Podcasts about Royal Bank

Some CEOs are already replacing engineers and junior staff with large language models. But what if the real risk isn't that AI replaces your team — it's that it doesn't, and you're left without a talent pipeline? In this episode, Sophia Matveeva breaks down: Why cutting junior hiring today could sabotage your company in 3–5 years What IBM's CEO gets right that others get very wrong How the hype around “AI-first” companies is creating poor decision-making What the S-curve of innovation tells us about the real pace of AI progress And why thinking long-term — not just cutting costs this quarter — is a strategic advantage Whether you're a government leader, innovation executive, or non-technical founder, this episode will help you make smarter, more resilient decisions in the age of AI.  Fortune: IBM's CEO says ‘the first thing you can automate is a repetitive, white-collar job,' but he's not cutting workers: ‘I'll get more' Chapters 00:00 — The Real Risk Isn't AI — It's What Happens When It Doesn't Work 02:45 — What CEOs Are Saying: Duolingo, Klarna… and IBM's Contrarian View 06:30 — The Junior Job Crunch: Accountancy's Mistake Repeats in Tech 09:15 — The S-Curve Explained: Why AI Progress Is Slowing 14:10 — Your Strategic Takeaways: What Smart Leaders Are Doing Now   Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.   For the full transcript, go here: https://www.techfornontechies.co/blog/AI-wont-kill-jobs-but-short-term-thinking-will

What does it really take to lead in tech without a technical degree? In this episode, Jennifer Byrne, former CTO of Microsoft US, shares how she built a top-tier tech career starting with a psychology degree — and why understanding context, not code, is your key to success. You'll learn: How Jennifer transitioned from nonprofit work to tech leadership The difference between digital fluency and context (and why it matters) What cloud computing really is — minus the jargon How Microsoft handled global trust issues post-Snowden What CTOs actually do at big companies (hint: it's not coding) Whether you're a founder, investor, or business leader, this episode will help you think more strategically about tech — and your role in it. Chapters 00:00 – Why this episode still matters 02:30 – Jennifer's path from psychology to tech 08:55 – Cybersecurity and the WikiLeaks era 14:40 – What cloud computing really is 25:25 – Digital context vs. fluency explained 35:45 – What a CTO actually does in big tech Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University. For the full transcript, go to https://www.techfornontechies.co/blog/260-how-non-techies-succeed-in-tech-lessons-from-microsoft-s-cto

The Royal Bank of Scotland was once the biggest bank in the world. Then, hubris got the best of it. During the financial crisis the UK government spent £46bn to bail out the bank. Seventeen years and a rebrand to NatWest Group later, the government just sold its last shares in it and officially ended the country's “bailout era”. The FT's Akila Quinio analyses what this means for the economy and for NatWest. Clips from ABC News, BBC, NBC - - - - - - - - - - - - - - - - - - - - - - - - - - For further reading:The RBS story: how the world's biggest bank was nationalised and then rebornNatWest's freedom dividend has already been cashedNatWest must not forget its chequered past- - - - - - - - - - - - - - - - - - - - - - - - - - Follow Akila Quinio on X (@akilazoe). Michela Tindera is on X (@mtindera07) and Bluesky (@mtindera.ft.com), or follow her on LinkedIn for updates about the show and more.Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

Think advertising is just TikTok, Instagram, or TV? Think again. At Cannes Lions, a major industry summit, Big Tech set the agenda for what's next in AI, branding, and attention. This is your insider's summary. In this episode, you will learn: How offline spaces are powering smart digital brands  What AI personas are, and how to use them to test product and brand ideas faster (and cheaper) Why most agencies are missing half the audience — and what that means if you're building a mass-market product If you're building or marketing a tech product — whether you're in a startup or a large org — this episode gives you a real-world edge, minus the fluff. Chapters FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know   Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.   For the full transcript go to https://www.techfornontechies.co/blog/259-big-tech-ai-and-the-future-of-attention-what-you-missed-in-cannes

Sabine VdL talks to Lou Smith, a true trailblazer in the world of financial services and insurance. In today's episode, we'll dive into Lou's incredible journey, explore the vision behind Neuron, and discuss the key takeaways from the latest report that insurance providers need to consider.    KEY TAKEAWAYS We all have moments in life where the last thing we want to look at is out credit rating and history, but those things can affect how you access financial services in the future. Lou was part of the team that delivered the first end-to-end mortgage renewal online, started to break down investments and getting it to the hands of the many rather than the few. Everybody says insurance is behind the rest of the financial services industry, and it's a funny statement. It doesn't matter. What I'm seeing in insurance in the last 5-6 years is that this conversation has circled around about what do we do? But in the last 12-18 months I've seen a passion for how do now think about using digital, distribution models, digital, analytics and AI and thinking of all of those things together and deliver distribution models that start to move industry forward. The challenge is always in leadership, culture and change adoption. This is because it's really difficult to step into an unknown and think it's going to be better than what you're doing today. You want to power people with the data and capabilities so they can do what they're brilliant at, which is focusing on the best product and position for their client. Neuron and others enable brokers to do that. You also want to attract a new generation into the brokering sector, but rather than have them focus on the admin of that sector, they should be having great conversations with clients. All the work we're doing enables brokers to do that.   BEST MOMENTS ‘When starting my career I had a real passion for how to make the services we were offering more successful for clients and customers.'‘We care about the customer and making financial data accessible to you through the narratives we use.'‘I'd love to say this was all planned out, we didn't call it anything or know what it looked like, we just started to bring data and technologies together to build ‘workflow' and that's now become cool.'‘We want to be the easiest, most predictable and consistent broker to work with.'   ABOUT THE GUEST Louise (or Lou) Smith is a trailblazer in the financial services and insurance industries, with a career spanning leadership roles across digital transformation, data, product innovation, distribution, technology, and operations.  Her journey has been marked by groundbreaking achievements, including delivering the UK's first steps into digital distribution at Barclays, leading the digital transformation of the Royal Bank of Scotland (including NatWest) during its turnaround to profitability, and becoming the first-ever Chief Digital Officer at Lloyd's of London.  Currently, Louise is at the helm of Neuron, a transformative initiative aimed at redefining the insurance and financial services landscape. Through Neuron, she is driving innovation, collaboration, and growth, focusing on creating a more connected and customer-centric industry. WTWCO LinkedIn ABOUT THE HOST Sabine is a corporate strategist turned entrepreneur. She is the CEO and Managing Partner of Alchemy Crew a venture lab that accelerates the curation, validation, & commercialization of new tech business models. Sabine is renowned within the insurance sector for building some of the most renowned tech startup accelerators around the world working with over 30 corporate insurers, accelerated over 100 startup ventures. Sabine is the co-editor of the bestseller The INSURTECH Book, a top 50 Women in Tech, a FinTech and InsurTech Influencer, an investor & multi-award winner. Twitter LinkedIn Instagram Facebook  TikTok Email Website This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

This Episode is Sponsored by: City National Bank Several economic headwinds indicate the consumer is being financially stretched, but we all need to eat – so what are consumers actually buying at the grocery store? Nik Modi of RBC returns to The Food Institute Podcast to discuss channel differentiation, consumer product selection, and other macro trends. More About Nik Modi: Nik Modi is a Managing Director at RBC Capital Markets, where he has responsibility for coverage of Beverage, Household Personal Care, Packaged Food and Tobacco industries. The companies under Nik's coverage total over $1 trillion in combined market value. Nik has consistently been ranked as one of the top analysts across the consumer space by Institutional Investor's All Star Analyst Survey. He has also been top rated across various analyst polls, including The Wall Street Journal, Fortune and Forbes. More About City National Bank: City National Bank is a wholly owned subsidiary of Royal Bank of Canada since 2015. RBC's Market Cap of $174 Billion is one of the Top 15 largest global banks with $1.1 Trillion in assets and Moody's/S&P Ratings of Aa1/AA-. As a subsidiary of one of the largest and strongest financial institutions in the world, City National Bank offers a unique combination of highly personalized services with a full range of tailored financing solutions. CNB's Food & Beverage Group is a national vertical that supports owners and c-suite executives and is a proud sponsor of the Food Institute. Learn more at http://cnb.com/foodandbeverage.

In part two of this three-part series, Colleen welcomes back Jennifer Williams to explore the financial power behind Employee Ownership Trusts (EOTs). This isn't just a values-based feel-good exit. EOTs now offer significant tax advantages that can rival, and even exceed, traditional business sale routes. From how to qualify for the new $10M lifetime capital gains exemption to why Canada introduced this legislation, Jennifer breaks it all down - plus, the importance of doing it right with guidance from experts.   ✨ Key Highlights and Timestamps  

Most founders dive straight into building — features, user flows, no-code tools — before they've nailed the strategy that actually drives traction: brand. In this episode, Sophia Matveeva shares why brand must come before product, especially for non-technical founders building tech-enabled businesses. You'll learn the four brand foundations every founder needs — whether you're launching a new venture or scaling an existing one: Clarity — Who you serve and why you exist Story — What problem you solve and what's at stake Trust Signals — How to build credibility before or beyond your user base Voice — How to speak to your market without jargon Sophia also shares examples from Uber, Goldman Sachs, and her own company, Tech for Non-Techies, which is trusted by governments and Fortune 500s to teach non-technical leaders how to succeed in the digital economy. If you want customers, talent, and investors to take your venture seriously — and you're not building brand strategically — this episode is for you. Chapters 00:00 – Code vs Brand 01:11 – Logos Are Not Brands 02:37 – Why Trust Matters More Than Features 04:37 – Non-Technical Founders' Common Mistake: Features Before Brand 09:38 – Investors Back Missions, Not Apps 11:40 – Think Like an Investor 12:30 – 4 Brand Foundations Before Product 18:13 – What's Next: Cannes Lions Insights Episodes to help you build your personal brand: 170. Advisory Boards: why join them & why have them 146. How to get headhunted   For the full transcript, go to: https://www.techfornontechies.co/blog/258-why-you-need-a-brand-before-you-need-an-app   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know   Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

Michael Every of Rabobank discusses the evolving global financial and geopolitical landscape. He explores the potential transformation of the dollar system from one based on financialization to one focused on industrial production, possibly involving Bitcoin as a strategic reserve and dollar stablecoins, with the aim of reducing inequality both within and between countries. The conversation also touches on the concept of multipolarity and the emergence of regional blocs, while questioning whether any alternative currency or system can truly replace the dollar's global acceptance. He examines the potential for military conflict in this great interregnum period and explains neo-mercantilism as the key takeaway. Watch on BitChute / Brighteon / Rumble / Substack / YouTube Geopolitics & Empire · Michael Every: Neo-Mercantilism & the New World Order #563 *Support Geopolitics & Empire! Become a Member https://geopoliticsandempire.substack.com Donate https://geopoliticsandempire.com/donations Consult https://geopoliticsandempire.com/consultation **Visit Our Affiliates & Sponsors! Above Phone https://abovephone.com/?above=geopolitics easyDNS (15% off with GEOPOLITICS) https://easydns.com Escape Technocracy course (15% off with GEOPOLITICS) https://escapethetechnocracy.com/geopolitics PassVult https://passvult.com Sociatates Civis (CitizenHR, CitizenIT, CitizenPL) https://societates-civis.com Wise Wolf Gold https://www.wolfpack.gold/?ref=geopolitics Websites Rabobank https://www.rabobank.com/knowledge/our-experts/011085368/michael-every X https://x.com/TheMichaelEvery About Michael Every Michael Every is a Global Strategist at Rabobank. He analyses major financial developments and contributes to the bank's various economic research publications for internal and external customers and to the media. Michael has over two decades of experience working as an Economist and Strategist. Before Rabobank, he was a Director at Silk Road Associates in Bangkok, Senior Economist and Fixed Income Strategist at the Royal Bank of Canada in both London and Sydney, and an Economist for Dun & Bradstreet in London. Michael holds a Masters degree in Economics (with distinction) from University College London and speaks a smattering of languages, including Thai. *Podcast intro music is from the song "The Queens Jig" by "Musicke & Mirth" from their album "Music for Two Lyra Viols": http://musicke-mirth.de/en/recordings.html (available on iTunes or Amazon)

Interest rates weren't cut this week. Why? Well, it's complicated. The Bank of Canada didn't give borrowers a break when it set policy on Wednesday, as Tiff Macklem cited the need to wait for more data points. The word "uncertainty" is being thrown around, although ironically, the economy was actually stronger in the first quarter than forecast. Host Mike Eppel speaks to experts about the lack of a cut and what that means for the market, home buyers and home owners. Guests: Claire Fan, Senior Economist, Royal Bank of Canada Phil Soper, President Royal LePage We love feedback at The Big Story, as well as suggestions for future episodes. You can find us: Through email at hello@thebigstorypodcast.ca  Or @thebigstoryfpn on Twitter

Interest rates weren't cut this week. Why? Well, it's complicated. The Bank of Canada didn't give borrowers a break when it set policy on Wednesday, as Tiff Macklem cited the need to wait for more data points. The word "uncertainty" is being thrown around, although ironically, the economy was actually stronger in the first quarter than forecast. Host Mike Eppel speaks to experts about the lack of a cut and what that means for the market, home buyers and home owners.Guests: Claire Fan, Senior Economist, Royal Bank of Canada Phil Soper, President Royal LePage Do you have a topic that's confounding you in this economy? We'll be happy to dig into it for you and get you the answers you need. Email us at: rogerspodcastnetwork@rci.rogers.com. Thank you for listening!

