Omsk dispatched an envoy to Xinjiang to discuss mutual consular representation. Both sides reached an agreement on October 6th, providing for an exchange of consulate-generals between Tashkent and Urumqi and for Soviet consulates in Chuguchak, Kulja, Shara Sume and Kashgar. The new Soviet presence in Kashgar was quite upsetting for the British. It also allowed the Soviets direct access to the densely populated oases of Tarim Basin, the source of nearly all Xinjiang's revenue.  Shortly after the Soviet Consulate in Kashgar officially opened on October 10, 1925, a local power struggle emerged involving Max Doumpiss, the Soviet Consul, of Latvian origin, Major Gillan, the British Consul-General at that time, and the Taoyin of Kashgar. Sino-Soviet relations in southern Xinjiang took a troubled turn in November 1925 when large quantities of silver bullion were discovered hidden in thirty-four boxes labeled as Soviet 'diplomatic bags,' intended for the Kashgar consulate. The Kashgar Taoyin, who was reportedly offended by the 'subtle spread of Soviet propaganda' in the southern oases, retaliated by expelling several suspected Russian agents. In March 1926, significant riots erupted in Kashgar, which the Chinese authorities attributed to an interpreter at the Soviet Consulate named Akbar 'Ali. The unrest was quelled by a force of 400 local Tungan troops, and Akbar 'Ali was imprisoned; the Taoyin ignored subsequent Soviet demands for his release. The rapid increase in the number of European consular staff from around fifteen in 1925 to between thirty and forty by 1927 also alarmed Chinese officials. All these developments were likely reported to Governor Yang Tseng-hsin in Urumchi, who was likely dealing with similar situations at the newly established Soviet Consulates in Kulja, Chuguchak, and Shara Sume. It appears that, with discreet British support, Yang decided to take actions to curb the expansion of Soviet influence in Kashgar. The Kashgar Taoyin then took up a strong anti-soviet stance. Alongside this Yang Zengxin's nephew, the officer in command of Chinese troops along the Kashgar northern frontier, suddenly became a frequent visitor to the British consulate General at Chini Bagh. After the death of the old Taoyin in 1927, Ma Shaowu came over from Khotan to replace him and with this came heightened anti-soviet policies in southern Xinjiang. Ma Shaowu first began by imprisoning 60 alleged local communists and tightened Chinese control over Kashgars northern frontier. The freedom of the Soviet Consul team to travel within southern Xinjiang was tightened to the extreme and all Kashgar citizens suspected of pro-soviet sympathies became targets for confiscation of their property or deportation to other oases. Yang Zengxin backed Ma Shaowu's attempts to limit Soviet influence in Tarim Basin by imposing severe tax on Muslims leaving southern Xinjiang to go on Hajj via the USSR. Similarly, new legislative was unleashed requiring merchants going into the USSR to deposit large sums of money to the Chinese authorities in Kashgar who would forfeit if the depositor failed to return to Xinjiang within 60 days.  These policies did not completely insulate southern Xinjiang from Soviet influence; however, they did ensure that at the time of Yang Zengxin's assassination in 1928, the southern region of the province—especially Ma Shao-wu's domain around Kashgar, Yarkand, and Khotan—maintained a significant degree of independence from the Soviet Union. This stood in stark contrast to areas like the Ili Valley, Chuguchak, and Shara Sume, where Soviet influence became dominant shortly after 1925, and even to the provincial capital of Urumqi, where, by the spring of 1928, the Soviet Consul-General had considerable sway. It was likely due to Ma Shaowu's anti-Soviet position and the persistent dominance of British influence in southern Xinjiang during the final years of Yang Zengxin's administration that Kashgar emerged as a hub of conservative Muslim opposition to Chinese governance in the 1930s. Yang Zengxins intentional efforts to sever southern Xinjiang from Soviet influence resulted in the Uighurs and, to a lesser extent, the Kirghiz of the Tarim Basin being less influenced by the 'progressive' nationalist propaganda from Soviet-controlled Western Turkestan compared to the Turkic-speaking Muslims of the Ili Valley and Zungharia. This is not to imply that the socialist nationalism promoted by the Jadidists after 1917 was entirely ineffective south of the Tien Shan; however, Kashgar, situated outside the Soviet zone in northwestern Sinkiang, became a natural refuge for right-wing Turkic nationalists and Islamic traditionalists who opposed Chinese authority yet were even more fiercely against the encroachment of 'atheistic communism' and its Soviet supporters in Central Asia. Many of these right-wing Turkic-speaking nationalists were former Basmachi guerrillas, primarily of Uzbek, Kazakh, and Kirghiz descent, but also included several Ottoman Turks and, according to Caroe, "old men who had fought against the Chinese at Kashgar." Among the most notable Basmachi leaders who sought refuge in Kashgar was Janib Beg, a Kirghiz who would play a significant role in the politics of southern xinjiang during the early 1930s. Following Yang Zengxin's assassination in July 1928, Soviet influence in southern Xinjiang began to grow rapidly; nevertheless, at the onset of the Kumul Rebellion in 1931, reports of forced collectivization and the suppression of nomadic lifestyles in Western Turkestan led many Turkic Muslims in southern Xinjiang to be wary of Soviet intentions. If, during the late 1920s and early 1930's, the Turkic Muslims of southern Xinjiang were divided in their approach towards the Soviets and the newly formed Turkic-Tajik SSR's in western Turkestan, they all were united in their attitude towards their Tungan brethren to the east. Unlike the Turkic Muslim rebels of Kumul, the Uyghurs and Kirghiz of southern Xinjiang were far too distant from Gansu to appeal for assistance from the Tungan warlords, such as the 5 Ma Clique. Besides the Han Chinese officials, rule over the oases of Tarim Basin had long been held by Tungans. Ma Fuxing, the Titai of Kashgar had ruthlessly exploited his Turkic Muslim subjects between 1916-1924. He himself was a Hui Muslim from Yunnan, as was Ma Shaowu. The Turkic Muslims of southern Xinjiang therefore had zero illusions of any “muslim brotherhood” with their Tungan brethren. It was Tungan troops who intervened to suppress any demonstration against Chinese rule. The Tungans of Tarim Basin were allies to the Han Chinese administration and thus enemies to the Turkic Muslim peoples. The western rim of Tarim Basin was in a unique political situation during the later half of Yang Zengxins rule as a large part of its Turkic Muslim population looked neither to the progressive Muslim leadership of western Turkestan nor the Tungan warlords of Gansu. Instead they looked at the regimes in Turkey and Afghanistans, both quite conservative. Contacts in these places were sparse ever since the Qing reconquest of Xinjiang. After the defeat of the Ottoman Empire in WW1, contact ceased to exist at all. Emotional links to what once was however lingerd, and the nationalist revolution of Ataturk sprang something of a Turkish renaissance inspiring Turkic peoples from Crimea to Kumul.  As for Afghanistan, there existed more concrete religious and political contacts with southern Xinjiang. In 1919, Amir Aman Allah, the last Muhammadzay ruler of Afghanistan had taken the throne after the death of his father. He became an impetuous ruler who brought forth his own downfall through a series of radical reforms that caused a revolution by 1928. Yet in his first years of rule he had widespread support of Muslim peoples in central asia, especially after he began the Third Afghan war against Britain, combined with a Jihad for Afghan independence. Because of this the British were forced to recognize Afghanistan's right to independent foreign policy. During this period, it is rumored Amir Aman Allah had toyed with the idea of forming an Islamic Confederacy which would have included Afghanistan, Bukhara, Khiva and Khokand. He would have also been interested in influence over Xinjiang where numerous Afghan merchants resided under British protection. Following Britains recognition of Afghanistan's right to independent foreign policy, with the 1919 treaty of Peshawar, British diplomatic protection for Afghan citizens in Xinjiang was lifted. Amir Aman Allah then established independent diplomatic links between Kabul and Urumqi, sending a delegation in 1922 led by Muhammad Sharif Khan. The Chinese officials regarded the Afghan mission as a trade delegation, but Muhammad Sharif Khan carried with him printed visiting cards styling himself as Afghanistan's Consul-General in Xinjiang. Alongside this he brought draft agreements demanding full extraterritorial rights and other privileges for Afghan subjects in Xinjiang and the right to import opium freely into the province. It is to no surprise Yang Zengxin refused to recognize the mission causing a dispute that would drag on for years. It became a long standing issue for th Turkic speaking Muslims of southern Xinjiang. There were many who looked to Afghanistan to help them against Chinese oppression. Now getting back to our timeline, with the initial outbreak of the Kumul Rebellion and the Tungan invasion, Jin Shujen had made every effort to prevent news of these events occurring mostly in the northeast from getting into the south. But of course one cannot stop the flow of information completely. Rumors and reports of the rebellious activities northeast flooded into the oases of Tarim Basin, invigorating anti-Chinese zeal, from peoples already suffering from increased taxation and inflation caused by unbacked paper currency paying for Jin's war efforts. Jin was well aware of the discontent south in his province, but he was emboldened by his victory of Ma Chongying as well as the recent delivery of 4000 rifles and 4 million rounds of ammunition from British held India. Thus he determined to maintain his current stance. It would prove to be a very fateful decision. The Kumul Rebellion was not crushed by any means. In fact the brutality following the relief of Kumul Old City caused outrage amongst the Turkic speaking peoples and sent refugees westwards towards Turfan. By May of 1932, Ma Chongying had dispatched a young Tungan Lt, Ma Shihming to take command over his Tungan forces remaining in Xinjiang. Ma Shihming quickly established his HQ in Turfan and began to cooperate with the Turkic speaking Muslim insurgents who owed their allegiance to Yulbars Khan and Khoja Niyas Haiji. It's also believed he made contact with Ma Fuming, a Tungan officer in command of the Xinjiang provincial forces at Turfan.  By mere coincidence, in May of 1932, Jin had also elected to seek revenge against Tsetsen Puntsag Gegeen, the Torgut Mongol regent inhabiting Tien Shan. That same guy he had asked for military aid from who simply took his army away. Tsetsen Puntsag Gegeen was invited to come back to Urumqi where he was to attend an investigation into the assassination plot laid against him. On May 21st, shortly after his arrival, he alongside two Torgut officers and the young Torgut Prince were all invited to an official banquet at Jin Shujens yamen. Now you might be thinking, who in their right mind would fall for that shit? Especially given the Yang Zengxin banquet story. Well according to R.P Watts, the British Vice Consul General at Kashgar who happened to be in Urumqi at the time. “While drinking the usual preliminary cup of tea the regent and the two military officers were led out into a courtyard and executed. According to Chinese custom in such matters proper observance was accorded to the high rank of regent even at the moment of execution. A red carpet was spread on the ground on which he was invited to seat himself. He was then killed by being shot through the head from behind by one of the governor's special executioners. His two companions being men of inferior rank were not given the privilege of a red carpet to sit on whilst being executed.”  The young Torgut prince was allowed to return to Kara Shahr, man that must have been an awkward desert. So Jin hoped the harsh action would terrify the young prince into submission. As you may have guessed, Jin actions were quite toxic for the Torgut Mongols. Might I add the Torgut Mongols were probably the only non Chinese group in Xinjiang that may have sided with Jin against the Turkic peoples? So to tally up things a bit here. Jin pissed off the Uyghurs and Tungans of Turfan, the Kirghiz of Tian Shan and now the Torguts.  In early 1932, Turkic Muslim opposition to forced collectivization and suppression of nomadism by Stalin in the Kazakh and Kirghiz regions of Soviet Central Asia, saw many spill over into Xinjiang. By March of 1932, large numbers of Kirghiz fled the border and were pursued by Soviet forces. A series of skirmishes and raids broke out in the border region. The Soviet Kirghiz naturally received aid from the Xinjiang Kirghiz and in June a Chinese official was killed by Kirghiz insurgents in Tien Shan. The Chinese were outraged, prompting Ma Shaowu to unleash 300 troops from Kashgar New City and 200 troops from Kashgar Old City to defend the frontier area. These units were soon joined by another 100 troops from Opal and 200 from Uch Turfan all under the leadership of Brigadier Yang, the nephew to the late Yang Zengxin. In July Yang's men began joint operations with the Soviets against the Kirghiz insurgents who were led by Id Mirab. The Chinese forces were said to quote “The Chinese forces had been suffering badly from want of opium', and reportedly behaved very badly towards Kirghiz, a number of whom were driven to take refuge in Russian territory”. To try a force the submission of the Kirghiz, Yang's forces took 70 hostages from Kirghiz families and brought them to imprisoned them the oases of Khotan, Keriya and Charchan. Thus Jin and Ma Shaowu had succeeded within a few months of Ma Chongyings withdrawal back into Gansu in both alienating the Turkic speaking and Mongol nomads of Tien Shan. The Sino-Soviet cooperation against the Kirghiz had also not gone unnoticed by other Muslim groups.  Meanwhile the Kumul Rebellion had spread westwards. By Autumn of 1932, months after the arrival of Ma Shihming to Turfan, Ma Fuming joined the rebels cause. Wu Aichen wrote it was his belief that Ma Fuming's decision was based on the continuing flow of Muslim refugees from Kumul to Turfan combined with reports of mass executions being carried out by Xing Fayu. But like I had mentioned, there is also strong evidence Ma Shihming probably negotiated an alliance with Ma Fuming. Wu Aichen wrote Ma Fumings first rebellious action was to send a telegram to Jin requesting he dispatch reinforcements while he also sent a letter to Xing Fayu over in Kumul to come quickly to Turfan. The reinforcements arrived at the oasis without suspecting a thing and were “shot down to the last man” by Ma Fumings forces as they passed the city gates. A few days later another detachment of 100 men led by Xing Fayu reached Turfan only to suffer the same fate. Xing Fayu was taken captive and “tortured to death in public with every refinement of cruelty and vileness of method”. Following Ma Fumings official defection, the Turfan Depression quickly emerged as the main center of Muslim rebellion in northeastern Xinjiang. Kumul which had been laid to ruin by Jin was abandoned to the Turkic Muslim insurgents and a handful of Tungan troops. A large portion of Tungan forces consisting of those following Ma Fuming and Ma Sushiming massed at Turfan preparing to march upon Urumqi, lying 100 miles northwest. The storm brewing in Turfan was followed up by a series of uncoordinated uprisings amongst the Turkic speaking Muslims of southern Xinjiang. The Uyghurs of Tarim Basin and Kirghiz of Tien Shan realized Jin's grip over the province was weakening and the presence of Tungan forces in Turfan effectively cut off the oases of the south from Urumqi and Jin's White Russian troops, whom otherwise may have scared them into submission. The White Russians and other provincial forces were hard pressed by Ma Fuming and Ma Shihming. Reports also spread that Ma Chongying would soon re-enter the fray in person and that Chang Peiyuan, the Military commander over at Ili had fallen out with Jin. Thus the Turkic speaking Muslims of southern Xinjiang knew the time was ripe to rebel against Chinese rule. In the winter uprising began at Pichan, just east of Turfan and at Kara Shahr about 175 miles southwest. Lack of Torgut support at Kara Shahr following the murder of Tsetsen Puntsag Gegeen basically sealed the fate of the Chinese forces within the city. The new Tungan leader, Ma Chanzeng emerged the commander of rebel forces in the region. Disregarding the increasingly intense conflict between Ma Shih-ming and the provincial forces along the Turfan-Urumqi road, Ma Chan-ts'ang moved westward, seizing Bugur in early February and progressing to Kucha. There, he formed a strategic alliance with Temiir, the local Uyghur leader, who was noted by Wu Aichen as "a capable individual who had managed the mule wagon service." After occupying Kucha without any resistance, the combined forces of Ma Chanzeng and Temiir continued their advance toward Aksu, capturing the small town of Bai along the way. Ma Shaowu was the Taoyin of Kashgar and second most powerful official in the provincial administration after Jin, thus found himself cut off from Urumqi by two separate armies of Muslim rebels each composed of Tungan and Turkic factions. One of these armies held a small but militarily competent Tungan force led by Ma Chanzeng with a large contingent of poorly armed Uyghur peasants owing their allegiance to Temur. This force advanced southwest towards Aksu, while the other army consisting of a loose coalition of competent Tungan troops under Ma Shihming and Ma Fuming with Turkic speaking Muslim peasants owing allegiance to Khoja Niyas Haiji and Yulbars Khan pressed their attack directly upon Urumqi. In February of 1933 to add further confusion in the south, the rebellion against the Chinese spread southwards across the Tarim Basin to its southern rim. Uprising against the Chinese administration broke out simultaneously amongst the gold miners of the southern oases who had long resented the provincial governments fixed rate for the purchase of gold in Xinjiang alongside brutal working conditions. The spiraling inflation from Jin's worthless currency which was used to pay for the gold only made things worse. By spring their patience had run out, the Uyghurs led by Ismail Khan Khoja seized control of Kara Kash killing a large number of Han Chinese. Meanwhile the Uyghurs at Keriya seized control over the Surghak mines and threatened to take control over the whole oasis. Prominent rebel demands included a fair price for gold and silver and prohibition of the purchase of precious metals with paper currency. More urgent demands were lowering taxes, ending government tyranny, introducing Shari a law and stationing Muslim troops in every city. Now these demands were very real, they were willing to stand down if they were met. One anonymous writer of the demand notices placed at Karakash was as follows “A friend for the sake of friendship will make known a friend's defects and save him from the consequences of his defects. You, who are supposed to rule, cannot even realize this, but try to seek out the supporter of Islam to kill him. Foolish infidels like you are not fit to rule ... How can an infidel, who cannot distinguish between a friend and a foe, be fit to rule? You infidels think that because you have rifles, guns ... and money, you can depend on them; but we depend upon God in whose hands are our lives. You infidels think that you will take our lives. If you do not send a reply to this notice we are ready. If we die we are martyrs. If we survive we are conquerors. We are living but long for death”. Ma Shaowu elected to first move against the Muslim insurgents threatening Aksu, most likely reasoning that if Ma Chanzeng and Temur were defeated the weaker rebel forces at KaraKash and Surghak would just crumble. There also was the fact Ma Shihmings men at Turfan had severed the telegraph line between Urumqi and Kashgar, and that line had been re-routed via Aksu, but if Aksu fell to the rebels, communications with the capital would only be possible via the USSR. At this point its estimated Brigadier Yang had a mixed army of 280 cavalry and 150 infantry as he set out for Aksu on February 6th. Ma Shaowu's position was not good. On February 9th, Jin Shujen's younger brother, Jin Shuqi the commander in chief at Kashgar New City suddenly died of illness. He was replaced with a Chinese officer called Liu who took command of his three detachments of cavalry, about 480 men and a single detachment of artillery, about 160 men. Ma Shaowu held control over two regiments of cavalry, 700 men and 3 detachments of infantry, around 300 men all stationed at Kashgar Old City. In mid february reports reached Kashgar that Brigadier Yang was heavily outnumbered by the rebels under Ma Chanzeng and Temur and had fallen back from Aksu to a defensive line at Maral Bashi. On the 23rd celebrations were held at Kashgar to mark Jin handing Ma Shadowu the new title of Special Commissioner for the Suppression of Bandits. During the celebration, salutes were fired at the yamen and KMT flags were flown from buildings throughout the city. Afterwards all of Liu's forces were sent to Maral Bashi to bolster Yang.  Now in a bid to suppress the uprisings at Surghak and KaraKash before a full scale uprising could develop on the southern road, 200 men led by Colonel Li were dispatched to Khotan, while another force under Colonel Chin was dispatched to Yarkland. Because of these movements of troops to Khotan and Maral Bashi, there was a serious depletion of defenders for Kashgar. Thus Ma Shaowu ordered a raising of Kirghiz levies and recalled some Chinese troops from the frontier districts west of Kashgar. Thus the Chinese garrison at Sarikol pulled out to Kashgar, leaving the region's Tajik population to their own devices. At Kashgar, troops posted on the walls of both cities had strict orders to close all gates at 7pm, with major curfew laws set into place.Despite all of this the provincial troops proved very inept at stemming the rebel advance along both the north and south roads into Kashgar. On the 25th, the rebels entered Aksu Old City, shooting up all its Chinese residents, seized their property, stormed the arsenal and looted the treasury. Later on Ma Changzeng and Temur led an estimated 4700 ill armed Uyghur irregular army to advance on Maral Bashi and Kashgar.  In the Keriya, the Chinese officials consented to convert to Islam and to surrender their possessions; however, on March 3, thirty-five Chinese individuals, including top officials, were executed, with their heads displayed in the marketplace. On February 28, the Old City of Khotan fell into the hands of rebels with little resistance, while the New City of Khotan was besieged before capitulating to the insurgents on March 16th. Following the rebel successes in Khotan, it was reported that 266 Han Chinese converted to Islam, and both the treasury and arsenal of the New City—containing "thousands of weapons and nearly a ton of gold"—were seized by the insurgents. Additionally, uprisings led by a Uighur named ‘Abd ai-Qadir took place in Chira, and in Shamba Bazaar, several Han Chinese and two Hindu moneylenders were killed. Further afield from Keriya, the town of Niya succumbed to the rebel forces from Khotan, while even farther east, at the isolated oases of Charchan and Charkhlik, reports indicate that peaceful insurrections occurred after a small Tungan contingent loyal to Ma Shih-ming entered the region via a little-used desert route connecting Kara Shahr and Lop. Meanwhile, to the west of Khotan, Uighur forces under Isma'il Khan Khoja obstructed the main route to Yarkand at the Tokhta Langar caravanserai, repelling all but two delegates sent from Kashgar by Ma Shao-wu, who aimed to negotiate with the rebel leaders in Khotan. No further news was received from the two Begs allowed to continue to Khotan, and with their diplomatic mission's failure, the entire southern route from the eastern outskirts of the Guma oasis to the distant Lop Nor fell out of Chinese control. To fortify their position against potential counterattacks from Kashgar, the rebel leaders in Khotan destroyed roadside wells in the desert east of Guma and began establishing a clearly Islamic governance in the areas they had liberated. By mid March, Ma Shaowu's control over southern Xinjiang was limited to just a wedge of territory around Kashgar, Maral Bashi and Yarkland. Moral was so low, Ma Shaowu asked the British Indian government for military assistance as it seemed apparent no help would come from Urumqi. Ma Shaowu had received 3 telegrams from Jin via the USSR lines; the first confirmed his position as Commander in Chief; the second relayed Jin's brothers death and the third directed Jin Kashgar representatives to remit a large sum of money to his personal bank account in Tientsin. That last signal must have been a banger to read. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The Kumul Rebellion quicked off a storm of different groups' grievances and Jin Shujen did a banger job of pissing off…pretty much every single group. In the southern portions of Xinjiang massive uprisings began and it seemed a tidal wave would hit the entire province.  

