Podcasts about Sandbox

VOV1 - Cơ chế thử nghiệm có kiểm soát, hay còn gọi là sandbox, không chỉ tạo điều kiện cho doanh nghiệp thử nghiệm công nghệ mới trong phạm vi được giám sát, mà còn giúp cơ quan quản lý hoàn thiện chính sách từ thực tiễn.- Trong bối cảnh công nghệ phát triển nhanh chóng, nhiều mô hình, sản phẩm và dịch vụ mới liên tục ra đời. Tuy nhiên, không ít sáng kiến vẫn gặp khó khăn khi triển khai do chưa có hành lang pháp lý phù hợp.- Cơ chế thử nghiệm có kiểm soát, hay còn gọi là sandbox, đang được xem là một giải pháp quan trọng để giải quyết khoảng trống này. Sandbox không chỉ tạo điều kiện cho doanh nghiệp thử nghiệm công nghệ mới trong phạm vi được giám sát, mà còn giúp cơ quan quản lý hoàn thiện chính sách từ thực tiễn.- Lừa đảo bằng giọng nói AI gia tăng, chuyên gia cảnh báo nguy cơ mất tiền và tổn thương tâm lý.

KEXP presents Metropolis Ensemble, Erik Hall & Sandbox Percussion performing live in the KEXP studio. Recorded April 10, 2026. Simeon ten Holt: Canto Ostinato (Sections 1-84) Erik Hall - PianoIan Rosenbaum - MarimbaTerry Sweeney - MarimbaJonny Allen - VibraphoneVictor Caccese - VibraphoneKristin Lee - ViolinDavid Leon - Woodwinds Host: Alex RuderAudio Engineer: Kevin Suggs & Jon RobertsAudio Mixer: Kevin SuggsMastering Engineer: Matt Ogaz https://erikhall.bandcamp.com/album/canto-ostinato-2http://kexp.org Join this channel to get access to perks:https://www.youtube.com/channel/UC3I2GFN_F8WudD_2jUZbojA/join Photo by Carlos CruzSupport the show: https://www.kexp.org/donateSee omnystudio.com/listener for privacy information.

The Sandbox announces its AI creation and distribution platform The Sandbox Studio.[02:05] The Sandbox announces The Sandbox Studio, its AI-powered creator tools. [03:00] Roblox as the obvious benchmark for AI-powered UGC in games[04:20] Did The Sandbox waste time in H2 2025 on Corners, its memecoin experiment?[06:40] What The Sandbox Studio actually is, and why it is still only in alpha[07:25] Why Sandbox's old creator tools were already good, but never solved distribution[08:35] Roblox vs Sandbox: the importance of instant publishing and social concurrency[10:10] AI harnesses vs AI models[11:47] Will such specialist frameworks matter once foundation models get much better?[13:10] The big strategic question: do creators need The Sandbox Studio if AI can make games directly?[14:00] Sandbox's plan to help creators publish to web, Telegram, Steam and app stores[15:30] Roblox's massive advantage: creators publish inside an existing audience[16:40] Why The Sandbox's lack of player concurrency remains its core problem[18:10] The missed opportunity of The Sandbox land as a connected world/map[20:15] Jon's launched his own AI game - Soccerverse Showdown[21:10] How the World Cup leaderboard idea evolved from a Soccerverse internal concept[22:35] Comparing Soccerverse Showdown with a more traditional fantasy-football game[24:48] How player influence in Soccerverse generates World Cup points[25:59] Why ROI may be more interesting than total points on the leaderboard[27:15] Claude Fable “did two weeks of work in three hours”[28:45] The feeling of publishing a first game after 25 years covering games[30:00] Nexpace as a strong example of blockchain and AI execution[30:45] MapleStory Universe revenue, Avalanche chain and ecosystem strategy[31:20] Verse8, Vibe Camp and AI-generated MapleStory experiences[32:05] First AI-built MapleStory-based games are now live on Verse8