Dutch Prime Minister Dick Schoof resigned after far-right leader Geert Wilders walked out of his coalition government, Mexico's new supreme court is set to solely contain judges nominated by the ruling coalition, and Eurozone inflation fell below the European Central Bank's 2 per cent target. Plus, the FT's Akila Quinio explains how the Royal Bank of Scotland was nationalised in the wake of the 2008 financial crisis and then reborn. Mentioned in this podcast:Far-right Dutch leader Geert Wilders quits governmentTiny slice of Mexicans elect supreme court closely tied to ruling partyEurozone inflation falls below target to 1.9%The RBS story: how the world's biggest bank was nationalised and then rebornSouth Korean leftwinger Lee Jae-myung wins presidential electionToday's FT News Briefing was produced by Sonja Hutson, Kasia Broussalian, Ethan Plotkin, Fiona Symon, Mischa Frankl-Duval, and Marc Filippino. Additional help from Blake Maples, Michael Lello, and Gavin Kallmann. Our intern is Michaela Seah. Topher Forhecz is the FT's acting co-head of audio. The show's theme song is by Metaphor Music.Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

Analysis paralysis is BORING. And it doesn't get you results. Most founders think they fail because of the market, the product, or the pitch. But the real killer is a slow mindset. In this episode, Sophia Matveeva shows you why bad work beats perfect ideas — and how shifting your mindset can be the difference between building real momentum and watching your venture die. You will learn:  Why perfectionism feels smart but keeps you stuck How no-code tools tempt you to tinker instead of launch Why top founders move fast and embrace imperfection How to build momentum before you're ready — with real-world examples and a challenge for you to do today   Chapters 00:00 The Mindset Shift for Non-Technical Founders 03:07 The Importance of Speed Over Perfection 05:53 Accepting Imperfection in Innovation 09:02 Consequences of a Slow Mindset 11:47 Taking Action Before You're Ready FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know   Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University. For the full transcript, go to https://www.techfornontechies.co/blog/257-why-bad-work-wins

Elias Makos starts the week with Jimmy Zoubris, special advisor to the Mayor, and Sue Smith is a Montreal journalist. The Royal Bank of Canada is refusing to reimburse dozens of customers who were scammed out of $10,000 A 24-year-old Laval woman who robbed 11 seniors of nearly $90,000 will not have a criminal record Canada’s premiers are meeting with Prime Minister Mark Carney in Saskatoon to propose which major infrastructure projects should be prioritized for fast-tracking under Carney’s plan to cut federal approval times After successfully contesting unfair rent increases at Quebec’s housing tribunal (TAL), a tenant named Steve says he’s now blacklisted by landlords

Gestur í kvöld er Birna Einarsdóttir fyrrum bankastjóri Íslandsbanka en hún starfaði sem bankastjóri frá 2008 til 2023.Birna hefur yfir 30 ára reynslu af fjármálageiranum bæði í Íslandsbanka og Royal Bank of Scotland.Umræðuefni í þættinum:Samrunar á bankamarkaði.ÍSB útboðið sem var að klárast.Útboðið þar á undan sem leiddi til uppsögn Birnu.Samrunaviðræður við Kviku.Af hverju sagði hún af sér?Hvernig var að stýra ÍSB á krísutímum?Íslenska krónan.Plögg hornið.Stjórnarstörf.Sneið.Kalda karið.Riddaraspurningar.Hraðaspurningar.Þessi þáttur er í boði: KaldiSuitUpAutoCenterSerranoOrka NáttúrunnarDineoutACROTMSjöstrandPaydayLengjanBúllanSubwayDave&JonsFrumherjiKEMINjótið vel kæru hlustendur.

If you're building a tech product but don't have a technical background, this episode will save you months of wasted time and thousands in unnecessary spend. In this re-release of one of our most popular early episodes, Tech for Non-Techies founder Sophia Matveeva shares the 5 biggest mistakes non-technical founders make — and how to avoid them. Whether you're a  founder, a corporate innovator, or leading a new digital venture, these lessons will help you lead product teams effectively and build better tech businesses. You will learn: Why hiring a developer first is a mistake — and who to bring in instead The crucial difference between product metrics and business metrics (and how to use both wisely) How Facebook and WhatsApp built great products by focusing on engagement before monetisation What non-technical leaders must know about giving clear, measurable instructions to product teams What success looks like in the early stages — and why early growth shouldn't be the goal Chapters 00:00 Introduction to Non-Technical Founders' Challenges 02:26 The Importance of User Experience Design 10:36 Understanding Product vs. Business Metrics 16:21 Setting Clear Goals for Product Teams 20:13 Embracing Flexibility in Product Development 24:32 The Journey of Product Improvement Over Growth   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know   Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.   Listen to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora For the episode transcript, go here: https://www.techfornontechies.co/blog/256-top-mistakes-non-technical-founders-make-how-to-avoid-them