In the first episode of the series Navigating Hostile Environments, Julia is joined by Aaminah Qadir, a human rights lawyer based in Pakistan. Aaminah shares her experiences of working in a male-dominated profession and the systemic resistance faced by women litigators. “They often refer to me as 'baby' in court, not as a romantic gesture, but to belittle me, as if I'm a child who doesn't belong there. It makes me angry, but I've learned to respond firmly and claim my space,” said Aaminah. She recounts her strategies for maintaining resilience, from humour and delegation to finding solace in reading, walks, and even Korean dramas. Aaminah also discusses how her organisation, She-her Pakistan, is creating a supportive environment for vulnerable communities and female professionals, emphasising the importance of fair compensation and gender sensitivity. Listen to this episode to gain powerful insights into the realities of working in patriarchal systems and societies, the need for gender-sensitive legal practices, and the importance of cultivating resilience in the face of systemic inequality. About the Guest: Aaminah Qadir is a human rights advocate and constitutional lawyer based in Pakistan. She is the founder of She-her (pronounced shai-her or city in Urdu) Pakistan, a public interest litigation organisation that is dedicated to providing legal representation to vulnerable communities in the country. Aaminah's work focuses on empowering victims of domestic violence, religious minorities and the trans community through securing their legal rights. She also works to train members of the judiciary in Pakistan on gender sensitivity and on laws that are enacted to protect women. Aaminah also focuses on the intersection of climate and gender justice litigation to highlight the disproportionate impact of climate change on women in the global south -- an extremely under-studied field in Pakistan. She has completed her undergraduate degree in global affairs and history of art at Yale University and has studied law at the University of Cambridge.