In this episode we speak to Jonathan Grahl.  Jonathan is the Team Lead of Infrastructure at Lovable where he oversees the platform stack the company runs on. We talked about Kubernetes, Sandboxes and Chocolate.   Do you have something cool to share? Some questions? Let us know: - web: kubernetespodcast.com - mail: kubernetespodcast@google.com - twitter: @kubernetespod - bluesky: @kubernetespodcast.com   News of the week OpenTelemetry is a CNCF Graduated Project CNCF TAG Elections KubeCon India Kubernetes Community Days global events Links from the interview Lovable Cilium Etcd Cloudflare Sandbox Agent Sandbox (Kubernetes) OpenClaw Claude OpenAI Bun toolkit for Javascript gVisor Firecracker Kata Containers Vitess

After more than a decade of crossing paths at conferences and following each other's work, Theodora Lau finally gets the opportunity to host Sarah Biller, Co-Founder & Member Board of Directors of Fintech Sandbox, and Bank Director and Investor of Thread Bank, on the One Vision Podcast. In this episode, Sarah talks about building innovation ecosystems beyond traditional hubs, including her work in West Virginia and the influence of leaders like Brad Smith and John Chambers. Sarah describes what she looks for in founders. It's about digging deep, listening closely, and finding solutions that truly matter. The conversation turns to AI's rapid adoption in financial services, the shift to agentic AI, risks of replacing human judgment in regulated credit decisions, and the need to prioritize understanding and human-centered outcomes over speed and efficiency. The real constraint on a better financial future isn't AI, it's data, and whoever controls access to it controls the upper hand. And the episode closes on something both Sarah and Theo keep returning to in their work: the fragility of the household balance sheet, the millions of Americans who are one flat tire away from financial distress, and the choice in front of an AI-enabled industry — to widen that gap, or close it.If AI is the most transformative technology any of us will see in our lifetimes., whose financial future are we actually building?

"C'est important que je comprenne le code qui a été généré." Le D.E.V. de la semaine est Guillaume Lours, Software Engineer chez Docker. Avec lui, on plonge dans les coulisses de Docker Sandbox, cette solution pensée pour sécuriser l'automatisation et l'exécution de code par IA. Guillaume nous explique comment limiter les risques sans sacrifier l'efficacité, et détaille l'architecture technique : micro VM légère, man-in-the-middle pour la gestion des credentials, profils de sécurité personnalisables, le tout pour une expérience fluide. Il partage aussi des astuces d'usage au quotidien pour tester, reviewer ou itérer plus sereinement. Un éclairage concret sur le futur du développement outillé par l'IA.Chapitrages00:00:53 : Docker et Magie Noire00:01:32 : Présentation de Guillaume00:03:15 : Docker et les Générations00:04:50 : Résumé de Docker00:07:12 : Utilisation de Docker pour Tous00:08:51 : Écosystèmes et Docker00:12:43 : Complexité vs Simplicité00:17:20 : Introduction à Docker Compose00:20:23 : Fonctionnement de Docker Compose00:22:43 : Responsabilités de Compose et Engine00:28:19 : Ordonnancement et Réconciliation00:32:45 : Conteneurisation vs Virtualisation00:37:31 : Introduction à Docker Sandbox00:40:04 : Fonctionnement de Docker Sandbox00:45:58 : Usages de Docker Sandbox00:52:28 : Philosophie de Docker sur le Code00:58:44 : Recommandations et Conclusion Liens évoqués pendant l'émission YT Devoxx France Construire une application indépendante de la tech US en 2025 | Eventuallycoding2025, Europe Vs USA : la tech à l'heure des choix | EventuallycodingLe mythe de la neutralité : quand la tech devient politique

Most classrooms have desks, whiteboards and textbooks. But one new Saint Paul Public Schools classroom has excavators, loaders and piles of dirt.The district's new Sandbox Classroom opened in May, giving seniors hands-on experience operating heavy equipment through a partnership with the International Union of Operating Engineers Local 49. School leaders say it is the first program of its kind in the Twin Cities, creating a direct pathway from high school into construction and operating engineer careers.Dusty Thune teaches the class for Saint Paul Public Schools and spoke with MPR News host Nina Moini about it.