Good Sunday morning to you,I am just on a train home from Glasgow, where I have been gigging these past two nights. I've had a great time, as I always seem to do when I go north of the wall.But Glasgow on a Saturday night is something else. My hotel was right next to the station and so I was right in the thick of it. If I ever get to make a cacatopian, end-of-days, post-apocalyptic thriller, I'll just stroll through Glasgow city centre on a Friday or Saturday night with a camera to get all the B roll. It was like walking through a Hieronymus Bosch painting only with a Scottish accent. Little seems to have changed since I wrote that infamous chapter about Glasgow in Life After the State all those years ago. The only difference is that now it's more multi-ethnic. So many people are so off their heads. I lost count of the number of randoms wandering about just howling at the stars. The long days - it was still light at 10 o'clock - make the insanity all the more visible. Part of me finds it funny, but another part of me finds it so very sad that so many people let themselves get into this condition. It prompted me to revisit said chapter, and I offer it today as your Sunday thought piece.Just a couple of little notes, before we begin. This caught my eye on Friday. Our favourite uranium tech company, Lightbridge Fuels (NASDAQ:LTBR), has taken off again with Donald Trump's statement that he is going to quadruple US nuclear capacity. The stock was up 45% in a day. We first looked at it in October at $3. It hit $15 on Friday. It's one to sell on the spikes and buy on the dips, as this incredible chart shows.(In other news I have now listened twice to the Comstock Lode AGM, and I'll report back on that shortly too). ICYMI here is my mid-week commentary, which attracted a lot of attentionRight - Glasgow.(NB I haven't included references here. Needless to say, they are all there in the book. And sorry I don't have access to the audio of me reading this from my laptop, but, if you like, you can get the audiobook at Audible, Apple Books and all good audiobookshops. The book itself available at Amazon, Apple Books et al).How the Most Entrepreneurial City in Europe Became Its SickestThe cause of waves of unemployment is not capitalism, but governments …Friedrich Hayek, economist and philosopherIn the 18th and 19th centuries, the city of Glasgow in Scotland became enormously, stupendously rich. It happened quite organically, without planning. An entrepreneurial people reacted to their circumstances and, over time, turned Glasgow into an industrial and economic centre of such might that, by the turn of the 20th century, Glasgow was producing half the tonnage of Britain's ships and a quarter of all locomotives in the world. (Not unlike China's industrial dominance today). It was regarded as the best-governed city in Europe and popular histories compared it to the great imperial cities of Venice and Rome. It became known as the ‘Second City of the British Empire'.Barely 100 years later, it is the heroin capital of the UK, the murder capital of the UK and its East End, once home to Europe's largest steelworks, has been dubbed ‘the benefits capital of the UK'. Glasgow is Britain's fattest city: its men have Britain's lowest life expectancy – on a par with Palestine and Albania – and its unemployment rate is 50% higher than the rest of the UK.How did Glasgow manage all that?The growth in Glasgow's economic fortunes began in the latter part of the 17th century and the early 18th century. First, the city's location in the west of Scotland at the mouth of the river Clyde meant that it lay in the path of the trade winds and at least 100 nautical miles closer to America's east coast than other British ports – 200 miles closer than London. In the days before fossil fuels (which only found widespread use in shipping in the second half of the 19th century) the journey to Virginia was some two weeks shorter than the same journey from London or many of the other ports in Britain and Europe. Even modern sailors describe how easy the port of Glasgow is to navigate. Second, when England was at war with France – as it was repeatedly between 1688 and 1815 – ships travelling to Glasgow were less vulnerable than those travelling to ports further south. Glasgow's merchants took advantage and, by the early 18th century, the city had begun to assert itself as a trading hub. Manufactured goods were carried from Britain and Europe to North America and the Caribbean, where they were traded for increasingly popular commodities such as tobacco, cotton and sugar.Through the 18th century, the Glasgow merchants' business networks spread, and they took steps to further accelerate trade. New ships were introduced, bigger than those of rival ports, with fore and aft sails that enabled them to sail closer to the wind and reduce journey times. Trading posts were built to ensure that cargo was gathered and stored for collection, so that ships wouldn't swing idly at anchor. By the 1760s Glasgow had a 50% share of the tobacco trade – as much as the rest of Britain's ports combined. While the English merchants simply sold American tobacco in Europe at a profit, the Glaswegians actually extended credit to American farmers against future production (a bit like a crop future today, where a crop to be grown at a later date is sold now). The Virginia farmers could then use this credit to buy European goods, which the Glaswegians were only too happy to supply. This brought about the rise of financial institutions such as the Glasgow Ship Bank and the Glasgow Thistle Bank, which would later become part of the now-bailed-out, taxpayer-owned Royal Bank of Scotland (RBS).Their practices paid rewards. Glasgow's merchants earned a great deal of money. They built glamorous homes and large churches and, it seems, took on aristocratic airs – hence they became known as the ‘Tobacco Lords'. Numbering among them were Buchanan, Dunlop, Ingram, Wilson, Oswald, Cochrane and Glassford, all of whom had streets in the Merchant City district of Glasgow named after them (other streets, such as Virginia Street and Jamaica Street, refer to their trade destinations). In 1771, over 47 million pounds of tobacco were imported.However, the credit the Glaswegians extended to American tobacco farmers would backfire. The debts incurred by the tobacco farmers – which included future presidents George Washington and Thomas Jefferson (who almost lost his farm as a result) – grew, and were among the grievances when the American War of Independence came in 1775. That war destroyed the tobacco trade for the Glaswegians. Much of the money that was owed to them was never repaid. Many of their plantations were lost. But the Glaswegians were entrepreneurial and they adapted. They moved on to other businesses, particularly cotton.By the 19th century, all sorts of local industry had emerged around the goods traded in the city. It was producing and exporting textiles, chemicals, engineered goods and steel. River engineering projects to dredge and deepen the Clyde (with a view to forming a deep- water port) had begun in 1768 and they would enable shipbuilding to become a major industry on the upper reaches of the river, pioneered by industrialists such as Robert Napier and John Elder. The final stretch of the Monkland Canal, linking the Forth and Clyde Canal at Port Dundas, was opened in 1795, facilitating access to the iron-ore and coal mines of Lanarkshire.The move to fossil-fuelled shipping in the latter 19th century destroyed the advantages that the trade winds had given Glasgow. But it didn't matter. Again, the people adapted. By the turn of the 20th century the Second City of the British Empire had become a world centre of industry and heavy engineering. It has been estimated that, between 1870 and 1914, it produced as much as one-fifth of the world's ships, and half of Britain's tonnage. Among the 25,000 ships it produced were some of the greatest ever built: the Cutty Sark, the Queen Mary, HMS Hood, the Lusitania, the Glenlee tall ship and even the iconic Mississippi paddle steamer, the Delta Queen. It had also become a centre for locomotive manufacture and, shortly after the turn of the 20th century, could boast the largest concentration of locomotive building works in Europe.It was not just Glasgow's industry and wealth that was so gargantuan. The city's contribution to mankind – made possible by the innovation and progress that comes with booming economies – would also have an international impact. Many great inventors either hailed from Glasgow or moved there to study or work. There's James Watt, for example, whose improvements to the steam engine were fundamental to the Industrial Revolution. One of Watt's employees, William Murdoch, has been dubbed ‘the Scot who lit the world' – he invented gas lighting, a new kind of steam cannon and waterproof paint. Charles MacIntosh gave us the raincoat. James Young, the chemist dubbed as ‘the father of the oil industry', gave us paraffin. William Thomson, known as Lord Kelvin, developed the science of thermodynamics, formulating the Kelvin scale of absolute temperature; he also managed the laying of the first transatlantic telegraph cable.The turning point in the economic fortunes of Glasgow – indeed, of industrial Britain – was WWI. Both have been in decline ever since. By the end of the war, the British were drained, both emotionally and in terms of capital and manpower; the workers, the entrepreneurs, the ideas men, too many of them were dead or incapacitated. There was insufficient money and no appetite to invest. The post-war recession, and later the Great Depression, did little to help. The trend of the city was now one of inexorable economic decline.If Glasgow was the home of shipping and industry in 19th-century Britain, it became the home of socialism in the 20th century. Known by some as the ‘Red Clydeside' movement, the socialist tide in Scotland actually pre-dated the First World War. In 1906 came the city's first Labour Member of Parliament (MP), George Barnes – prior to that its seven MPs were all Conservatives or Liberal Unionists. In the spring of 1911, 11,000 workers at the Singer sewing-machine factory (run by an American corporation in Clydebank) went on strike to support 12 women who were protesting about new work practices. Singer sacked 400 workers, but the movement was growing – as was labour unrest. In the four years between 1910 and 1914 Clydebank workers spent four times as many days on strike than in the whole of the previous decade. The Scottish Trades Union Congress and its affiliations saw membership rise from 129,000 in 1909 to 230,000 in 1914.20The rise in discontent had much to do with Glasgow's housing. Conditions were bad, there was overcrowding, bad sanitation, housing was close to dirty, noxious and deafening industry. Unions grew quite organically to protect the interests of their members.Then came WWI, and inflation, as Britain all but abandoned gold. In 1915 many landlords responded by attempting to increase rent, but with their young men on the Western front, those left behind didn't have the means to pay these higher costs. If they couldn't, eviction soon followed. In Govan, an area of Glasgow where shipbuilding was the main occupation, women – now in the majority with so many men gone – organized opposition to the rent increases. There are photographs showing women blocking the entrance to tenements; officers who did get inside to evict tenants are said to have had their trousers pulled down.The landlords were attacked for being unpatriotic. Placards read: ‘While our men are fighting on the front line,the landlord is attacking us at home.' The strikes spread to other cities throughout the UK, and on 27 November 1915 the government introduced legislation to restrict rents to the pre-war level. The strikers were placated. They had won. The government was happy; it had dealt with the problem. The landlords lost out.In the aftermath of the Russian Revolution of 1917, more frequent strikes crippled the city. In 1919 the ‘Bloody Friday' uprising prompted the prime minister, David Lloyd George, to deploy 10,000 troops and tanks onto the city's streets. By the 1930s Glasgow had become the main base of the Independent Labour Party, so when Labour finally came to power alone after WWII, its influence was strong. Glasgow has always remained a socialist stronghold. Labour dominates the city council, and the city has not had a Conservative MP for 30 years.By the late 1950s, Glasgow was losing out to the more competitive industries of Japan, Germany and elsewhere. There was a lack of investment. Union demands for workers, enforced by government legislation, made costs uneconomic and entrepreneurial activity arduous. With lack of investment came lack of innovation.Rapid de-industrialization followed, and by the 1960s and 70s most employment lay not in manufacturing, but in the service industries.Which brings us to today. On the plus side, Glasgow is still ranked as one of Europe's top 20 financial centres and is home to some leading Scottish businesses. But there is considerable downside.Recent studies have suggested that nearly 30% of Glasgow's working age population is unemployed. That's 50% higher than that of the rest of Scotland or the UK. Eighteen per cent of 16- to 19-year-olds are neither in school nor employed. More than one in five working-age Glaswegians have no sort of education that might qualify them for a job.In the city centre, the Merchant City, 50% of children are growing up in homes where nobody works. In the poorer neighbourhoods, such as Ruchill, Possilpark, or Dalmarnock, about 65% of children live in homes where nobody works – more than three times the national average. Figures from the Department of Work and Pensions show that 85% of working age adults from the district of Bridgeton claim some kind of welfare payment.Across the city, almost a third of the population regularly receives sickness or incapacity benefit, the highest rate of all UK cities. A 2008 World Health Organization report noted that in Glasgow's Calton, Bridgeton and Queenslie neighbourhoods, the average life expectancy for males is only 54. In contrast, residents of Glasgow's more affluent West End live to be 80 and virtually none of them are on the dole.Glasgow has the highest crime rate in Scotland. A recent report by the Centre for Social Justice noted that there are 170 teenage gangs in Glasgow. That's the same number as in London, which has over six times the population of Glasgow.It also has the dubious record of being Britain's murder capital. In fact, Glasgow had the highest homicide rate in Western Europe until it was overtaken in 2012 by Amsterdam, with more violent crime per head of population than even New York. What's more, its suicide rate is the highest in the UK.Then there are the drug and alcohol problems. The residents of the poorer neighbourhoods are an astounding six times more likely to die of a drugs overdose than the national average. Drug-related mortality has increased by 95% since 1997. There are 20,000 registered drug users – that's just registered – and the situation is not going to get any better: children who grow up in households where family members use drugs are seven times more likely to end up using drugs themselves than children who live in drug-free families.Glasgow has the highest incidence of liver diseases from alcohol abuse in all of Scotland. In the East End district of Dennistoun, these illnesses kill more people than heart attacks and lung cancer combined. Men and women are more likely to die of alcohol-related deaths in Glasgow than anywhere else in the UK. Time and time again Glasgow is proud winner of the title ‘Fattest City in Britain'. Around 40% of the population are obese – 5% morbidly so – and it also boasts the most smokers per capita.I have taken these statistics from an array of different sources. It might be in some cases that they're overstated. I know that I've accentuated both the 18th- and 19th-century positives, as well as the 20th- and 21st-century negatives to make my point. Of course, there are lots of healthy, happy people in Glasgow – I've done many gigs there and I loved it. Despite the stories you hear about intimidating Glasgow audiences, the ones I encountered were as good as any I've ever performed in front of. But none of this changes the broad-brush strokes: Glasgow was a once mighty city that now has grave social problems. It is a city that is not fulfilling its potential in the way that it once did. All in all, it's quite a transformation. How has it happened?Every few years a report comes out that highlights Glasgow's various problems. Comments are then sought from across the political spectrum. Usually, those asked to comment agree that the city has grave, ‘long-standing and deep-rooted social problems' (the words of Stephen Purcell, former leader of Glasgow City Council); they agree that something needs to be done, though they don't always agree on what that something is.There's the view from the right: Bill Aitken of the Scottish Conservatives, quoted in The Sunday Times in 2008, said, ‘We simply don't have the jobs for people who are not academically inclined. Another factor is that some people are simply disinclined to work. We have got to find something for these people to do, to give them a reason to get up in the morning and give them some self-respect.' There's the supposedly apolitical view of anti-poverty groups: Peter Kelly, director of the Glasgow-based Poverty Alliance, responded, ‘We need real, intensive support for people if we are going to tackle poverty. It's not about a lack of aspiration, often people who are unemployed or on low incomes are stymied by a lack of money and support from local and central government.' And there's the view from the left. In the same article, Patricia Ferguson, the Labour Member of the Scottish Parliament (MSP) for Maryhill, also declared a belief in government regeneration of the area. ‘It's about better housing, more jobs, better education and these things take years to make an impact. I believe that the huge regeneration in the area is fostering a lot more community involvement and cohesion. My real hope is that these figures will take a knock in the next five or ten years.' At the time of writing in 2013, five years later, the figures have worsened.All three points of view agree on one thing: the government must do something.In 2008 the £435 million Fairer Scotland Fund – established to tackle poverty – was unveiled, aiming to allocate cash to the country's most deprived communities. Its targets included increasing average income among lower wage-earners and narrowing the poverty gap between Scotland's best- and worst-performing regions by 2017. So far, it hasn't met those targets.In 2008 a report entitled ‘Power for The Public' examined the provision of health, education and justice in Scotland. It said the budgets for these three areas had grown by 55%, 87% and 44% respectively over the last decade, but added that this had produced ‘mixed results'. ‘Mixed results' means it didn't work. More money was spent and the figures got worse.After the Centre for Social Justice report on Glasgow in 2008, Iain Duncan Smith (who set up this think tank, and is now the Secretary of State for Work and Pensions) said, ‘Policy must deal with the pathways to breakdown – high levels of family breakdown, high levels of failed education, debt and unemployment.'So what are ‘pathways to breakdown'? If you were to look at a chart of Glasgow's prosperity relative to the rest of the world, its peak would have come somewhere around 1910. With the onset of WWI in 1914 its decline accelerated, and since then the falls have been relentless and inexorable. It's not just Glasgow that would have this chart pattern, but the whole of industrial Britain. What changed the trend? Yes, empires rise and fall, but was British decline all a consequence of WWI? Or was there something else?A seismic shift came with that war – a change which is very rarely spoken or written about. Actually, the change was gradual and it pre-dated 1914. It was a change that was sweeping through the West: that of government or state involvement in our lives. In the UK it began with the reforms of the Liberal government of 1906–14, championed by David Lloyd George and Winston Churchill, known as the ‘terrible twins' by contemporaries. The Pensions Act of 1908, the People's Budget of 1909–10 (to ‘wage implacable warfare against poverty', declared Lloyd George) and the National Insurance Act of 1911 saw the Liberal government moving away from its tradition of laissez-faire systems – from classical liberalism and Gladstonian principles of self-help and self-reliance – towards larger, more active government by which taxes were collected from the wealthy and the proceeds redistributed. Afraid of losing votes to the emerging Labour party and the increasingly popular ideology of socialism, modern liberals betrayed their classical principles. In his War Memoirs, Lloyd George said ‘the partisan warfare that raged around these topics was so fierce that by 1913, this country was brought to the verge of civil war'. But these were small steps. The Pensions Act, for example, meant that men aged 70 and above could claim between two and five shillings per week from the government. But average male life- expectancy then was 47. Today it's 77. Using the same ratio, and, yes, I'm manipulating statistics here, that's akin to only awarding pensions to people above the age 117 today. Back then it was workable.To go back to my analogy of the prologue, this period was when the ‘train' was set in motion across the West. In 1914 it went up a gear. Here are the opening paragraphs of historian A. J. P. Taylor's most celebrated book, English History 1914–1945, published in 1965.I quote this long passage in full, because it is so telling.Until August 1914 a sensible, law-abiding Englishman could pass through life and hardly notice the existence of the state, beyond the post office and the policeman. He could live where he liked and as he liked. He had no official number or identity card. He could travel abroad or leave his country forever without a passport or any sort of official permission. He could exchange his money for any other currency without restriction or limit. He could buy goods from any country in the world on the same terms as he bought goods at home. For that matter, a foreigner could spend his life in this country without permit and without informing the police. Unlike the countries of the European continent, the state did not require its citizens to perform military service. An Englishman could enlist, if he chose, in the regular army, the navy, or the territorials. He could also ignore, if he chose, the demands of national defence. Substantial householders were occasionally called on for jury service. Otherwise, only those helped the state, who wished to do so. The Englishman paid taxes on a modest scale: nearly £200 million in 1913–14, or rather less than 8% of the national income.The state intervened to prevent the citizen from eating adulterated food or contracting certain infectious diseases. It imposed safety rules in factories, and prevented women, and adult males in some industries,from working excessive hours.The state saw to it that children received education up to the age of 13. Since 1 January 1909, it provided a meagre pension for the needy over the age of 70. Since 1911, it helped to insure certain classes of workers against sickness and unemployment. This tendency towards more state action was increasing. Expenditure on the social services had roughly doubled since the Liberals took office in 1905. Still, broadly speaking, the state acted only to help those who could not help themselves. It left the adult citizen alone.All this was changed by the impact of the Great War. The mass of the people became, for the first time, active citizens. Their lives were shaped by orders from above; they were required to serve the state instead of pursuing exclusively their own affairs. Five million men entered the armed forces, many of them (though a minority) under compulsion. The Englishman's food was limited, and its quality changed, by government order. His freedom of movement was restricted; his conditions of work prescribed. Some industries were reduced or closed, others artificially fostered. The publication of news was fettered. Street lights were dimmed. The sacred freedom of drinking was tampered with: licensed hours were cut down, and the beer watered by order. The very time on the clocks was changed. From 1916 onwards, every Englishman got up an hour earlier in summer than he would otherwise have done, thanks to an act of parliament. The state established a hold over its citizens which, though relaxed in peacetime, was never to be removed and which the Second World war was again to increase. The history of the English state and of the English people merged for the first time.Since the beginning of WWI , the role that the state has played in our lives has not stopped growing. This has been especially so in the case of Glasgow. The state has spent more and more, provided more and more services, more subsidy, more education, more health care, more infrastructure, more accommodation, more benefits, more regulations, more laws, more protection. The more it has provided, the worse Glasgow has fared. Is this correlation a coincidence? I don't think so.The story of the rise and fall of Glasgow is a distilled version of the story of the rise and fall of industrial Britain – indeed the entire industrial West. In the next chapter I'm going to show you a simple mistake that goes on being made; a dynamic by which the state, whose very aim was to help Glasgow, has actually been its ‘pathway to breakdown' . . .Life After the State is available at Amazon, Apple Books and all good bookshops, with the audiobook at Audible, Apple Books and all good audiobookshops. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.theflyingfrisby.com/subscribe