Ustadz Yazid bin Abdul Qadir Jawas, Lc. - Manhaj Dakwah Ahlus Sunnah Wal Jama'ah Bagian ke-1

Ustadz Yazid bin Abdul Qadir Jawas - Mengambil dan Menggunakan Dalil

Ustadz Yazid bin Abdul Qadir Jawas, Lc. - Wasiat Perpisahan

Ustadz Yazid bin Abdul Qadir Jawas, Lc. - Manhaj Dakwah Ahlus Sunnah Wal Jama'ah Bagian ke-3

Ustadz Yazid bin Abdul Qadir Jawas, Lc. - Berhukum Dengan Apa Yang Diturunkan Allah

Ustadz Yazid bin Abdul Qadir Jawas, Lc. - Mengikuti Sunnah Rasulullah Shallallahu 'Alaihi wa Sallam

Ustadz Yazid bin Abdul Qadir Jawas - Syarah Aqidah - (Bab VI) Syirik dan Macam-Macamnya #2

In this episode of the Inspire Podcast, Bart welcomes Yusra Qadir, Chief Programs and Advocacy Officer at Mothers Matter Canada, to share her incredible life journey and how she is empowering women to find their voices. Yusra starts by reflecting on her childhood in Pakistan, her work in community and social development, and her education in human rights. She describes how she found her voice but realized that finding her voice and being able to meaningfully use it are different things. She moved to Canada with young children five years ago, where she navigated the challenges of being a new immigrant and found ways to help others through her own experiences. She also found challenges that women face in this world are universal. She joined Mothers Matter Canada to help immigrant and refugee women in Canada access the support they need to find their confidence so they can meaningfully use their voices within their lives and their communities. She highlights the impactful work of Mothers Matter Canada, particularly the HIPPY program, which supports newcomer mothers in preparing their children for success while building the skills and resilience they need to thrive. Yusra's story is a testament to her strength and commitment, both in her personal journey and in the transformative work she does today. Visit Mothers Matter Canada to learn more (https://www.mothersmattercentre.ca/) and connect with Yusra on LinkedIn (https://ca.linkedin.com/in/yusraqadir). You can also find Mothers Matter Canada on LinkedIn, Facebook and Instagram. Show Notes 00:28 Standard show intro 01:04 Introducing Yusra 02:16 What is "Mothers Matters Canada" 02:50 Equity advocacy 03:25 The challenges that mothers are facing 05:52 What does MMC do to help? 06:59 Peer-based programs 09:51 Yusra's journey to now 10:52 Experiences growing up in Pakistan 12:14 Dreaming big as a child 13:23 Feminist focus 13:50 Disaster preparedness 14:30 Large displacements around the world 15:22 Diverse groups that they work with 16:17 Canada struggles with women's opportunities 17:09 Why come to Canada? 17:43 Becoming dangerous to be an activist 20:29 The challenges of a new immigrant 23:15 Developing leadership skills 25:44 Bart talks about "taking the stage" program 26:35 1/4 women in Canada are "racialized" 26:53 The motherhood penalty 27:08 What the program does 28:07 What is the HIPPIE program? 29:50 Summary of HIPPIE 30:31 Great data management system 31:30 Getting children ready for school 32:24 Example of a personal story 37:33 The ambassador program 39:07 Her hopes for newcomers 5-10 years from now 39:35 Universally available programs 40:01 Her hope for women 40:56 Thank yous 41:20 Outro

Ustadz Yazid bin Abdul Qadir Jawas - Mengenal Keutamaan dan Mengikuti Jejak Sebaik-baik Manusia

Welcome to a Would You Rather Wednesday edition of Glenn Clark Radio, plenty to go over on the program today after a nice complete-ish team win for the O's in NY last night who move back into first place in the AL East with some help from the Guardians getting a win over the Yankees, plus, we'll talk a little Ravens after their final open Training Camp practice yesterday with ol' GC in attendance. Before any of that though we will be joined by our good friend, former Ravens WR and Super Bowl XXXV Champ, Qadry Ismail, as we get his thoughts on the Ravens as they get ready for the season and to kick things off opening night in KC, plus we'll see how his son Qadir is doing out at camp as well as he gets ready for preseason game #3 in Green Bay this weekend. Also early in the first hour, Drew Forrester will make his triumphant return to the program after being away for a couple of weeks, we'll play Would You Rather Wednesday, talk some Ravens and O's and who could possibly know what else. And at 11:45am, we will head back up to Aberdeen to check in with the Ironbirds as we catch up with newly promoted OF Jake Cunningham, to talk about his hot start to High-A ball, see how he's been doing since being drafted in the 5th round last year and more…