Send us Fan MailCelebrate the end of the school year with Celine and Katie as they step out of "survival mode" and into the Summer Sandbox. In this episode, they are joined by Kaitlyn Frederick, an instructional coach who shares her journey through a year of breakthroughs and strategic pivots.

E. Dean Butler got into “brand management” in his early career at Proctor and Gamble.  While there, he helped a coworker's in-laws optical business in Louisiana, particularly around branding.  Out of that work, he founded Lenscrafters, and in his career has contributed to starting 4,500 optical stores in 45 countries.  Given his brand work on “real people testimonial” advertising, he increased the throughput of the optical business, because he believed in increasing the value of products that don't have any inherent interest.  He ultimately coined the phrase “glasses in about an hour,” which he used as he grew Lenscrafters. The Stories within the Story: 0:53 The Living in England Story 2:55 The Early Years Story 5:22 The Early Career Story 9:10 The Getting into Optical Story 15:35 The Marketing Eyeglasses Story 22:26 The Creation of Lenscrafters Story 25:09 The Starting Vision Express Story 29:16 The Russian Optical Story 36:22 The Russian Wife Story 40:55 The Delivering Service Story 45:26 The Future of Eyecare Story 56:49 The Lofty Goals Story 1:01:11 The Dynamics of Buying Eyeglasses Story 1:05:15 The Optical “Secrets” Story 1:07:50 The Message of Encouragement Story   Runtime:  1 hr 14 min

After more than a decade of crossing paths at conferences and following each other's work, Theodora Lau finally gets the opportunity to host Sarah Biller, Co-Founder & Member Board of Directors of Fintech Sandbox, and Bank Director and Investor of Thread Bank, on the One Vision Podcast. In this episode, Sarah talks about building innovation ecosystems beyond traditional hubs, including her work in West Virginia and the influence of leaders like Brad Smith and John Chambers. Sarah describes what she looks for in founders. It's about digging deep, listening closely, and finding solutions that truly matter. The conversation turns to AI's rapid adoption in financial services, the shift to agentic AI, risks of replacing human judgment in regulated credit decisions, and the need to prioritize understanding and human-centered outcomes over speed and efficiency. The real constraint on a better financial future isn't AI, it's data, and whoever controls access to it controls the upper hand. And the episode closes on something both Sarah and Theo keep returning to in their work: the fragility of the household balance sheet, the millions of Americans who are one flat tire away from financial distress, and the choice in front of an AI-enabled industry — to widen that gap, or close it.If AI is the most transformative technology any of us will see in our lifetimes., whose financial future are we actually building?

In this episode, Casey sits down with Chris Crittenden, entrepreneur, educator, and co-founder of Sandbox, for a conversation on courage, innovation, and rethinking what education should be. From selling a startup to Walmart to leading at BYU and now building Sandbox into a movement across multiple universities, Chris shares why closing doors and going deep often leads to the greatest returns.He and Casey explore the flaws of traditional higher education, the trap of chasing prestige, and the power of learning by doing. Chris outlines how Sandbox is equipping students to launch real companies while reshaping themselves in the process. Their discussion dives into resilience, resourcefulness, and why the greatest opportunities often lie off the beaten path.This episode is both a critique of the old system and a vision for a new one, where students learn through building, failure is embraced as part of the process, and desire becomes the ultimate differentiator. Hosted on Acast. See acast.com/privacy for more information.

Tuesday – We talk: the TooGoodToGo app, summer jobs, swimming pools, Aldi deals and what to do with a found thumb drive. McDonalds new offerings, Seminole Co. Emergency Manager Alan Harris on hurricane prep. We review a short horror film on YouTube for WYDTN. It's Only Money with Bracher Brown with Edgewater Family Wealth. Plus, JCS News, JCS Trivia & You Heard it Here First. The See omnystudio.com/listener for privacy information.

The northern state has identified five specific 'use cases'—real, existing government problems—for which solutions will be sought through Sandbox.