Good Sunday morning to you,I am just on a train home from Glasgow, where I have been gigging these past two nights. I've had a great time, as I always seem to do when I go north of the wall.But Glasgow on a Saturday night is something else. My hotel was right next to the station and so I was right in the thick of it. If I ever get to make a cacatopian, end-of-days, post-apocalyptic thriller, I'll just stroll through Glasgow city centre on a Friday or Saturday night with a camera to get all the B roll. It was like walking through a Hieronymus Bosch painting only with a Scottish accent. Little seems to have changed since I wrote that infamous chapter about Glasgow in Life After the State all those years ago. The only difference is that now it's more multi-ethnic. So many people are so off their heads. I lost count of the number of randoms wandering about just howling at the stars. The long days - it was still light at 10 o'clock - make the insanity all the more visible. Part of me finds it funny, but another part of me finds it so very sad that so many people let themselves get into this condition. It prompted me to revisit said chapter, and I offer it today as your Sunday thought piece.Just a couple of little notes, before we begin. This caught my eye on Friday. Our favourite uranium tech company, Lightbridge Fuels (NASDAQ:LTBR), has taken off again with Donald Trump's statement that he is going to quadruple US nuclear capacity. The stock was up 45% in a day. We first looked at it in October at $3. It hit $15 on Friday. It's one to sell on the spikes and buy on the dips, as this incredible chart shows.(In other news I have now listened twice to the Comstock Lode AGM, and I'll report back on that shortly too). ICYMI here is my mid-week commentary, which attracted a lot of attentionRight - Glasgow.(NB I haven't included references here. Needless to say, they are all there in the book. And sorry I don't have access to the audio of me reading this from my laptop, but, if you like, you can get the audiobook at Audible, Apple Books and all good audiobookshops. The book itself available at Amazon, Apple Books et al).How the Most Entrepreneurial City in Europe Became Its SickestThe cause of waves of unemployment is not capitalism, but governments …Friedrich Hayek, economist and philosopherIn the 18th and 19th centuries, the city of Glasgow in Scotland became enormously, stupendously rich. It happened quite organically, without planning. An entrepreneurial people reacted to their circumstances and, over time, turned Glasgow into an industrial and economic centre of such might that, by the turn of the 20th century, Glasgow was producing half the tonnage of Britain's ships and a quarter of all locomotives in the world. (Not unlike China's industrial dominance today). It was regarded as the best-governed city in Europe and popular histories compared it to the great imperial cities of Venice and Rome. It became known as the ‘Second City of the British Empire'.Barely 100 years later, it is the heroin capital of the UK, the murder capital of the UK and its East End, once home to Europe's largest steelworks, has been dubbed ‘the benefits capital of the UK'. Glasgow is Britain's fattest city: its men have Britain's lowest life expectancy – on a par with Palestine and Albania – and its unemployment rate is 50% higher than the rest of the UK.How did Glasgow manage all that?The growth in Glasgow's economic fortunes began in the latter part of the 17th century and the early 18th century. First, the city's location in the west of Scotland at the mouth of the river Clyde meant that it lay in the path of the trade winds and at least 100 nautical miles closer to America's east coast than other British ports – 200 miles closer than London. In the days before fossil fuels (which only found widespread use in shipping in the second half of the 19th century) the journey to Virginia was some two weeks shorter than the same journey from London or many of the other ports in Britain and Europe. Even modern sailors describe how easy the port of Glasgow is to navigate. Second, when England was at war with France – as it was repeatedly between 1688 and 1815 – ships travelling to Glasgow were less vulnerable than those travelling to ports further south. Glasgow's merchants took advantage and, by the early 18th century, the city had begun to assert itself as a trading hub. Manufactured goods were carried from Britain and Europe to North America and the Caribbean, where they were traded for increasingly popular commodities such as tobacco, cotton and sugar.Through the 18th century, the Glasgow merchants' business networks spread, and they took steps to further accelerate trade. New ships were introduced, bigger than those of rival ports, with fore and aft sails that enabled them to sail closer to the wind and reduce journey times. Trading posts were built to ensure that cargo was gathered and stored for collection, so that ships wouldn't swing idly at anchor. By the 1760s Glasgow had a 50% share of the tobacco trade – as much as the rest of Britain's ports combined. While the English merchants simply sold American tobacco in Europe at a profit, the Glaswegians actually extended credit to American farmers against future production (a bit like a crop future today, where a crop to be grown at a later date is sold now). The Virginia farmers could then use this credit to buy European goods, which the Glaswegians were only too happy to supply. This brought about the rise of financial institutions such as the Glasgow Ship Bank and the Glasgow Thistle Bank, which would later become part of the now-bailed-out, taxpayer-owned Royal Bank of Scotland (RBS).Their practices paid rewards. Glasgow's merchants earned a great deal of money. They built glamorous homes and large churches and, it seems, took on aristocratic airs – hence they became known as the ‘Tobacco Lords'. Numbering among them were Buchanan, Dunlop, Ingram, Wilson, Oswald, Cochrane and Glassford, all of whom had streets in the Merchant City district of Glasgow named after them (other streets, such as Virginia Street and Jamaica Street, refer to their trade destinations). In 1771, over 47 million pounds of tobacco were imported.However, the credit the Glaswegians extended to American tobacco farmers would backfire. The debts incurred by the tobacco farmers – which included future presidents George Washington and Thomas Jefferson (who almost lost his farm as a result) – grew, and were among the grievances when the American War of Independence came in 1775. That war destroyed the tobacco trade for the Glaswegians. Much of the money that was owed to them was never repaid. Many of their plantations were lost. But the Glaswegians were entrepreneurial and they adapted. They moved on to other businesses, particularly cotton.By the 19th century, all sorts of local industry had emerged around the goods traded in the city. It was producing and exporting textiles, chemicals, engineered goods and steel. River engineering projects to dredge and deepen the Clyde (with a view to forming a deep- water port) had begun in 1768 and they would enable shipbuilding to become a major industry on the upper reaches of the river, pioneered by industrialists such as Robert Napier and John Elder. The final stretch of the Monkland Canal, linking the Forth and Clyde Canal at Port Dundas, was opened in 1795, facilitating access to the iron-ore and coal mines of Lanarkshire.The move to fossil-fuelled shipping in the latter 19th century destroyed the advantages that the trade winds had given Glasgow. But it didn't matter. Again, the people adapted. By the turn of the 20th century the Second City of the British Empire had become a world centre of industry and heavy engineering. It has been estimated that, between 1870 and 1914, it produced as much as one-fifth of the world's ships, and half of Britain's tonnage. Among the 25,000 ships it produced were some of the greatest ever built: the Cutty Sark, the Queen Mary, HMS Hood, the Lusitania, the Glenlee tall ship and even the iconic Mississippi paddle steamer, the Delta Queen. It had also become a centre for locomotive manufacture and, shortly after the turn of the 20th century, could boast the largest concentration of locomotive building works in Europe.It was not just Glasgow's industry and wealth that was so gargantuan. The city's contribution to mankind – made possible by the innovation and progress that comes with booming economies – would also have an international impact. Many great inventors either hailed from Glasgow or moved there to study or work. There's James Watt, for example, whose improvements to the steam engine were fundamental to the Industrial Revolution. One of Watt's employees, William Murdoch, has been dubbed ‘the Scot who lit the world' – he invented gas lighting, a new kind of steam cannon and waterproof paint. Charles MacIntosh gave us the raincoat. James Young, the chemist dubbed as ‘the father of the oil industry', gave us paraffin. William Thomson, known as Lord Kelvin, developed the science of thermodynamics, formulating the Kelvin scale of absolute temperature; he also managed the laying of the first transatlantic telegraph cable.The turning point in the economic fortunes of Glasgow – indeed, of industrial Britain – was WWI. Both have been in decline ever since. By the end of the war, the British were drained, both emotionally and in terms of capital and manpower; the workers, the entrepreneurs, the ideas men, too many of them were dead or incapacitated. There was insufficient money and no appetite to invest. The post-war recession, and later the Great Depression, did little to help. The trend of the city was now one of inexorable economic decline.If Glasgow was the home of shipping and industry in 19th-century Britain, it became the home of socialism in the 20th century. Known by some as the ‘Red Clydeside' movement, the socialist tide in Scotland actually pre-dated the First World War. In 1906 came the city's first Labour Member of Parliament (MP), George Barnes – prior to that its seven MPs were all Conservatives or Liberal Unionists. In the spring of 1911, 11,000 workers at the Singer sewing-machine factory (run by an American corporation in Clydebank) went on strike to support 12 women who were protesting about new work practices. Singer sacked 400 workers, but the movement was growing – as was labour unrest. In the four years between 1910 and 1914 Clydebank workers spent four times as many days on strike than in the whole of the previous decade. The Scottish Trades Union Congress and its affiliations saw membership rise from 129,000 in 1909 to 230,000 in 1914.20The rise in discontent had much to do with Glasgow's housing. Conditions were bad, there was overcrowding, bad sanitation, housing was close to dirty, noxious and deafening industry. Unions grew quite organically to protect the interests of their members.Then came WWI, and inflation, as Britain all but abandoned gold. In 1915 many landlords responded by attempting to increase rent, but with their young men on the Western front, those left behind didn't have the means to pay these higher costs. If they couldn't, eviction soon followed. In Govan, an area of Glasgow where shipbuilding was the main occupation, women – now in the majority with so many men gone – organized opposition to the rent increases. There are photographs showing women blocking the entrance to tenements; officers who did get inside to evict tenants are said to have had their trousers pulled down.The landlords were attacked for being unpatriotic. Placards read: ‘While our men are fighting on the front line,the landlord is attacking us at home.' The strikes spread to other cities throughout the UK, and on 27 November 1915 the government introduced legislation to restrict rents to the pre-war level. The strikers were placated. They had won. The government was happy; it had dealt with the problem. The landlords lost out.In the aftermath of the Russian Revolution of 1917, more frequent strikes crippled the city. In 1919 the ‘Bloody Friday' uprising prompted the prime minister, David Lloyd George, to deploy 10,000 troops and tanks onto the city's streets. By the 1930s Glasgow had become the main base of the Independent Labour Party, so when Labour finally came to power alone after WWII, its influence was strong. Glasgow has always remained a socialist stronghold. Labour dominates the city council, and the city has not had a Conservative MP for 30 years.By the late 1950s, Glasgow was losing out to the more competitive industries of Japan, Germany and elsewhere. There was a lack of investment. Union demands for workers, enforced by government legislation, made costs uneconomic and entrepreneurial activity arduous. With lack of investment came lack of innovation.Rapid de-industrialization followed, and by the 1960s and 70s most employment lay not in manufacturing, but in the service industries.Which brings us to today. On the plus side, Glasgow is still ranked as one of Europe's top 20 financial centres and is home to some leading Scottish businesses. But there is considerable downside.Recent studies have suggested that nearly 30% of Glasgow's working age population is unemployed. That's 50% higher than that of the rest of Scotland or the UK. Eighteen per cent of 16- to 19-year-olds are neither in school nor employed. More than one in five working-age Glaswegians have no sort of education that might qualify them for a job.In the city centre, the Merchant City, 50% of children are growing up in homes where nobody works. In the poorer neighbourhoods, such as Ruchill, Possilpark, or Dalmarnock, about 65% of children live in homes where nobody works – more than three times the national average. Figures from the Department of Work and Pensions show that 85% of working age adults from the district of Bridgeton claim some kind of welfare payment.Across the city, almost a third of the population regularly receives sickness or incapacity benefit, the highest rate of all UK cities. A 2008 World Health Organization report noted that in Glasgow's Calton, Bridgeton and Queenslie neighbourhoods, the average life expectancy for males is only 54. In contrast, residents of Glasgow's more affluent West End live to be 80 and virtually none of them are on the dole.Glasgow has the highest crime rate in Scotland. A recent report by the Centre for Social Justice noted that there are 170 teenage gangs in Glasgow. That's the same number as in London, which has over six times the population of Glasgow.It also has the dubious record of being Britain's murder capital. In fact, Glasgow had the highest homicide rate in Western Europe until it was overtaken in 2012 by Amsterdam, with more violent crime per head of population than even New York. What's more, its suicide rate is the highest in the UK.Then there are the drug and alcohol problems. The residents of the poorer neighbourhoods are an astounding six times more likely to die of a drugs overdose than the national average. Drug-related mortality has increased by 95% since 1997. There are 20,000 registered drug users – that's just registered – and the situation is not going to get any better: children who grow up in households where family members use drugs are seven times more likely to end up using drugs themselves than children who live in drug-free families.Glasgow has the highest incidence of liver diseases from alcohol abuse in all of Scotland. In the East End district of Dennistoun, these illnesses kill more people than heart attacks and lung cancer combined. Men and women are more likely to die of alcohol-related deaths in Glasgow than anywhere else in the UK. Time and time again Glasgow is proud winner of the title ‘Fattest City in Britain'. Around 40% of the population are obese – 5% morbidly so – and it also boasts the most smokers per capita.I have taken these statistics from an array of different sources. It might be in some cases that they're overstated. I know that I've accentuated both the 18th- and 19th-century positives, as well as the 20th- and 21st-century negatives to make my point. Of course, there are lots of healthy, happy people in Glasgow – I've done many gigs there and I loved it. Despite the stories you hear about intimidating Glasgow audiences, the ones I encountered were as good as any I've ever performed in front of. But none of this changes the broad-brush strokes: Glasgow was a once mighty city that now has grave social problems. It is a city that is not fulfilling its potential in the way that it once did. All in all, it's quite a transformation. How has it happened?Every few years a report comes out that highlights Glasgow's various problems. Comments are then sought from across the political spectrum. Usually, those asked to comment agree that the city has grave, ‘long-standing and deep-rooted social problems' (the words of Stephen Purcell, former leader of Glasgow City Council); they agree that something needs to be done, though they don't always agree on what that something is.There's the view from the right: Bill Aitken of the Scottish Conservatives, quoted in The Sunday Times in 2008, said, ‘We simply don't have the jobs for people who are not academically inclined. Another factor is that some people are simply disinclined to work. We have got to find something for these people to do, to give them a reason to get up in the morning and give them some self-respect.' There's the supposedly apolitical view of anti-poverty groups: Peter Kelly, director of the Glasgow-based Poverty Alliance, responded, ‘We need real, intensive support for people if we are going to tackle poverty. It's not about a lack of aspiration, often people who are unemployed or on low incomes are stymied by a lack of money and support from local and central government.' And there's the view from the left. In the same article, Patricia Ferguson, the Labour Member of the Scottish Parliament (MSP) for Maryhill, also declared a belief in government regeneration of the area. ‘It's about better housing, more jobs, better education and these things take years to make an impact. I believe that the huge regeneration in the area is fostering a lot more community involvement and cohesion. My real hope is that these figures will take a knock in the next five or ten years.' At the time of writing in 2013, five years later, the figures have worsened.All three points of view agree on one thing: the government must do something.In 2008 the £435 million Fairer Scotland Fund – established to tackle poverty – was unveiled, aiming to allocate cash to the country's most deprived communities. Its targets included increasing average income among lower wage-earners and narrowing the poverty gap between Scotland's best- and worst-performing regions by 2017. So far, it hasn't met those targets.In 2008 a report entitled ‘Power for The Public' examined the provision of health, education and justice in Scotland. It said the budgets for these three areas had grown by 55%, 87% and 44% respectively over the last decade, but added that this had produced ‘mixed results'. ‘Mixed results' means it didn't work. More money was spent and the figures got worse.After the Centre for Social Justice report on Glasgow in 2008, Iain Duncan Smith (who set up this think tank, and is now the Secretary of State for Work and Pensions) said, ‘Policy must deal with the pathways to breakdown – high levels of family breakdown, high levels of failed education, debt and unemployment.'So what are ‘pathways to breakdown'? If you were to look at a chart of Glasgow's prosperity relative to the rest of the world, its peak would have come somewhere around 1910. With the onset of WWI in 1914 its decline accelerated, and since then the falls have been relentless and inexorable. It's not just Glasgow that would have this chart pattern, but the whole of industrial Britain. What changed the trend? Yes, empires rise and fall, but was British decline all a consequence of WWI? Or was there something else?A seismic shift came with that war – a change which is very rarely spoken or written about. Actually, the change was gradual and it pre-dated 1914. It was a change that was sweeping through the West: that of government or state involvement in our lives. In the UK it began with the reforms of the Liberal government of 1906–14, championed by David Lloyd George and Winston Churchill, known as the ‘terrible twins' by contemporaries. The Pensions Act of 1908, the People's Budget of 1909–10 (to ‘wage implacable warfare against poverty', declared Lloyd George) and the National Insurance Act of 1911 saw the Liberal government moving away from its tradition of laissez-faire systems – from classical liberalism and Gladstonian principles of self-help and self-reliance – towards larger, more active government by which taxes were collected from the wealthy and the proceeds redistributed. Afraid of losing votes to the emerging Labour party and the increasingly popular ideology of socialism, modern liberals betrayed their classical principles. In his War Memoirs, Lloyd George said ‘the partisan warfare that raged around these topics was so fierce that by 1913, this country was brought to the verge of civil war'. But these were small steps. The Pensions Act, for example, meant that men aged 70 and above could claim between two and five shillings per week from the government. But average male life- expectancy then was 47. Today it's 77. Using the same ratio, and, yes, I'm manipulating statistics here, that's akin to only awarding pensions to people above the age 117 today. Back then it was workable.To go back to my analogy of the prologue, this period was when the ‘train' was set in motion across the West. In 1914 it went up a gear. Here are the opening paragraphs of historian A. J. P. Taylor's most celebrated book, English History 1914–1945, published in 1965.I quote this long passage in full, because it is so telling.Until August 1914 a sensible, law-abiding Englishman could pass through life and hardly notice the existence of the state, beyond the post office and the policeman. He could live where he liked and as he liked. He had no official number or identity card. He could travel abroad or leave his country forever without a passport or any sort of official permission. He could exchange his money for any other currency without restriction or limit. He could buy goods from any country in the world on the same terms as he bought goods at home. For that matter, a foreigner could spend his life in this country without permit and without informing the police. Unlike the countries of the European continent, the state did not require its citizens to perform military service. An Englishman could enlist, if he chose, in the regular army, the navy, or the territorials. He could also ignore, if he chose, the demands of national defence. Substantial householders were occasionally called on for jury service. Otherwise, only those helped the state, who wished to do so. The Englishman paid taxes on a modest scale: nearly £200 million in 1913–14, or rather less than 8% of the national income.The state intervened to prevent the citizen from eating adulterated food or contracting certain infectious diseases. It imposed safety rules in factories, and prevented women, and adult males in some industries,from working excessive hours.The state saw to it that children received education up to the age of 13. Since 1 January 1909, it provided a meagre pension for the needy over the age of 70. Since 1911, it helped to insure certain classes of workers against sickness and unemployment. This tendency towards more state action was increasing. Expenditure on the social services had roughly doubled since the Liberals took office in 1905. Still, broadly speaking, the state acted only to help those who could not help themselves. It left the adult citizen alone.All this was changed by the impact of the Great War. The mass of the people became, for the first time, active citizens. Their lives were shaped by orders from above; they were required to serve the state instead of pursuing exclusively their own affairs. Five million men entered the armed forces, many of them (though a minority) under compulsion. The Englishman's food was limited, and its quality changed, by government order. His freedom of movement was restricted; his conditions of work prescribed. Some industries were reduced or closed, others artificially fostered. The publication of news was fettered. Street lights were dimmed. The sacred freedom of drinking was tampered with: licensed hours were cut down, and the beer watered by order. The very time on the clocks was changed. From 1916 onwards, every Englishman got up an hour earlier in summer than he would otherwise have done, thanks to an act of parliament. The state established a hold over its citizens which, though relaxed in peacetime, was never to be removed and which the Second World war was again to increase. The history of the English state and of the English people merged for the first time.Since the beginning of WWI , the role that the state has played in our lives has not stopped growing. This has been especially so in the case of Glasgow. The state has spent more and more, provided more and more services, more subsidy, more education, more health care, more infrastructure, more accommodation, more benefits, more regulations, more laws, more protection. The more it has provided, the worse Glasgow has fared. Is this correlation a coincidence? I don't think so.The story of the rise and fall of Glasgow is a distilled version of the story of the rise and fall of industrial Britain – indeed the entire industrial West. In the next chapter I'm going to show you a simple mistake that goes on being made; a dynamic by which the state, whose very aim was to help Glasgow, has actually been its ‘pathway to breakdown' . . .Life After the State is available at Amazon, Apple Books and all good bookshops, with the audiobook at Audible, Apple Books and all good audiobookshops. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.theflyingfrisby.com/subscribe