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Dubai, Qatar and more recently Saudi Arabia have developed a reputation in digital signage for bankrolling projects that seem mainly focused on sizzle and scale. But there's a lot more going on in the region than work that's just about Wow Factor. It's a busy, high opportunity part of the world for companies delivering big visual display projects, but also one that presents a lot of challenges in how things work - everything from regulations and timelines to cultural differences. I've got to know a Dubai-based company called Blue Rhine Industries through its strategy director, Nita Odedra, who I first met at an ISE conference. I'd already been impressed by how the integrator actually produces useful marketing - tight, explanatory videos that do the job of explaining what was done and why. It seems sensible, but is remarkably rare in this sector. I see a LOT of it, so I know. Nita and I had a great chat about the company's roots as a traditional sign company, and how and why it expanded into digital. We spend a lot of time talking about what's happening in the region, what customers want, and how business is done. If your own company is thinking the Gulf region presents a lot of opportunity for expansion, that is indeed true. But like a lot of things, it looks easier that it appears. Local knowledge and experience are invaluable. Subscribe from wherever you pick up new podcasts. TRANSCRIPT Thank you for joining me. For those people who don't know Blue Rhine Industries, can you give me a rundown of what the company does?  Nita Odedra: Yeah. So we're a digital signage system integrator headquartered in Dubai, in the UAE, and we are working across the entire GCC on various projects. That includes additional screens, software, and interactive solutions, across a range of industries. That's us in a nutshell.  What are the roots of the company?  Nita Odedra: So we formed in 2006 by a gentleman called John V. Joseph, who still runs the company now, and he started the company as a static signage fabricator. So very humble beginnings where we were fabricators for static signs and shop signs. So it could be a Starbucks sign or a Cartier sign. Then inside the retail stores, it would be the category signage, light boxes, and menu boards in F&B, and that's how we started the business.  And you went to digital, was it because there was an opportunity or it was one of those things where you looked at it and realized, okay, we have to go this way? Nita Odedra: Yeah, it was the latter. It was that we identified that there was a shift happening, in retail, in F&B. So where we felt this the most was the quick-serve restaurants where they were changing their traditional lightbox menu boards to LCD screens, and that was a big business for us, lightboxes, menu boards, keeping those menu boards updated. So at that point, we realized that there was a shift happening and we were going to start losing the lightbox kind of offering that we had we formed a relationship and exclusivity with Phillips Professional Panels, Professional Displays at the time, and we were their exclusive distributor here in the UAE for a number of years and that's where the digital signage business began.  And what does that represent for Blue Rhine now? Is it like a big part of their business or like a sideline?  Nita Odedra: More than half the business now is digital signage or some type of static signage, which incorporates digital signage into it. So we have fully dedicated teams. It's like the business is almost split into two and digital signage is where we're seeing the most growth.  I suspect the two are complimentary still in that if you come across a job that involves something more than hanging a screen on a wall, there are a lot of solutions providers that don't really have the expertise on the engineering side, don't have the man lifts or any of these things to do the more aggressive or complicated work. Nita Odedra: Absolutely. So that's really our differentiator in the market here is that because the company grew from being a fabricator. So we have four factories. We have facilities for large steel structures, both indoor and outdoor large totems. So we're doing canopies for gas stations as part of our static business, which allows us to be able to do those large unipoles for the out-of-home media agencies, for example, down the highway.  So the ability to manage that whole project from technical drawings on steel structures and, the housing and all that type of stuff, all the way through to fabricating in our facility, installing it in-house, having the digital signage arm of the business, the software, the content, we're able to provide that full end to end solution and that means that when we're doing these installations, especially indoor environments, where we're doing the secondary structure, every millimeter counts when it comes to that perfection of LED screens, for example, and having that beautiful screen housing structure, that's all done by us. Lord knows we've seen around the world, large format display projects that have been done by companies who probably don't know what they are doing because things fall over or fall on people and everything else.  Nita Odedra: Yeah, we've seen that recently, but, we've got in-house engineers. We've got those project managers in-house. We've got guys doing BIM in-house as well.  So we have that technical capability all the way from the drawings. Then we've got the fabrication facility with skilled workers. We have multiple HSC kinds of offices that are going on-site. Most recently we did quite a complex project, from beginning to end, which was the Dubai Mall Aquarium, which was a long installation. That was six months. Because it's a fully operational mall, we had a very short window at night time to go in to put all the access equipment up and work. we had to take out the existing screen, which was an OLED LG display, and then replace that with the infrared screen that we put in and that took six months and we're very proud of that installation because we had zero HSC violations over six months and our team just did a fantastic job there.  Is that an anomaly or is that kind of the work you do?  Nita Odedra: That's very much the kind of work we do. So it is these large screens, it is custom fabrication. It will be complex sites. So we're doing one at the moment, which is a very large outdoor screen on the corner of a building, which is also still in construction. So this is very typical, especially when we're looking at those large format screens.  Those are jobs that don't come along that often, even in your region. A lot of companies would rely more on the, use a term I use quite a bit, meat and potatoes kind of work where it's conventional flat panel LCDs for menu displays. Nita Odedra: So here the market is a little bit different because we've got so many projects, new developments, they're trying to do things differently. We've got cylinder LCDs, we've got pillars being clad, etc. But yeah, you're right there. Our bread and butter and the fast-moving business that keeps the lights on is the retail business. That is the LED screens, the LCD video walls, and interactive displays in retail environments.  When we get those orders in, they turn around pretty quickly, within a couple of months, the payments are pretty good on those because you're delivering in a shorter time frame, and on the larger projects, that's where, sometimes we can get our money stuck, projects get delayed. An example would be Abu Dhabi Airport, Terminal A, where that project was delayed over a couple of years and we had that stock ready, and then COVID came, the project got delayed, and that became from what should have been two years became five years. You just have to sit on that stuff.  Nita Odedra: You're sitting on it or you install it and then the airport's still not open. You've got a screen up there that's not ready for any content yet. But it's just the way it is, especially in this region, projects sometimes do get delayed and we just have to be prepared for that when we're resourcing the company and now we're at over 750 people, almost 800 across the region. So it's managing those resources and making sure that the installation or the fabrication that we're aligned internally on manages everything.  So from a distance, I look at the GCC region and I see these mega projects being announced and I always wonder how many of them are actually going to be built and how long does it take?  Nita Odedra: So these are ambitious projects, right? So we're looking at projects in NEOM, like The Line, we've got several projects in and around Medina, and they are very ambitious when you look at them on paper. They are happening, but some of them are being scaled back. So you may have heard Neom The Line that was scaled back from, hundreds of kilometers down to just a couple of kilometers.  But it's still one of the largest building projects in the world, even at that scale-down size, right? Nita Odedra: Absolutely, and we are seeing that these projects are now coming to life. So things that were announced, what, five years ago, probably like 2018 when they set the 2030 vision for Saudi Arabia specifically. A lot of those projects are now happening, the hotels are opening, the resorts are opening, so we look at places like the Red Sea Development, which has luxury resorts. It's going to be a tourist destination. They're already accepting guests there now. They've got Qadir, which is picking up pace. We've got King Salman Park, which will be the largest urban park in the world. When you're in the city, work is happening and it's happening at a very fast pace. Who is largely funding these? Are you in a better position to see them actually happen if they're coming through a big fund like PIF in Saudi Arabia?  Nita Odedra: Yeah. So a lot of the work that we're doing and the projects, they are being funded by the government, by the public investment funds. So those are the ones that are picking up speed, but of course, other private companies are coming up with their developments and they're turning the round very fast. There are out-of-home media agencies that are doing phenomenally well. They're companies like Al Arabiya who are sweeping up these new developments for their network. Is it very competitive in your region? I'm familiar with three or four companies who do what you guys do, different routes, and everything else. But I suspect because of the money that's going into the region, there's all kinds of other companies in the region and in Europe and even in North America are looking at it and thinking we need to be there. Nita Odedra: There is competition. There are system integrators, smaller ones that we're having to compete with quite aggressively in the retail space, but where we're different is we've been in this game a lot longer. So perhaps we've lost some clients in retail for a year or two, they've experimented with perhaps other system integrators. Some have been successful, some when it comes to those retail projects, a little bit more complex where, the fabrication element comes back in again, experienced project management that comes back in again, HSC, when these elements are not supported by a competitor, they end up coming back to us and we're able to maintain that retail business. But absolutely in retail, we have a lot of competition. But there is a lot of work here. There are lots of malls still opening, whether that's the UAE or in Saudi, where there's a huge number of malls opening up, there is business there.  Does it feel at all like a bubble?  Nita Odedra: It feels like a bubble when I look at politics internationally and how we don't have that here and we're a little bit in a little happy bubble here. So yeah, it does feel like it sometimes. And it's easy to forget that this region is an anomaly. We are a region where there are a lot of ambitious projects with speed happening. There is work. There's a very positive attitude towards these projects that are being developed. There's a very positive attitude towards the hosting of sporting events in the region. People are excited about it. They welcome it. It's something new, right?  So it can feel like a bit of a bubble sometimes when we have so much regional excitement that, perhaps globally, it's not the same landscape.  Yeah, you mentioned shopping malls going up, and I've been to Dubai, it's been a number of years, but I thought even at that time, okay, there's enough shopping malls here now. But they just keep coming.  Nita Odedra: I'm shocked as well. So every time there's a new mall, I was like, surely they're not gonna be busy, and then you go, and they're packed. This is low season right now. So the school holidays started last week and we don't get much tourism in the summer, but the mall was absolutely packed. It's very much a small culture here. We don't have historical high streets or historical villages. Everything is new. Everything's flashy and people want to go to the mall. That's the only place that they can go to for F&B, for entertainment, picking up their groceries, and doing their usual high street shop. There's a practical reason behind that too, just that it's, so crazy hot there that malls are air-conditioned. So the dwell time, I gather, is not measured in minutes and hours.  Nita Odedra: Yeah, it is not unusual to be in the mall for six to seven hours. You'd perhaps do two meals there, watch a movie, go shopping, and then leave after doing your grocery shop. So it's high dwell times.  It's incredibly hot here. So I even have friends who go to the mall In the summer, just to get their step count in. So they'll go, grab a coffee, do their step count, pop in, run some errands, whether it's dry cleaning, or whatever it is that they've got to do, but they'll do that step count inside the mall, as opposed to a park, or the town pavements. Does that make it a better media environment?  Nita Odedra: Absolutely, So for the out-of-home media agencies, they've got a good captive audience there. It's all indoor. So I think it works really well for the media networks and or the out of their media agencies.  We've chatted a few times in the past. I'm always curious about the impact of the wow factor on Projects over there and how important it is  Nita Odedra: culturally, I think we've got a bit of history here with Dubai because it's been established a little bit longer in terms of these, ambitious developments, but they want to be the biggest and the best, whether it's building the tallest building in the world, the Burj Al Arab, the largest mall in the world, maybe the busiest mall, the busiest airport terminals. They do have this pride in trying to put developments out there that are new, and ambitious. Something that is the largest, and what that means is sometimes it comes with a bit of flash and you've got all bells, all whistles installations for screens. Dubai Mall is an example where I think that's the largest indoor screen in Dubai Mall and you'll have other ones coming up in the next couple of years trying to beat that I'm sure. Now, as somebody whose role involves strategy. I suspect it's a bit of a delicate dance for you in that you're hearing about these ambitions of being the biggest, the best, and so on and you have to sit there and think, monetarily, that could be great for us, but strategy-wise, I'm not sure that's the right move. Nita Odedra: Exactly. So we have to be really careful about which projects we take, how many projects we take, and when we take on new partners and new product lines. When we dive first, we're adding more software with, we're providing content now. So we've got to be really careful about what our strengths are and stay true to who we are. We get asked all the time to do things that are, outside of our scope, but we really have to say no, scale it back, and just stick to our objectives, our strategy as a business, the direction we want to go in, and that's very much customer experiences, passenger experiences. So we're one of the verticals that we're, growing at quite a fast pace is transport. So airports. There are a number of domestic airport openings in Saudi, we've got new airports opening in Dubai and, across the region. So that's an area that we strategically know that we can take on large projects, we're capable and we're going to see good business.  