From accelerators to corporate venture capital, most startup support structures fail to deliver. Investor and entrepreneur Andrew Ackerman explains why — and what founders and corporates should do instead. With over 70 investments and hundreds of founders mentored, Andrew brings rare perspective from both sides of the table. Andrew is a serial entrepreneur who has founded two companies, led an accelerator, and now advises startups, VCs and corporates. He's also the author of The Entrepreneur's Odyssey — a novel-style guide to what startup life really feels like. You will learn: Why most accelerators fail: Discover how many support programs offer flashy promises without delivering tangible outcomes like revenue or pilot deals. Rethinking venture capital: Understand why fundraising is often pursued for validation rather than strategic fit — and why most startups don't necessarily need VC money. Corporate innovation pitfalls: Learn how misaligned incentives and internal politics transform innovation programs into mere theatre rather than engines of growth. The value of tailored support: Find out how startups can benefit from support structures designed as platforms that evolve with their specific stage and needs. What to do instead: Get practical insights on structuring your support programs, whether you're a founder, a corporate team, or an investor.   Chapters 00:00 The Illusion of Tech Startups 02:43 Understanding Startup Support Systems 06:48 Challenges in Corporate Innovation 10:05 The Value of Accelerators 16:58 The Glamour of Fundraising 22:12 The Reality of Startup Life   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know   Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.  --- For the full transcript, go to https://www.techfornontechies.co/blog/What-most-startup-support-gets-wrong-and-how-to-fix-It