Airports, I talk about a lot as being, if you want to see the state-of-the-art and digital signage, look at a refurbished or newly built airport because it just covers the waterfront in terms of digital out-of-home, conventional signage, wayfinding, everything.  Nita Odedra: An airport is a perfect example of where you could probably take somebody for a site visit and show them every single type of installation for a digital screen possible and software and integration. Airports are the perfect vertical for us to really penetrate and all our complete offerings can be in an airport because we're taking our experience within malls for travel retail. We're taking our experience from mixed-use developments, and all our experience from all the other verticals can now be applied within transport and airports specifically. Yeah, I'm curious if you work with the large engineering and architecture companies, like, all the way up to Populous who I think is involved in the Qiddiya project.  Nita Odedra: So we work very often from concept all the way through to delivery, and that would mean the contractors, the architects, the cost consultants, the design consultants, these are all stakeholders that are involved quite early on in the conversations and remain in those conversations almost through to delivery.  What about on the services side? Obviously you're doing the front end, you're, deploying, you're, designing, fabricating everything else. Are you doing ongoing aftercare? And you mentioned content before?  Nita Odedra: Yeah. So services are part of the complete solution, right? So we've got to offer the AMC afterward, and that can be anything from servicing the screens to maintaining them in this region. You've got LEDs outdoors and they need to be maintained, and cleaned of dust. That's very much part of the AMC. There's remote content management where we're providing content management solutions for retailers and that's for outside of the region as well. So retail operators who are not just in the GCC, but all the way through to Malaysia, Europe, travel retailers who are in Norway. So managing their content from Dubai, and then, more recently providing the content creation piece as well. So that's where we will have partners. We've got our preferred content partners who are delivering fantastic work globally, and we're transparent with our clients as well that, this is our partner, but we're offering the complete solution under our canopy.  You're managing screens in Norway from Dubai?  Nita Odedra: Yeah, we're managing the content for screens in Norway, all the way through to Malaysia, and Indonesia, I think even in London, so it's becoming global now. So even though we're delivering work within the Middle East region and our direct offices and fabrication facilities, warehouses are all in the GCC, so those are the Gulf countries, Oman, Bahrain, Kuwait, Saudi, and UAE. We are also in Egypt. We're delivering into North Africa and the wider Middle East area.  Do you have a preferred list or go to a set of partners on the display hardware and software side, or do you take it project by project?  Nita Odedra: Yeah, that's a great question, actually. So as I spoke about earlier we started this journey with Philips Professional Displays that was for a short period of time when we were starting out. We then realized that distribution wasn't for us. We want to be a system integrator. We were shooting ourselves in the foot there. So that was handed over to another business within our group of companies. So our owner has a trading division. So that was handed over to them and they are now the distributor. And we fully threw ourselves into being a system integrator where we were able to develop relationships with a number of different vendors and partners, and we remain agnostic. So it's dependent on the project. What is right for that project? And yes, there'll be periods of time where sometimes we're getting great pricing from Samsung and we'll deliver a number of Samsung LCD screens, and then LG. The next day that changes and that's very much price driven if I'm honest Based on the availability of the screens then when it comes to the LED screens, that's far more complex and that is a problem based on the project and the requirements, and that can be very different from project to project. We have a fantastic Head of Digital, Neeraj Vyas, who's been with us since the beginning, been with us for over 11 years now, and he is in China almost every month going and doing that quality control, really getting into the details of the screen, and he's the one very often who will spec out which, the hardware we're going to use for those big projects. Do you find that the customers or the specifiers, if they're an engineering firm or an architecture firm, do they know what they need and what they want to use? Or are they saying, yeah, we want to use COB here, or it needs to be this pitch or whatever, or are they relying on you?  Nita Odedra: Yeah. So that does happen. They are informed and there are lots of great resources available for them to have a vague idea of what they want. But just yesterday I was on a call with our head of tech and a design firm where they loosely knew what they wanted and what they needed. But when we were drilling down into the requirements and the structure of these screens where they're going, and is it facing daylight? Is it not? We then realized that there was a support that they needed and some guidance on the specification of the screen.  So there was one specific screen that they mentioned, and we said, actually we have used that screen in an outdoor environment. We probably wouldn't recommend it for X, Y, or Z reasons. They understood the reasons. Because we're also the fabricator and we've got all this experience in indoor outdoor environments in this regio, we know the ventilation we know how to design those structures with ventilation, what type of provisions have to be made so we're able to get in quite early with these guys and educate them guide them on considerations that they may not have made  The heat in your region obviously tough on humans, and I know that any display technology company has to worry about getting that heat out of the enclosure or whatever, but do you really have to think about it there? Nita Odedra: Yes. We really do have to think about it. There are the manufacturers there who are saying, of course, that it will withstand heat to 50-60 degrees, even beyond some of them, but having done this for over 12 years.  But having installation throughout, the peak summer period for testing. We do have to make provisions for ventilation, for AC, for cooling. These are all provisions that we do have to make for outdoor screens, especially the LCD screens, mainly the outdoor LCD screens here, but for LED screens, of course, we still have to account for ventilation. Yeah. With them, you have to worry about blowing off all the dust and everything, and the sand that gets in.  Nita Odedra: Exactly. maintaining those, making sure that the sand, making sure the structure as well isn't capturing all that kind of dust floating around. So yeah, even simple things like, when you've got touch screens inside malls and stuff and the IR frame back in the days, there's dust captures in there or sensors. These are all things that we have to consider quite early.  I first got an idea of your company on LinkedIn by seeing a video that I believe was for the Dubai Mall, the project you were talking about before and what struck me is, Oh my God, there's an integrator who actually gets marketing.  Nita Odedra: Funnily, the John who I spoke about earlier, my boss, his background is marketing. So I think his degree was in marketing. So he's very passionate about our marketing. He's very hands-on and I'm getting WhatsApp messages in the night saying, let's try this. Let's do something different, and he's the gentleman probably on the video that you saw, and we're a bunch of passionate people. We've all been in the company for a while. He's been there since the beginning. over 17 years, I've been there for almost eight, or nine years now. So we were passionate about the business. We've grown with the business. We've seen the business grow and we're so excited about these projects that we're delivering. We're excited about what's happening in the region, not just for us, but we love to talk about other things that are happening in the region as well. So yeah, I think, we're doing the marketing justice and he's great on camera as well.  Yeah, I mentioned that just because I so often see reports about projects and I'm lucky if they even provide decent photos. So to come across videos that explain this is what we did, this is what we use, this is where it is, this is how it works without overwhelming you with Euro disco music or whatever, just the facts, it was almost stunning. Oh my God, somebody got it.  Nita Odedra: Yeah. So he really came up with a decision very early on, probably about six years ago, seven years ago, actually, that everything needs to be video content. He wasn't even happy with just images. He was like people are digesting content in videos and this was like the days, early days of, videos being on Instagram or LinkedIn. So we started churning out a lot more videos, to begin with, which were just the videos of the projects, and then that evolved to us giving kind of explainers, educating the audience and just making them short and snappy. We're making more data-driven decisions on the type of marketing we're doing, where are we getting the most engagement? What are people enjoying? What are they engaging with and sharing? And it seems to be that the ones where we're explaining in a very short space of time, like you said, within 30 seconds, get straight to the point. “This is a pixel pitch, 1.2, the size of it. What have we delivered? How did we do it?” And just get straight to it. That's what people want to know. They want to see the screen. They want to know how you did it and what did you do? Keep it simple.  Yeah, we were collectively on a panel a couple of months ago now in Munich at the Digital Signage Summit, and it was about doing business in your region and what I asked the group was how easy or hard it is because it is different, right?  You can't just drop your company into this region and expect to start getting the business rolling in.  Nita Odedra: Yeah, we've got 17 years of experience, but still monthly, there are new regulations. There are new challenges, whether that's employing locals. So in Saudi, we've got Saudinization where a set quota has to be local employees. Resourcing regionally as well can be a challenge, just licensing and all that paperwork for us still is a challenge. So I know how daunting it is for system integrators, and vendors trying to enter into this region and there are certain cultural sensitivities that we've got to keep in mind, there are a lot of different cultures working together as well.  So the culture here is very different from European culture and American culture, even more so. There's that consideration to have as well when you're entering into the market. But I would say to anybody that wants to enter into this market, partner up with somebody, to begin with, find the opportunities, find some local partners, get started, have your hand held a bit before you make any decisions, and jump straight into the deep end.  Now, for a company that's from Europe or from North America or elsewhere, looking at going into that region and saying, okay, I agree, let's partner. They're probably going to be intimidated that this partner may result in us losing the larger business because now we have a partner instead of doing this solo.  Nita Odedra: Yeah, I do personally believe that there's enough in the piece of the pie for everybody, especially in this region. But, we look at long-term partnerships. So we're quite selective with who we work with and how we work with them, and we do believe in honest, transparent partnerships. We will make sure that we've got contracts in place to protect them more than we even. So if they have, because we are looking long term, if they've brought a client, they've got a client who is from the US or Europe and they're looking to support them here regionally and they need a partner. We'll ring fence that client. We'll put contracts in place, it's a ring fence for them. It's only them. We won't touch them directly and just make sure everything's covered legally for them and honor that as well, so making sure that even from the top down, you've got that commitment. So we always make sure on all of our partnerships that from right at the top of management, I'm getting them in conversations with those partners and getting that commitment on what we will be delivering on, and also not creating any exclusivity either too early. Sometimes getting exclusive with a partner straight away and it's not good for them. It's not good for us, to allow them the flexibility to go out to other system integrators. They don't have to work exclusively with us.  And just finally, on the cultural side, I would say the common perception is it's very different over there and challenging to work in and everything else, but in talking with you and speaking with other people who work in the region, they've said, yeah, it's different, but it's perhaps not what you think. It's not as challenging and things have relaxed, particularly in areas like Saudi quite a bit.  Nita Odedra: I've seen a shift here. So I've been in the Middle East now for almost 10 years, and I'm originally from the UK. I'm just outside of London. I worked in London and across Europe and America in terms of my territories. So I'm familiar with the European market, familiar with the North American market, and the way of working.  There is a different culture and pace here, but the projects are happening at such a speed that things do materialize. They do happen quite quickly. So it's not that much of a culture shock. You've just got to be prepared, the professionalism, should we say, is different. It's there, but it's just different. All right. Leave me hanging on that one.  Nita Odedra: Timelines, deadlines, all that kind of stuff. Those get pushed back a lot in this region, adhering to timelines. So most of our projects that get delayed, get delayed by the client side, approvals for drawings, client.  One of the biggest challenges we have is site conditions. They'll push for us to have, I don't know, let's just say 300 outdoor interactive kiosks ready. They'll pay a premium just to have them turned around faster because they're not willing to wait nine months. They want them delivered in four months, and then there's no data or power, and we're sitting on 300-plus outdoor kiosks and charging them for the storage, and that is not uncommon.  Interesting. Great to catch up with you. We see each other here and there at trade shows, but we're obviously many hours apart. So it's not a routine thing.  Nita Odedra: Thank you for taking the time out, it's been a great conversation and I look forward to seeing you hopefully at ISE. Absolutely.  Nita Odedra: Thank you.

Ustadz Yazid bin Abdul Qadir Jawas - Kaidah dan Prinsip dalam Mengambil Dalil (Bagian ke-1)

Ustadz Yazid bin Abdul Qadir Jawas - Kalimat Tauhid, Pemersatu Umat Bagian ke-2

Ustadz Yazid bin Abdul Qadir Jawas - Jalan Selamat

Ustadz Yazid bin Abdul Qadir Jawas - Syarah Aqidah Ahlussunnah Bab 1,2,3

Ustadz Yazid bin Abdul Qadir Jawas - Wasiat Perpisahan Nabi

Rekaman khutbah Jum'at ustadz Yazid bin Abdul Qadir Jawas rahimahullahu beberapa tahun lalu. Judul: Prinsip Hidup Seorang Muslim. Sumber: YouTube. .... Ustadz Yazid rahimahullah u, Nahsabuhu Kadzalika Walaa Nuzakki Alallahi Ahadan, adalah: - murid dari Syaikh Muhammad bin Shalih Al Utsaimin rahimahullahu, ulama besar abad ini. - beliau guru dari banyak ustadz ahlussunnah yang tersebar di Nusantara. - pejuang dakwah tauhid dan sunnah yang konsisten dan sabar hingga akhir hayatnya. - orangtua dan guru yang perhatian dan sayang kepada murid-murid dan jemaahnya. - penulis yang produktif, kitabnya banyak tersebar di kalangan penuntut ilmu. - orang yg wara' , menghindari minta-minta dari manusia. - muhsinin/dermawan yang sering diam-diam infaq untuk dakwah, kaum muslimin Indonesia dan Palestina khususnya. Mari do'akan beliau, pelajari nasihat dan kitab-kitab beliau, teruskan dakwah beliau dan muliakan keluarga beliau. Semoga Allah ﷻ mengampuni beliau, merahmati beliau dan menempatkan beliau di JannahNya.

Khutbah Jum'at - Ustadz Yazid bin Abdul Qadir Jawas rahimahullahu. Judul : Sebaik-baik Amal adalah Shalat. Sumber: YouTube.

Khutbah Jum'at - Ustadz Yazid bin Abdul Qadir Jawas rahimahullahu. Judul : Tauhid & Istighfar adalah Tiang Agama. Sumber : YouTube.

Khutbah Jum'at - Ustadz Yazid bin Abdul Qadir Jawas rahimahullahu. Judul : Tangan di Atas Lebih Baik daripada Tangan di Bawah. Sumber : YouTube.

In this episode, Xavier Bonilla has a dialogue with Eugene Rogan about the 1860 Damascus massacre. They discuss why the 1860 Damascus massacre is still relevant, relationship between Egypt and the Ottomans, Mishaqa as US Vice-Consulate in Damascus, Ottoman Tanzimat Reforms, Druzes and Maronites with rising tensions in Lebanon and Damascus. They also talk about al-Qadir's influential role, events about the Damascus massacre, defining genocide, aftermath of the massacre, rebuilding Damascus, impact on the modern Middle East, and many more topics. Eugene Rogan is Professor of modern Middle Eastern History at the University of Oxford and a Fellow of the British Academy. He has a Bachelors in economics from Columbia University and Masters and PhD in Middle Eastern history from Harvard. His main interests are the Arab world from the 18th to 20th century. He is the author of numerous books including the most recent, The Damascus Events: The 1860 Massacre and the Making of the Modern Middle East. Get full access to Converging Dialogues at convergingdialogues.substack.com/subscribe

Welcome to our Orioles/Cardinals halftime show. On this #WouldYouRatherWendesday edition of GCR, Grant is in for Griffin as the guys discuss part of a baseball game and the Celtics' Game 1 win over the Pacers. At 10:10, Qadry Ismail joins us to discuss his son Qadir signing with the Ravens and a potential Jamal Adams addition. At 10:40, Patrick Stevens (Washington Post/USA Lacrosse Magazine) checks in to preview this weekend's NCAA Lacrosse Final Four. In the 11am hour, our friend Tim Barbalace (105.7 The Fan) joins us to play WYRW.

  On today's Coffee with Rich, we will be joined by Aqil Qadir the lead instructor of Citizens Safety Academy.   Aqil is the founder and lead instructor of Citizens Safety Academy, a firearms training company in Middle Tennessee. His background as a firearms instructor started at age 12, teaching youth in his father's gun club. He followed in his father's footsteps, becoming both a police officer and a firearms instructor at the age of 22. He has been training civilians for over 30 years and training law enforcement for over 25. Aqil considers himself a "senior student" and has many hours of training with some of the best in the civilian firearms training industry. He is currently a staff instructor at Rangemaster Firearms Training Services under his mentor Tom Givens.   Citizen Safety Academy: https://citizenssafety.com/ Coffee with Rich Youtube Channel: https://www.youtube.com/user/rhodieusmc/videos American Warrior Show: https://americanwarriorshow.com/index.html SWAG: https://shop.americanwarriorsociety.com/

In this "Breathe Easy Critical Perspective" podcast, Dr. Dominique Pepper interviews Dr. Nida Qadir and Dr. Sareena Sahetya. They discuss their recent Blue journal publication on updated management guidelines for adults with ARDS. Dr. Qadir is an Associate Professor of Medicine and Associate Director of the Medical Intensive Care Unit at Ronald Reagan UCLA Medical Center. D. Sahetya is an Associate Professor of Medicine at Johns Hopkins.

Discover the remarkable life and enduring legacy of Abd al-Qadir al-Jaza'iri. From his leadership during the Algerian resistance against French colonization to his commitment to his Islamic religious beliefs & sufi mysticism. Abd al-Qadir impact reverberates through history. Join us as we explore one of the most fascinating and inspiring figures of modern history.Sources/Recomended Reading: Bouyerdene, Ahmed (2012). "Emir Abd El-Kader: Hero and Saint of Islam". World Wisdom Books. Chittick, William (1989). "The Sufi Path of Knowledge: Ibn 'Arabi's Metaphysics of Imagination". Chittick, William (1998). "The Self-Disclosure of God: Principles of Ibn al-'Arabi's Cosmology". State University of New York Press. Chodkiewicz, Michel (ed.) (1995). "The Spiritual Writings of Amir ʿAbd al-Kader". State University of New York Press. Caner Dagli (translated by) (2004). Ibn 'Arabi - "The Ringstones of Wisdom (Fusus al-Hikam)". Great Books of the Islamic World. Kazi Pubns Inc. Kiser, John W (2015). "Commander of the Faithful: The Life and Times of Emir Abd El-Kader". Monkfish Book Publishing Company. Hosted on Acast. See acast.com/privacy for more information.