Interview recorded - 12th of May, 2025On this episode of the WTFinance podcast I had the pleasure of welcoming back Michael Every. During our conversation we spoke about the shifting geopolitical tides, what Trump negotiations mean, mass imports, issues with free trade, who will lose and more. I hope you enjoy!0:00 - Introduction1:10 - What are we seeing in the world?4:34 - Trump negotiation?6:12 - Mass imports8:05 - Geopolitical shifts11:24 - BRICS12:44 - Republican shift15:14 - Issues with free trade?21:06 - Who wins?22:34 - US worse off than China?24:42 - Shift away from China25:44 - Impact on markets?28:34 - European issues30:34 - One message to takeaway?Michael Every is a Global Strategist at Rabobank. He analyses major financial developments and contributes to the bank's various economic research publications for internal and external customers and to the media.Michael has over two decades of experience working as an Economist and Strategist. Before Rabobank, he was a Director at Silk Road Associates in Bangkok, Senior Economist and Fixed Income Strategist at the Royal Bank of Canada in both London and Sydney, and an Economist for Dun & Bradstreet in London.Michael holds a Masters degree in Economics (with distinction) from University College London and speaks a smattering of languages, including Thai.Michael Every - Website - https://www.rabobank.com/knowledge/our-experts/011085368/michael-everyLinkedIn - https://sg.linkedin.com/in/michael-every-38983214WTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4Linkedin - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseas

Anson Sowby is CEO and co-founder of Battery, a global creative company that mixes Hollywood storytelling with brand strategy and Silicon Valley speed. With offices around the world and clients like the Anaheim Ducks, Land O'Lakes, and Warner Bros Games, Battery has been named Ad Age Agency of the Year three times. Anson joined me to share how they built this bold, modern agency on this week's On Brand podcast. Anson Sowby is the CEO and co-founder of Battery, a global creative company who developed a unique working model that's part Hollywood storytelling mixed with classic brand principles done the Silicon Valley way. The company has been celebrated as a three-time Ad Age Agency of the Year with offices in Los Angeles, Chicago, Toronto and Shanghai, and works with forward-thinking clients like the Anaheim Ducks, Land O'Lakes, Royal Bank of Canada, and Warner Bros Games. What brand has made Anson smile recently? Anson shared a fun smile from the brand Trust & Will, which is in the business of ... well, exactly what you'd think! Listen to learn where Anson's unexpected smile came from. Connect with Anson on LinkedIn and learn more on the Battery website. Listen and subscribe at  Apple Podcasts, Spotify, Amazon/Audible, Google Play, Stitcher, TuneIn, iHeart, YouTube, and RSS. Rate and review the show—If you like what you're hearing, be sure to head over to Apple Podcasts and click the 5-star button to rate the show. And, if you have a few extra seconds, write a couple of sentences and submit a review to help others find the show. Did you hear something you liked on this episode or another? Do you have a question you'd like our guests to answer? Let me know on Twitter using the hashtag #OnBrandPodcast and you may just hear your thoughts here on the show. On Brand is a part of the Marketing Podcast Network. Until next week, I'll see you on the Internet! Learn more about your ad choices. Visit megaphone.fm/adchoices

Join Alex Usher on the World of Higher Education Podcast as he delves into the future of Canadian higher education amidst economic shifts with guest John Stackhouse, Senior Vice President at the Royal Bank of Canada. The discussion focuses on the necessity for post-secondary education reform, the vital role of human capital, and how universities can better align with evolving labor market needs. Learn about the complexities facing the sector, from outdated budget models to the integration of research and development, and the imperative steps needed to create a more resilient and innovative higher education system in Canada.

Want to become a better tech innovator while you sit on a beach? In this episode, Sophia Matveeva shares four podcast episodes you can learn from through osmosis—and enjoy every minute of it. You will learn: Why Netflix's original CEO got fired by his co-founder—and what that says about startup leadership transitions The founder Warren Buffett said was more scary than a grisly bear How the New York Times nearly collapsed and reinvented itself in the Digital Age Why building a stellar career takes longer than you think—and why that's okay These episodes aren't just entertaining—they're strategy lessons in disguise. Timestamps: 01:18 Podcast Recommendations for Tech Innovators 05:36 The Story of Rose Blumkin 08:57 The New York Times Company Case Study 12:47 The Long Game in Professional Development Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.  For the episode transcript, go to: https://www.techfornontechies.co/blog/4-Podcasts-That-Will-Make-You-Smarter-This-Summer

Mark Cuban sold a 72.3% ownership stake of the Dallas Mavericks to the Adelson family in December of 2023. While a substantial amount of money, the $3.5 billion that Cuban reportedly secured from the Adelsons potentially undervalued the team. When asked why Cuban sold the team when he did and for a “discounted” price, Cuban stated, “And so you see other teams in all sports…talking about doing real estate development. That's just not me. I wasn't going to put up $2 billion to get an education on building. If we're able to build a Venetian-type casino in Dallas with an American Airlines Center in the middle of it, the valuation is $20 billion. But I own 27% of that.” What Cuban is outlining is the growing importance of sports-anchored districts (SADs). Sports venues that “anchor” surrounding commercial, residential, retail, infrastructure, and community developments have the potential to fundamentally change the sports industry generally and sports teams specifically. In a special episode Brice interviews Adam about his contribution to a paper he authored in conjunction with Klutch Sports Group and Royal Bank of Canada (RBC) about The Rise of Sports Venue Builds and Sports-Anchored Districts.

Phil Knight spotted better running shoes in Japan — and turned that insight into Nike, one of the world's biggest brands. In this episode, you'll learn how thinking internationally sparks breakthrough ideas — and how to build a global edge into your career and business. This episode is for you if you: Want to lead innovation, not just follow trends Are building products or businesses with global ambition Know you need a global perspective but aren't sure where to start Timestamps 00:00 The essence of global leadership 06:07 Learning from Global Innovations 11:50 How to get an International Perspective 18:04 Action steps you can take now Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.  To get the full transcript for this episode, go here: https://www.techfornontechies.co/blog/-go-from-local-player-to-global-tech-leader

The more technology you put into your product, the worse it can get. In this episode, Sophia Matveeva talks with Zahra Almahoozi, founder of DARB and recent graduate of the Tech for Non-Technical Founders program in Bahrain. Discover how Zahra's "less is more" approach helped her build a startup that addresses real user needs without overwhelming them with features. This episode is for you if you: Are building a digital product and wondering what to include Want to create something users will actually adopt (instead of ignore) Are looking to validate your concept with minimal investment You will learn: Why starting with WhatsApp groups or Google Forms can be more effective than complex technology The three things every non-technical innovator must know to communicate effectively with developers How documenting requirements can save you thousands in development costs You can connect with Zahra Almahoozi on LinkedIn or follow Darb on Instagram   Timestamps 00:00 Introduction 03:10 The Journey of a Non-Technical Founder 06:01 Lessons from the Tech for Non-Technical Founders Program 08:54 Understanding User Behavior 11:48 The Value of Networking in Tech 15:09 Advice for Aspiring Tech Entrepreneurs 17:04 Future Plans   For the transcript, go to: https://www.techfornontechies.co/blog/250-less-tech-more-value-why-simpler-digital-products-win   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University. 

Some companies waste millions on AI initiatives while others use it to gain serious market advantage. In this episode, you'll learn the seven insights Sophia Matveeva, our CEO, got from The Economist's Business Innovation Summit and what they mean for your AI strategy. This episode is for you if you: Are a leader considering AI investments but want to avoid chasing vanity metrics Need to justify AI projects to your CFO or board with realistic ROI expectations (!!!) Want to address "shadow IT" -  when employees use unauthorised AI tools with company data Are responsible for upskilling your team in the age of AI   For the transcript, go to: https://www.techfornontechies.co/blog/249-ai-hype-vs-reality-what-smart-business-leaders-are-actually-doing   Timestamps 00:00 Introduction to AI and Market Dynamics 03:11 Key Insights from the Economist Business Innovation Summit 05:58 The Importance of Speed in AI Implementation 08:51 Understanding Shadow IT and Its Implications 12:12 The Role of Boards in AI Adoption 14:58 Training and Upskilling for the AI Age 16:24 The Impact of DeepSeek on Global Innovation   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University. 

Another major bank has advice for mortgage holders ahead of The Royal Bank of New Zealand official cash rate decision new week. The Royal Bank of New Zealand is expected to cut the OCT by 25bp to 3.50% on April 9. Westpac said the decision to cut is the wrong one. ASB Chief Economist Nick Tuffley talks to Ryan Bridge about the decision. LISTEN ABOVE.See omnystudio.com/listener for privacy information.

Here are the listener questions Sophia Matveeva answers in this episode: What should I be asking in product meetings if I don't have a technical background? I'm leading a digital transformation initiative, but my tech team keeps telling me things take longer than expected. Should I push back? How?  How do I know if I need a technical co-founder, or if I can build my product with an agency or no-code tools? Resources mentioned in this episode: FREE download: Anonymous Survey on the Tech–Business Divide YouTube: How to Work with Developers: A Guide for Non-Technical Leaders   Timestamps 00:00 Introduction  02:29 Navigating Product Meetings Without Technical Background 06:15 Managing Digital Transformation Timelines 10:56 Technical Co-Founder or Agency?   For the transcript, go to: https://www.techfornontechies.co/blog/248-q-a-episode-how-to-keep-tech-teams-on-track-without-micromanaging   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

Royal Bank of Canada President and CEO Dave McKay discusses the bank’s earnings growth targets and the economic impact of tariffs. He is joined by Bloomberg's Romaine Bostick, Alix Steel, and Scarlet Fu.See omnystudio.com/listener for privacy information.

As the national business and economic landscape rapidly shifts, Citizens CEO Bruce Van Saun will spend March crisscrossing the country to meet with dozens of public and private sector leaders to guide and listen. Many Americans are on edge, or may not be well-prepared for change. How can Cleveland businesses and communities lead with confidence amidst uncertainty, and emerge stronger and more resilient?rnrnNew data and findings from local business owners and Citizens' operations right here in Cleveland have shed light on the state of business in the region. This includes workforce development challenges and opportunities, prospects for near-term growth, and embracing technological transformation - from A.I. to cloud computing. Now, it's time to unpack what it means to invest in the future, and Cleveland's business economy.rnrnBruce Van Saun joined Citizens in October 2013 after serving as Group Finance Director at the Royal Bank of Scotland and as an executive director on the RBS Board from 2009 to 2013. Join us at the City Club as Bruce discusses the vital role of the American banking system in driving economic growth; and shares insights on how Cleveland businesses and communities can thrive in tumultuous times.