Allah mencintai suatu kaum, maka akan mengujinya dengan berbagai cobaan sebagai bentuk kasih sayang dan perhatian-Nya. Ujian-ujian tersebut dapat membersihkan dosa-dosa, menguatkan iman, serta mendekatkan diri kepada-Nya. Dalam Al-Qur'an disebutkan bahwa manusia harus diuji sebagai bagian dari kehidupan untuk pengujian iman dan kesabaran. Sebagai hamba yang mencintai Allah, kita harus menerima setiap ujian dengan ikhlas dan sabar serta yakin bahwa semua cobaan pasti ada hikmahnya. Hal ini sebenarnya merupakan bentuk rahmat-Nya agar kita bisa menjadi hamba yang lebih baik lagi sehingga perlu bersyukur atas segala cobaan yang diberikan oleh-Nya dan terus berdoa agar diberikan kekuatan untuk menjalaninya dengan baik. #yazid

Pendekatan untuk mengikuti Al-Quran dan As-Sunnah menurut pemahaman Salafush Shalih (generasi terbaik, yaitu generasi awal umat Islam) adalah sebuah landasan keyakinan yang mengutamakan keaslian ajaran Islam sesuai dengan pemahaman para sahabat Nabi dan generasi penerusnya. Salafush Shalih dikenal sebagai contoh teladan dalam menjalankan ajaran Islam secara murni dan otentik. Mengikuti Al-Quran dan As-Sunnah sesuai dengan pemahaman Salafush Shalih berarti merujuk pada tafsir, hadis, dan praktek-praktek Nabi Muhammad dan para sahabatnya. Pendekatan ini menekankan pada pentingnya menghindari inovasi (bid'ah) dalam agama dan menjaga kesucian ajaran Islam tanpa tambahan atau pengurangan yang tidak diakui oleh generasi awal Islam. Oleh karena itu, mengikuti pedoman Salafush Shalih dianggap sebagai jalan selamat dalam memahami dan menjalankan ajaran Islam dengan benar dan tepat.

Credits: 0.25 AMA PRA Category 1 Credit™   CME/CE Information and Claim Credit: https://www.pri-med.com/online-education/podcast/frankly-speaking-cme-348 Overview: Discover how wearable fitness devices are transforming early detection of atrial fibrillation with their potential to reduce stroke risk. In this episode, we share insights on leveraging smartwatches to improve health outcomes and when to encourage their use in patient care. Episode resource links: Bedi, A., Al Masri, M. K., Al Hennawi, H., Qadir, S., & Ottman, P. (2023). The Integration of Artificial Intelligence Into Patient Care: A Case of Atrial Fibrillation Caught by a Smartwatch. Cureus, 15(3). Long, K. Y., Shanmugam, K., & Rana, M. E. (2023, January). An Evaluation of Smartwatch Contribution in Improving Human Health. In 2023 17th International Conference on Ubiquitous Information Management and Communication (IMCOM) (pp. 1-4). IEEE. Mattison, G., Canfell, O. J., Forrester, D., Dobbins, C., Smith, D., Reid, D., & Sullivan, C. (2023). A step in the right direction: the potential role of smartwatches in supporting chronic disease prevention in health care. The Medical Journal of Australia, 218(9), 384-388. Meza, C., Juega, J., Francisco, J., Santos, A., Duran, L., Rodriguez, M., ... & Pagola, J. (2023). Accuracy of a Smartwatch to Assess Heart Rate Monitoring and Atrial Fibrillation in Stroke Patients. Sensors, 23(10), 4632. https://www.stroke.org/en/about-stroke/types-of-stroke/cryptogenic-stroke   Guest: Mariyan L. Montaque, DNP, FNP-BC   Music Credit: Richard Onorato

Credits: 0.25 AMA PRA Category 1 Credit™   CME/CE Information and Claim Credit: https://www.pri-med.com/online-education/podcast/frankly-speaking-cme-348 Overview: Discover how wearable fitness devices are transforming early detection of atrial fibrillation with their potential to reduce stroke risk. In this episode, we share insights on leveraging smartwatches to improve health outcomes and when to encourage their use in patient care. Episode resource links: Bedi, A., Al Masri, M. K., Al Hennawi, H., Qadir, S., & Ottman, P. (2023). The Integration of Artificial Intelligence Into Patient Care: A Case of Atrial Fibrillation Caught by a Smartwatch. Cureus, 15(3). Long, K. Y., Shanmugam, K., & Rana, M. E. (2023, January). An Evaluation of Smartwatch Contribution in Improving Human Health. In 2023 17th International Conference on Ubiquitous Information Management and Communication (IMCOM) (pp. 1-4). IEEE. Mattison, G., Canfell, O. J., Forrester, D., Dobbins, C., Smith, D., Reid, D., & Sullivan, C. (2023). A step in the right direction: the potential role of smartwatches in supporting chronic disease prevention in health care. The Medical Journal of Australia, 218(9), 384-388. Meza, C., Juega, J., Francisco, J., Santos, A., Duran, L., Rodriguez, M., ... & Pagola, J. (2023). Accuracy of a Smartwatch to Assess Heart Rate Monitoring and Atrial Fibrillation in Stroke Patients. Sensors, 23(10), 4632. https://www.stroke.org/en/about-stroke/types-of-stroke/cryptogenic-stroke   Guest: Mariyan L. Montaque, DNP, FNP-BC   Music Credit: Richard Onorato

Dalam menghadapi musibah, penyakit, atau kematian, Islam juga mengajarkan kita untuk tetap berusaha dan berikhtiar, seperti mencari pengobatan jika sakit, tetapi tetap berserah diri kepada Allah ﷻ dan menerima ketetapan-Nya dengan hati yang rela. Ini adalah wujud tawakkal (bergantung sepenuhnya kepada Allah) yang dianjurkan dalam agama. Selain itu, berusaha untuk meridhoi ketetapan Allah adalah tanda keimanan yang mendalam. Rasulullah ﷺ pernah bersabda, "Ajaib urusan orang mukmin. Segala urusannya adalah baik baginya. Ini tidak berlaku bagi siapapun selain dari orang mukmin. Jika dia mendapatkan kenikmatan, dia bersyukur, dan jika dia ditimpa musibah, dia bersabar, maka itu baik baginya." (HR. Muslim) Dengan bersabar dan meridhoi ketetapan-Nya, kita mendapatkan keberkahan dalam ujian-ujian ini dan berharap untuk memperoleh ganjaran di akhirat.

Bismillahir Rahmanir Rahim Sheykh Lokman Efendi gives a Jummah Khutbah regarding the Great Friend of Allah Ghawth al Azam Pir Sultan Sheykh Abdul Qadir Geylani q.s and the importance of generosity. naksibendi.us

This week, we're airing a recent discussion from the Women in National Security Law Webinar Program featuring Lala Qadir, incoming Chair of the Advisory Committee of the ABA Standing Committee on Law and National Security and Principal Assistant Director and Chief of Staff of the National Security Division at the White House Office of Science and Technology Policy. Together with Moderator Margret Hu, they discuss Lala's impressive career path, the role of emerging technologies in national security, and the development of long-term science and technology strategies to strengthen our national security and competitiveness. Lala Qadir is the incoming Chair of the Advisory Committee of the ABA Standing Committee on Law and National Security and the Principal Assistant Director and Chief of Staff of the National Security Division at the White House Office of Science and Technology Policy (OSTP): https://drive.google.com/file/d/1TQjisEDseJq07O9MYx2tSqGOg4MHsLHF/view?usp=share_link Moderated by Margaret Hu, Advisory Committee Member with the Standing Committee on Law and National Security, and Professor of Law at William & Mary Law School: https://law2.wm.edu/faculty/bios/fulltime/mhu05.php Opening remarks by Jennifer O'Connor, Chair of the Women in National Security Law: https://www.americanbar.org/groups/law_national_security/women-in-national-security-law/ Nominate National Security Law Today on People's Choice Podcast Awards through this link: https://www.podcastawards.com 1. Click the blue “Click Here to Vote” button 2. On the sign up site, check the box that says “Please consider me as one of the listeners that will be randomly selected to vote on the final slate in August” and enter “National Security Law Today” in the Biggest Podcast Influencer box 3. On the nomination site, nominate “National Security Law Today” for The Adam Curry People's Choice Award, Government & Organizations, and The Majority Report Politics & News Category

Tonight we are joined by Aqil Qadir of Citizens Safety Academy and we will be discussing their Parking Lot Pistol Course! After Action Project is brought to you by RangeBuddy.App. Don't miss any content – subscribe now: https://goo.gl/1AHRY5 Enter our show giveaways here: www.afteractionprojet.com/giveaway The After Action Project Podcast brings you into the student's seat … After Action Project 070 – Parking Lot Pistol with Aqil Qadir and Ryan McCann Read More »

Theres a growing movement in Europe and North America to reconsider where the future of Muslim communities lie. In recent years, a host of security and social concerns have brought to question just how much Muslims can maintain their commitments to Islam and leave peacefully in a society that constantly looks for opportunities to marginalise Islamic practice. The Liberal state is intent on secularising and liberalising Muslims. This has led to a call for Hijra, or migration away from the west and back to the Muslim world. Thomas Abdul Qadir is the former president of the Majlis of Istanbul Muslims, an organisation that caters for foreign Muslims living in istanbul. They organise talks and activities to foster a community. He has a masters in civilisational studies from Ibn Haldun University – and is currently pursuing traditional Islamic education. As always, you can comment your thoughts below. Find us on: Twitter: https://twitter.com/thinking_muslim Facebook: https://www.facebook.com/The-Thinking-Muslim-Podcast-105790781361490 Instagram: https://www.instagram.com/thinkingmuslimpodcast/ Telegram: https://t.me/thinkingmuslim Host: https://twitter.com/jalalayn Website Archive: https://www.thinkingmuslim.com#TheThinkingMuslimPodcast The Thinking Muslim Podcast Episode 100

All sides of the Al Qadir Trust case, and the context of Corruption, Imran Khan's tenure and this case. The Pakistan Experience is an independently produced podcast looking to tell stories about Pakistan through conversations. Please consider supporting us on Patreon: https://www.patreon.com/thepakistanexperience To support the channel: Jazzcash/Easypaisa - 0325 -2982912 Patreon.com/thepakistanexperience And Please stay in touch: https://twitter.com/ThePakistanExp1https://www.facebook.com/thepakistanexperiencehttps://instagram.com/thepakistanexpeperience The podcast is hosted by comedian and writer, Shehzad Ghias Shaikh. Shehzad is a Fulbright scholar with a Masters in Theatre from Brooklyn College. He is also one of the foremost Stand-up comedians in Pakistan and frequently writes for numerous publications. Instagram.com/shehzadghiasshaikh Facebook.com/Shehzadghias/ Twitter.com/shehzad89 Chapters: 0:00 Introduction 2:40 What is Corruption? 8:00 Malik Riaz's Dealings in London 12:40 What is the Al Qadir Trust Case? 18:50 Imran Khan's Involvement 23:50 Selective Justice 34:00 Civil Society needs to oppose Military Courts for PTI

All good things either evolve or get left behind, that is why I have renamed REDIST to Commonplace. After speaking with over 250 real estate professionals, I found that developers working on affordable and workforce housing projects that support underserved communities often face the most difficulty in accessing funding. Operating at the intersection of brokerage, media and technology, Commonplace is a marketplace that connects real estate developers with capital to build more affordable, sustainable, accessible, and inclusive cities. In short, we're bridging the gap between mission-driven developers and the money they need in order to make an impact. Join me on this episode as I explore the ethos and mission behind Commonplace and what you can expect from us going forward. About Your HostAtif Qadir is the Founder of Commonplace, a company dedicated to tackling one of the biggest barriers to more inclusive, affordable, and sustainable development: improving access to capital. Commonplace helps impact-driven developers and capital providers with shared values discover and connect with each other.Follow Us: Grab our exclusive guide: How Eight Developers & Designers Are Responding to the Housing CrisisLearn more on the American Building websiteFollow us on InstagramConnect with Atif Qadir on LinkedInLearn more about Michael GravesLearn more about Commonplace.us

follow : instagram: @podcatdakwahsunnah Youtube : Podcast Dakwah Sunnah Semoga bermanfaat. Jazakallah

Wajibnya belajar tentang Islam. “Menuntut ilmu itu wajib atas setiap muslim.” [HR. Ibnu Majah] Ceramah singkat hanya pembuka pintu kebaikan, harus tetap mendatangi majelis ilmu. Mendatangi majlis ilmu akan membawa manusia ke surga. “Barangsiapa yang berjalan untuk menuntut ilmu maka Allah mudahkan jalannya ke surga.” [HR. Muslim] Agama Islam satu-satunya agama yang haq “Sesungguhnya agama di sisi Allah ialah Islam” [QS: Ali ‘Imran: 19] Seorang tidak masuk surga kecuali kalau ia seorang muslim yang beriman kepada Allah Ta'ala “Dan barangsiapa mencari agama selain Islam, dia tidak akan diterima, dan di akhirat dia termasuk orang yang rugi.” [QS: Ali ‘Imran: 85] “Demi Allah yang diri Muhammad ditangannya, tidaklah seorang pun mendengar tentang diutusnya aku, apakah ia yahudi atau nasrani, kemudian ia tidak beriman dengan apa yang aku diutus dengannya, maka ia pasti akan menjadi penghuni neraka.” [HR. Muslim]

follow : instagram: @podcatdakwahsunnah Youtube : Podcast Dakwah Sunnah Semoga bermanfaat. Jazakallah

Audit recommendations are useless. That was Robert Berry's proposition. They waste time and negatively affect relationships with clients. Qadir Abdul's position was that they are not useless. Recommendations are part of the dynamic of change. What do you think?

Mike & the crew get ready for the release results report of the “Gun Violence” listening sessions organized by San Diego County's board of directors. Beth Baumann joins to talk about the importance of local elections. Alisha reviews a case where multiple laws could have been used to disarm a criminal. Aqil Qadir shares why the African American community does not embrace gun ownership. Read Beth Baumann's latest at https://armedamericannews.org/author/beth-baumann/ Connect with Aqil at https://citizenssafety.com/ STUMP MY NEPHEW: What's the difference between the Czech and Yugoslavian versions of the SAMOPAL Vz.61 Skorpion? -- Like, subscribe, and share to help restore the Second Amendment in California! Make sure Big Tech can't censor your access to our content and subscribe to our email list: https://gunownersradio.com/subscribe #2a #guns #gunowners #2ndAmendment #2ACA #ca42a #gunownersradio #gunrights #gunownersrights #rkba #shallnotbeinfringed #pewpew -- The right to self-defense is a basic human right. Gun ownership is an integral part of that right. If you want to keep your Second Amendment rights, defend them by joining San Diego County Gun Owners (SDCGO), Orange County Gun Owners (OCGO), or Inland Empire Gun Owners (IEGO). Support the cause by listening to Gun Owners Radio live on Sunday afternoon or on any podcast app at your leisure. Together we will win. https://www.sandiegocountygunowners.com https://orangecountygunowners.com http://inlandempiregunowners.com https://www.firearmspolicy.org https://www.gunownersca.com https://gunowners.org Show your support for Gun Owners Radio sponsors! Get expert legal advice on any firearm-related issues: https://dillonlawgp.com Smarter web development and digital marketing help: https://www.sagetree.com Learn to FLY at SDFTI! San Diego Flight Training International: https://sdfti.com Get the training and education to keep your family safe with USCCA https://uscca.com/gor

Alex and Jeff welcome El-Java Abdul-Qadir to the show to talk about the state of WAKO in America and his sport martial arts career.

placemakingpodcast@gmail.com Facebook-f Twitter Linkedin Instagram Transforming Public Financing for CRE with Venture-Backed Tech with Atif Qadir, AIA – Ep. 70About the GuestWe can't wait to share this next conversation with all of you. Today on the show we have Atif Z. Qadir, AIA. Atif is the CEO of REDIST, a venture-backed technology company working to transform public financing for commercial real estate. He also produces & hosts “American Building”, the podcast REDIST sponsors with the renowned Michael Graves Architecture & Design and invests in real estate in New Jersey through his company Amanat Properties. He has deep financial, operational and regulatory experience from founding these 3 companies and from his previous work at Extell Development, where he was an Associate on the acquisitions and development teams, and at Turner Construction and at Gwathmey Siegel Kaufman & Associates Architects. Atif is a licensed architect and a LEED-accredited professional. His work has been covered by Commercial Observer and The Real Deal. He is a frequent speaker on the future of real estate and technology on industry podcasts and has appeared at Harvard, Michigan, New School, ULI and Yale. Atif is on the Advisory Board of Provident Bank and on the Boards of nonprofits The Hudson School and the Haven Adolescent Community Respite Center. He also serves as a City Planning Commissioner in the City of Hoboken. He attended MIT, where he received his Bachelor of Science degrees in Architecture and in Urban Planning, and Columbia, where he received his MBA focusing in Finance. In this episode, we learned about the idea of REDIST and how it was transformed into the company it is now. We discussed the inception of the American Building podcast that he hosts. Last, but not least, we discussed how growing up as a minority in the field of Architecture shaped his trajectory! There is tons of great information in this episode! I hope you enjoy!As always, if you have enjoyed the show, please subscribe to the show and share with your friends in the industry. There will be more exciting conversations on the shows to come. So without further ado, let's start the show! Check out Atif's Podcast - American Building To Learn More About Atif Qadir, the American Building Podcast, and REDIST, Check out the Following Websites:LinkedIn - Atif QadirREDIST WebsiteAmerican Building Podcast Website Recommended Reading Section P.S. We spend (a lot) of time, sweat, tears, and money creating each episode of The Placemaking Podcast. We do this without the support of sponsors as we want to keep the advertisements out of the picture and provide an add-free listening experience. YOUR support ensures we can keep delivering these discussions ad-free!If you feel compelled to donate to the show (and receive some cool bonuses...) you can check out my Patron Page. The Weekly Real Estate Development Workshop Receive the latest news Subscribe To Our Weekly Updates Find Us Here Facebook-f Twitter Linkedin-in Youtube The Placemaking Podcast All Rights Reserved © 2020

This week, Qadir Abdul, Internal Audit Manager at Groupe B2V, joins the show. His main focus is training new auditors and improving soft skills. On his episode, we discuss Qadir's approach to training new auditors, how to deal with people who are scared of being audited, and how to implement change management when a company goes through a culture change with analytics. Be sure to keep up with Qadir on LinkedIn.   Also, be sure to follow us on our new social media accounts on LinkedIn, Instagram, and TikTok. Also be sure to sign up for The Audit Podcast newsletter and to check out my favorite part of the interview on The Audit Podcast YouTube channel. * This podcast is brought to you by Greenskies Analytics, the services firm that helps auditors leap-frog up the analytics maturity model. Their approach for launching audit analytics programs with a series of proven quick-win analytics will guarantee the results worthy of the analytics hype.  Whether your audit team needs a data strategy, methodology, governance, literacy, or anything else related to audit and analytics, schedule time with Greenskies Analytics.

NBF 80 - Abdul - Qadir Al-Jilani by Safina Society

NBF 80 - Abdul-Qadir al Jilani by Safina Society