“I promised myself I'd get this job the Justine way. I wasn't going to follow someone else's script—I was going to show up as me.”Justine Hendricks, sits as Farm Credit Canada's President and CEO after 17 years with Export Development Canada (EDC) and 7 years with Royal Bank of Canada (RBC). Throughout her career, she has championed Canadian businesses across agriculture, agri-food, and other critical industries—helping them access the capital, risk management solutions, and strategic support they need to grow and thrive.But what sets Justine apart isn't just her impressive track record—it's how she leads. Whether spearheading EDC's $9B Insurance and Working Capital Solutions portfolio, being appointed and becoming its first Chief Sustainability Officer, or aligning corporate strategy with evolving environmental and human rights standards, Justine is redefining what it means to lead with integrity, vision, and action.Connect with JustineLinkedIn: Justine Hendricks    Farm Credit Canada Website: Farm Credit CanadaConnect with NaomiWebsite: www.naomihaile.comLinkedIn: Naomi HaileInstagram: @naomiahaileTwitter: @naomiathaileYouTube: Naomi Haile

Companies invest millions in tech projects every day. Some deliver remarkable returns while others crash and burn, wasting fortunes and careers. The deciding factor? Rarely the technology itself—it's the disconnect between technical implementation and business objectives. In this episode, you'll learn a proven system for bridging this expensive gap. You will see how to diagnose misalignment, quantify its impact, and implement frameworks that create genuine understanding between technical and business teams. You'll get lessons you can use at work today. This episode is for you if you: Want make sure you get the best ROI on your tech innovation projects  Need to become the translator who can align technical realities with business goals Work in tech and are tired of business stakeholders changing requirements every week   For the transcript, go to: https://www.techfornontechies.co/blog/247-million-dollar-misunderstandings-how-to-fix-tech-business-disconnect   Timestamps 00:00 Introduction 00:56 Digital Transformation Failures 02:50 Tech and Business Misalignment 06:09 Diagnosing the Disconnect 09:03 Importance of Communication 11:59 Creating a Collaborative Culture 15:11 Taking Action on Survey Results     Resources mentioned in this episode: Harvard Business Review: Coding Isn't a Necessary Leadership Skill — But Digital Literacy Is FREE download: Anonymous Survey on the Tech–Business Divide    For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

Follow us on X: @GordonGChang @ileaderssummit @NatashaSrdoc @JoelAnandUSA @supertalk Join America's Roundtable (https://americasrt.com/) radio co-hosts Natasha Srdoc and Joel Anand Samy with Gordon G. Chang, a leading expert on U.S.-China relations. Gordon G. Chang is an American attorney and author of Plan Red: China's Project to Destroy America and The Coming Collapse of China. Chang lived and worked in China and Hong Kong for almost two decades, most recently in Shanghai, as Counsel to the American law firm Paul Weiss and earlier in Hong Kong as Partner in the international law firm Baker & McKenzie. He served two terms as a trustee of Cornell University. The conversation with Gordon Chang focuses on the threats emanating from China that are impacting America on the economic and security fronts. Natasha Srdoc and Joel Anand Samy speak with Gordon Chang about China's aggressive tactics to undermine the United States. From cyberattacks to fentanyl and economic power plays, Chang breaks down the CCP's dangerous agenda. How will America and other democratic nations respond to the growing influence of the Chinese Communist Party (CCP) led by its Secretary General Xi Jinping who wants to shape the world in China's image? Plan Red: China's Project to Destroy America by Gordon G. Chang In his new book Plan Red: China's Project to Destroy America (https://www.amazon.com/Plan-Red-Project-Destroy-America/dp/B0DD94BNDR), Gordon Chang writes that in Xi Jinping's conception of the world, there is no place for the United States or even the current international order. Analyst Gordon G. Chang warns that Xi Jinping believes he must destroy America to accomplish his objectives. And that Xi already has a plan to do it. Xi reveres Mao and is marching China back to Maoism. He is reinstituting totalitarian social controls, demanding absolute political obedience from everyone, and cutting foreign links. Closing China off from the world is an essential element of his plan to save the communist system. His isolationism and xenophobia evoke policies from the earliest years of the People's Republic and during the two millennia of imperial rule. And Xi can't stop talking about war. More significantly, he is implementing the largest military buildup since the Second World War, he is trying to sanctions-proof the Chinese regime, he is stockpiling grain and other commodities, he is surveying America for strikes and sabotage, he is mobilizing China's civilians for battle, and he is purging China's military of officers opposed to going to war. Gordon G. Chang's writings on China and North Korea have appeared in The New York Times, The Wall Street Journal, The National Interest, The American Conservative, Commentary, National Review, Barron's, and The Daily Beast. He is a columnist at Newsweek and writes regularly for The Hill. He has given briefings at the National Intelligence Council, the Central Intelligence Agency, the State Department, and the Pentagon. He has also spoken before industry and investor groups including Bloomberg, Sanford Bernstein, Royal Bank of Scotland, and Credit Lyonnais Securities Asia. Chang has appeared before the House Committee on Foreign Affairs and the U.S.-China Economic and Security Review Commission. Chang has appeared on Fox News Channel, Fox Business Network, Newsmax, CNN, MSNBC, CNBC, PBS, the BBC, and Bloomberg Television. Mornings with Maria: Gatestone Institute senior fellow Gordon Chang discusses Trump's handling of China during his presidency, China-linked hackers allegedly hitting U.S. internet providers and GOP senators trying to curb the country's influence on the west. | "Mornings with Maria" features anchor Maria Bartiromo alongside a roundtable of rotating industry titans and economic experts discussing the major news and themes driving the business day and the market moves. (https://www.foxbusiness.com/video/6362488983112) Further reading | Op-Ed Pieces by Gordon G. Chang Newsweek | U.S. Taxpayers Are Financing Genocide Through China's Gotion | Opinion (https://www.newsweek.com/us-taxpayers-are-financing-genocide-through-chinas-gotion-opinion-1957941) Newsweek | China's Economy Is in Deep Trouble | Opinion (https://www.newsweek.com/chinas-economy-deep-trouble-opinion-2037177) Newsweek | China Can't Win Trump's New Trade War | Opinion (https://www.newsweek.com/china-cant-win-trumps-new-trade-war-opinion-1984025) americasrt.com (https://americasrt.com/) https://summitleadersusa.com/ | https://jerusalemleaderssummit.com/ America's Roundtable on Apple Podcasts: https://podcasts.apple.com/us/podcast/americas-roundtable/id1518878472 X: @GordonGChang @ileaderssummit @NatashaSrdoc @JoelAnandUSA @supertalk America's Roundtable is co-hosted by Natasha Srdoc and Joel Anand Samy, co-founders of International Leaders Summit and the Jerusalem Leaders Summit. America's Roundtable (https://americasrt.com/) radio program - a strategic initiative of International Leaders Summit, focuses on America's economy, healthcare reform, rule of law, security and trade, and its strategic partnership with rule of law nations around the world. The radio program features high-ranking US administration officials, cabinet members, members of Congress, state government officials, distinguished diplomats, business and media leaders and influential thinkers from around the world. Tune into America's Roundtable Radio program from Washington, DC via live streaming on Saturday mornings via 65 radio stations at 7:30 A.M. (ET) on Lanser Broadcasting Corporation covering the Michigan and the Midwest market, and at 7:30 A.M. (CT) on SuperTalk Mississippi — SuperTalk.FM reaching listeners in every county within the State of Mississippi, and neighboring states in the South including Alabama, Arkansas, Louisiana and Tennessee. Listen to America's Roundtable on digital platforms including Apple Podcasts, Spotify, Amazon, Google and other key online platforms. Listen live, Saturdays at 7:30 A.M. (CT) on SuperTalk | https://www.supertalk.fm

Some "Heads of Innovation" are glorified event planners while others transform entire businesses. In this episode, you'll learn how to identify which type of innovation leader you're dealing with and what that means for your career or business. This episode is for you if you: Want to pursue a career in corporate innovation Are a founder pitching to corporate innovation departments Are an executive designing innovation roles for your company Need to collaborate with innovation teams but aren't sure of their actual authority Are an investor evaluating a company's innovation claims You'll learn which innovation roles are career dead-ends, which ones lead to the C-suite, and how to quickly identify who has real decision-making power versus who's just organising hackathons with no implementation authority. Resources mentioned in this episode: Podcast: 96. How to innovate at a corporate: lessons from Apple and Intel FREE GUIDE: Innovate, but how? The Pragmatist's guide to growth   For the transcript, go to: https://www.techfornontechies.co/blog/246-5-types-of-innovation-leaders-from-nonsense-to-c-suite   Timestamps 00:50 Innovation Roles 02:58 Five Types of Innovation Leaders 05:45 Innovation Theater Director 09:05 Innovation Community Manager 11:57 Corporate Entrepreneur 14:52 R&D Leader 17:50 Transforming Businesses   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

Start-up failure is never pleasant, but did you know you can actually make more money and be more successful as a result? In this candid, no-nonsense episode, you'll learn exactly what to do when your venture doesn't make it. This episode is for you if you: Run a company Are thinking of starting one Are thinking of joining one Are in the midst of a startup struggle and considering options Are working at a startup and worried about its trajectory You'll learn why panic is unnecessary, how your startup experience makes you uniquely qualified for lucrative jobs, and why investors often prefer founders with failure experience. If you want your questions to be answered on this show, email info@techfornontechies.co   Timestamps 00:00 Introduction 00:56: Embracing Startup Failure 03:00 Lessons from Startup Struggles 05:51 Experience in Failure 09:06 Leveraging Failure  12:13 Building a Network and Personal Brand 15:07 Navigating the Aftermath      For the transcript, go to: https://www.techfornontechies.co/blog/what-to-do-if-your-start-up-fails     For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

More about Dorothy Carlow: Dorothy Carlow is the Chief Executive Officer of Mother's Market and Kitchen, a leading Southern California-based grocery retail chain known for its commitment to elevating the health  and wellness of the communities it serves. With more than 20 years of experience in corporate leadership, strategic growth, and operational innovation, Dorothy has played a pivotal role in transforming Mother's Market into a dynamic, neighborhood-focused health destination. Under her leadership, the company has embraced cutting-edge technologies, forged strategic partnerships, and optimized its store formats to drive significant growth and enhance shareholder value.   Prior to her appointment as CEO, Dorothy served as Chief Merchandising Officer at OTG and Fairway Market, both New York City based, where she was instrumental in driving revenue, profit, and margin growth. Notably, she played a key role in turning around Fairway Market, reinforcing her reputation as a results-oriented leader with a proven track record of delivering measurable business outcomes.   Dorothy is also deeply committed to empowering women in the retail sector, leading mentorship programs that support the advancement of women into leadership roles across operations, merchandising, and marketing.   She holds a Bachelor's degree in Exercise Physiology from George Washington University. Outside of work, Dorothy is an avid endurance athlete, having completed 12 marathons, numerous half-marathons, and triathlons. She enjoys spending time with her two daughters and staying active, whether running or pursuing other outdoor activities. More about Mother's Market: Mother's Market was founded in 1978 by a passionate group of yogis who believed: health begins with what you eat. They believed that organic eating was not just better for your body, but also better for the planet. Their vision was to create a store that prioritized organic, plant-powered foods along with fresh juicing and delicious organic prepared meals.  The first Mother's Market, a 2,500-square-foot space in Costa Mesa, became a hub for like-minded individuals seeking better food choices and a healthier lifestyle. People traveled from all over Southern California to experience this health oasis where happiness, organic, delicious foods and sustainability were front and center.  Fast forward to today, and Mother's has grown into 11 locations across Southern California, but the heart of the brand remains the same: empowering people to live healthier lives through better food.  Learn more at: https://www.mothersmarket.com/   More about Justin D'Affronte: Justin D'Affronte is a managing director with City National Bank's Food & Beverage Group. Based in Irvine, CA he supports food and beverage industry executives with creative financing solutions and industry intelligence. Working with City National's team of experts, he provides the bank's full range of financial solutions to food and beverage businesses nationwide.  More about City National Bank: City National Bank, a subsidiary of Royal Bank of Canada (RBC), is the largest bank headquartered in Los Angeles. Founded in 1954, City National is a regional bank specializing in Consumer Banking, Wealth Management and Private Banking, Commercial Banking, Entertainment and Sports Banking with branches in Los Angeles, Orange County, San Diego, the San Francisco Bay Area, New York City, Nashville, Atlanta, Delaware, Las Vegas, Washington D.C. and Miami.* For more information about City National, visit the company's website at cnb.com. *City National Bank does business in Miami and the state of Florida as CN Bank.

If you're a non-technical founder or corporate innovator, you've likely heard the myth: venture capital is exclusively for bankers or coders. Promise Phelon shatters this misconception completely. In this episode, Promise shares how she used her experience as a non-technical founder to become a successful venture capitalist - without writing a single line of code or spending years in investment banking. Listen to learn: Why business acumen and customer understanding are more valuable than technical skills How "product CEOs" often have advantages over purely technical founders Practical paths into venture capital for non-technical professionals Why more founders are specifically seeking investors with operational experience How to use your industry expertise to find investment opportunities others miss If you're curious about a career in venture, this episode is for you.   Timestamps 00:00 Introduction 01:02 Harnessing Technology for Leadership 03:00 Journey from Operator to Investor 05:52 Debunking VC Myths  09:13 Technical vs. Product CEOs 11:59 The Path to Venture Capital 14:52 Relationships in VC 18:07 Building a Unique Investment Perspective 20:58 The Ethics of Startup Experience for VC 23:52 Empowering Non-Technical Founders 26:46 The Value of Operator VCs   For the transcript, go to: https://www.techfornontechies.co/blog/244-the-non-techie-s-path-to-vc   Learn more from Promise Phelon at the Growth Warrior YouTube channel. For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

Thursday March 6, 2025 UK Fines Citi, HSBC and Royal Bank of Canada

Sacha Tani Ching, Director of Sales and Marketing at the LA Memorial Coliseum, joins Amanda Ma, CEO & Founder of Innovate Marketing Group as she shares her extensive experience in the event planning industry. Highlighting memorable events, challenges and innovations in event planning. Tune in now!About the guest:Sacha Tani Ching – Event Sales Leader, Hospitality Pro, and LA Enthusiast With over a decade of experience in event sales, marketing, and business development, Sacha Tani Ching is a dynamic leader in the events and hospitality industry. As Director of Sales & Marketing at the iconic Los Angeles Memorial Coliseum, she drives revenue growth and positions the venue as a premier destination for high-profile events. Known for her creative strategies and ability to build lasting relationships, Sacha thrives at blending innovation and hospitality. Her career includes impressive achievements at Universal Studios Hollywood, where she grew the inbound market by 91%, and at the LA Tourism and Convention Board, where she delivered unforgettable experiences for major clients like LinkedIn and Royal Bank of Canada. Whether she's collaborating with industry professionals or managing large-scale events, Sacha brings passion, professionalism, and a touch of fun to every project. Outside of work, Sacha loves spending time with her young son and family, exploring LA's hidden gems, sipping matcha lattes, or tending to her thriving plant collection. With a deep love for hospitality and the city she calls home, Sacha embodies the creative and vibrant spirit of Los Angeles in everything she does.Follow Sacha Tani Ching on LinkedIn!We're Top 3!

If you're a non-technical founder or leader, you might find developers frustrating to work with. (They also think the same thing about you) Developers resist quick changes, seem annoyed by status meetings, and always want the most expensive equipment. That's not because they are prima donnas. This episode will explain why developers work so differently from other professionals, and show you how to create communication systems that work for both business and technical teams. Listen to learn: Why a "5-minute change" actually costs 2 hours of developer time The hidden costs of cheap equipment that hurt your bottom line How to structure meetings to maximise development speed Practical communication strategies that get results Resources mentioned in this episode: https://paulgraham.com/makersschedule.html   Timestamps 00:00 Introduction 001:10 Developer Mindsets 02:55 The Importance of Sprints 06:10 Managing Developer Interruptions 09:04 The Maker vs. Manager Schedule 11:59 Hiring and Equipment Considerations 14:50 Effective Communication 18:05 Developer Productivity 21:00 Conclusion   For the transcript, go to: https://www.techfornontechies.co/blog/243-how-to-work-with-developers-a-guide-for-non-technical-leaders   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

What's good for Big Tech isn't always good for Little Tech, and vice versa. In this episode, we're breaking down the key differences between these two worlds and what they mean for you. Listen to learn:  Which Big Tech lessons don't apply in Little Tech and vice versa. The unique advantages (and pitfalls) of working in Big Tech vs Little Tech. How to position yourself (or your company) for success in either world. What the future holds for Big Tech, Little Tech, and the leaders who bridge the gap. Whether you're planning your next career move, building a business or investing in tech, this episode is for you.   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.  

Questions over the exploitation of the North Sea Continental Shelf offered an opportunity to consider the interpretation of a double taxation convention between the UK and Canada. https://uklawweekly.substack.com/subscribe Music from bensound.com

Have you noticed how some people seem to know exactly the right person to call when they need something? That's not luck - it's strategic networking. If you're an innovator with ambition, you need to build your network strategically. This episode will help you plan whom you need, why you need them and how to find them. Listen to learn: The 8 categories of professionals you need in your network if you want to build something new The types of developers to have in your network and how to connect with them Why you need both VCs and public market investors for different perspectives - even if you're not raising money How to surround yourself with highly successful people who expand your sense of what's possible Real examples of finding your tribe of ambitious innovators who are actually doing things, not just talking Whether you're starting a tech company, driving innovation in a corporate role, or exploring new opportunities, you'll learn how to build the right relationships that will nourish you for the long term.    Timestamps 00:00 Introduction 03:01 Developers in Your Network 05:52 The Investor Perspective 09:13 Vision Expanders 12:00 Regulators in Innovation 14:48 Finding Your Tribe of Outliers 19:11 Leveraging Industry Veterans 23:04 Media Allies 25:58 Academic Connections 29:49 Conclusion   For the transcript, go to: https://www.techfornontechies.co/blog/the-8-types-of-people-you-need-in-your-network   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE COURSE: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

Mendocino County has responded to a request made by the group Mendocino County for Ethical Investing and divested $3 million from the Royal Bank of Canada. And, Monday was a day without immigrants. The point, according to one protester who posted on Instagram, was to demonstrate that American society is dependent on people with no legal status. But some tactics, such as flag burning backfired. 

In this engaging interview, young scholar Dr, Joel Z. Garrod explains his book's main argument, with a personal touch. In Royal Histories: The Transformation of the Royal Bank of Canada, 1864-2022 (U Toronto Press, 2025), Garrod presents a historical analysis of the Royal Bank of Canada, illustrating how Canadian capitalism and the Canadian banking industry have transformed as they have consolidated nationally and expanded abroad. Emphasizing how national institutions and rules are increasingly becoming capabilities for transnational forms of capital accumulation, the book draws on extensive primary and secondary sources to document the transformation of the assemblage of territory, authority, and rights that have supported the bank's activities over time. Linking the bank's history to the policy regimes of the welfare state and neoliberalism, Garrod contends that our present period of globalization severely limits the extent to which nation-states can absorb capitalist crises or be a site of successful social reform. Connecting the Canadian experience to the wider transformation of global capitalism, Royal Histories illuminates the effects of globalization and the changing landscape of banking and finance. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

In this engaging interview, young scholar Dr, Joel Z. Garrod explains his book's main argument, with a personal touch. In Royal Histories: The Transformation of the Royal Bank of Canada, 1864-2022 (U Toronto Press, 2025), Garrod presents a historical analysis of the Royal Bank of Canada, illustrating how Canadian capitalism and the Canadian banking industry have transformed as they have consolidated nationally and expanded abroad. Emphasizing how national institutions and rules are increasingly becoming capabilities for transnational forms of capital accumulation, the book draws on extensive primary and secondary sources to document the transformation of the assemblage of territory, authority, and rights that have supported the bank's activities over time. Linking the bank's history to the policy regimes of the welfare state and neoliberalism, Garrod contends that our present period of globalization severely limits the extent to which nation-states can absorb capitalist crises or be a site of successful social reform. Connecting the Canadian experience to the wider transformation of global capitalism, Royal Histories illuminates the effects of globalization and the changing landscape of banking and finance. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

Do you really need a co-founder? There's intense pressure in the startup world to find co-founders, but the data tells a surprising story. MIT research shows that solo founders are actually more than twice as likely to succeed compared to teams, while Harvard research reveals that 65% of high-potential startups fail due to co-founder conflict. In this episode, you'll learn how to make the right decision about co-founders for your business, based on data rather than pressure. Listen to learn: Why the "you must have a co-founder" narrative persists despite evidence showing solo founders often succeed What successful solo founders like Jeff Bezos, Sara Blakely, and Mailchimp founder Ben Chestnut did differently How to evaluate if you really need a co-founder for your specific business A practical framework for finding and testing potential co-founders if you decide you want one Whether you're a founder feeling pressured to find a co-founder, or an investor evaluating solo vs. co-founded companies, this episode will transform how you think about startup leadership and team building. Learn why it's better to be a successful single parent than stuck in a toxic marriage when it comes to your business. Resources mentioned in this episode: MIT Sloan: 2 founders are not always better than 1 The Founder's Dilemmas: Anticipating and Avoiding the Pitfalls That Can Sink a Startup, by Harvard Business School professor Noam Wasserman   For the transcript, go to: https://www.techfornontechies.co/blog/do-you-really-need-a-co-founder   Timestamps 00:00 Introduction 03:06 The Co-Founder Relationship 06:00 Risks of Rushing into Co-Founding 08:52 Data-Driven Insights  12:12 Conflict and Co-Founders 15:08 When Co-Founders Make Sense 18:05 Evaluating Potential Co-Founders 20:58 Alternatives to Co-Founders 23:47 Testing Before Commitment 27:09 Focus on Success, Not Pressure   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE Course: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

Want to know how Apple turns technical features into stories that make people line up around the block for new products? In this episode you will learn the 3 step product storytelling framework that transforms complex features into benefits users love. Every successful tech company has mastered the art of product storytelling, so if you want your innovations to succeed, you need this skill too. Listen to learn: The 3-part framework behind every great product story Why product storytelling is more important than investor pitching Why talking about amazing tech pushes users away Simple ways to practice better product storytelling today Whether you're a founder trying to get users to love your product or a corporate innovator, this episode will transform how you communicate your product's value to your most important audience: your customers.   Timestamps 00:00 Introduction 01:20 Product Storytelling 04:32 Duolingo: A Case Study  06:54 Spotify's Storytelling Framework 09:16 Features vs. Benefits 12:43 Implementing Product Storytelling 17:02 Conclusion   For the transcript, go to: https://www.techfornontechies.co/blog/the-secret-to-user-growth-turn-features-into-stories   For more career & tech lessons, subscribe to Tech for Non-Techies on: Apple Spotify YouTube Amazon Podcasts Stitcher Pandora   FREE Course: 5 Tech Concepts Every Business Leader Needs To Know Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.

Jodi Wellman shares how reflecting on our scarce remaining time of life helps us live free from regret. — YOU'LL LEARN — 1) Why you need to befriend the Grim Reaper 2) How to feel “astonishingly alive” 3) How to break out of a rut Subscribe or visit AwesomeAtYourJob.com/ep983 for clickable versions of the links below. — ABOUT JODI — Jodi Wellman is a former corporate executive turned executive coach. She has a Master's in Applied Positive Psychology from the University of Pennsylvania, where she is an instructor in the Master's program and a trainer in the world-renowned Penn Resilience Program. She is a Professional Certified Coach with the ICF and a Certified Professional Co-Active Coach from CTI. She has coached and spoken with clients like American Express, Fidelity, pwc, Royal Bank of Canada, BMW, and more, and runs her own business, Four Thousand Mondays. She's also known for her inspirational TEDx Talk on how death can bring you back to life. She lives between Palm Springs and Chicago with her husband and cat, Andy.• Book: You Only Die Once: How to Make It to the End with No Regrets • Mondays Calculator: Calculate how many Monday mornings you have left • Website: FourThousandMondays.com — RESOURCES MENTIONED IN THE SHOW — • Book: Staring at the Sun: Overcoming the Terror of Death by Irvin Yalom— THANK YOU SPONSORS! — • CleanMyMac. Use the promo code BEAWESOME for 10% off on any CleanMyMac subscription plan. • Jenni Kayne. Use the code AWESOME15 to get 15% off your order! See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.