Join us this week for our mega 4 hour info show! Where we have all the Developer insights so far and the latest This Week in Destiny for May 29th. Going into great detail on all the upcoming changes on June 9th. Including the return of Sparrow Racing League, Pantheon 2.0, Sandbox changes and updates, the return of the Director, Distortions, Gambit Ops and much much more.   00:02:12 - Peroty is Back! 00:03:15 - So… How You Doing? 00:45:22 - Developer Insight: Return of the Director 00:49:52 - Destination Loot 00:55:30 - Distortions 00:58:52 - Portal Changes 01:05:22 - How Matchmaking Works 01:07:05 - Portal Ops Loot 01:07:59 - Onslaught, Coil & Contest of Elders 01:14:18 - Gambit Ops 01:19:58 - Crucible: Iron Banner & Trials 01:27:44 - Heavy Metal 01:29:41 - SRL Returns 01:37:56 - DMG Responds 01:40:59 - Developer Insight 2 & Thank You 01:44:54 - Weapons, Artifacts & Focusing Preview 01:45:35 - Weapon Tier Upgrading 01:50:56 - Exotic Weapon Catalysts 01:55:06 - Enhanced Crafted Weapons 02:01:48 - Weapon Sandbox Changes 02:35:20 - Artifacts 02:45:54 - Vendor Updates 02:56:18 - Attune Anywhere 02:59:08- This Week In Destiny: Renegades Rotations Week 27 03:03:52 - This Week in Destiny: 29th May 2026 03:04:20 - PvP Strike Team Update 03:15:46 - Arena Collision & Private PvP 03:20:26 - Renewed Competitive Rewards 03:22:56 - Crucible Map Weighting & Trials Map Rotations 03:27:52 - Trials Reset & Rewards 03:33:00 - Iron Banner Rewards 03:38:42 - Pantheon 2.0 03:39:18 - Raids & Dungeons Rewards 03:43:26 - More Space 03:45:00 - Cosmetics & Bright Stuff 03:47:04 - Destiny Announcements 03:48:23 - Bright Engram Focusing 03:52:59 - Evergreen Items 03:55:04 - Eververse Update 03:56:14 - Extra News 04:01:01 - Patreon Thanks & End of the Show 04:03:05 - Fin   Two Titans and a Hunter YouTube Channel Two Titans and a Hunter Twitch Two Titans and a Hunter Discord Two Titans and a Hunter - Patreon Two Titans and a Hunter Ko-Fi The100 io – GH/GD/2TAAH Group Email: twotitansandahunter@hotmail.com Two Titans and a Hunter Twitter Two Titans and a Hunter – Facebook Artwork by @Nitedemon Xbox Live: Nitedemon, & Peroty End credits theme song by Elsewhere - YouTube Channel Plus as always, thank you to Alexander at Orange Free Sounds & www.freesound.org for all the sound effects used in our podcast.  Required Stuff: Bungie - Every End Is A New Beginning Bungie - Dev Insight: Return of the Director Bungie - Weapons, Artifact & Focusing Preview Bungie - This Week In Destiny: 29th May 2026 Jason Schreier - Why Destiny Died Jason Schreier - Why Video Games Cost So Much To Make Destiny 2 - Tier 5 Report Destiny 2 Armor 2.0 Cleaner Destiny 2 - Way Back Machine Link Twitch - GuardianDownBot Raid Checkpoints Twitch - IceBreakerCatty. Engram.Blue Link

We've seen the future of indie filmmaking the last few weeks with the theatrical runs of OBSESSION (2025) and BACKROOMS (2026).Let me argue that sometime in the future, we'll see a Sandbox VR or immersive experience film have that kind of launch. In this Cannes episode, I talk with senior vice president of content for Sandbox VR about what the future looks like for VR + immersive experience films.Given how many locations they already have, I'm confident Sandbox -- and Michael Hampden -- will be a part of it.In this episode, Michael and I talk about:what is Sandbox VR and his role at the company;how did he know he can not only play these games but write + direct them;what is the Curators Network and his participation in this year's event;his thoughts on the Immersive Experience films at Cannes and how it compares to Sandbox VR;the media landscape's coverage (or lack thereof) of these films;what unexpected things did he learn as part of the Curators Network;directors transitioning to Sandbox VR and what that experience is like;what's next for Sandbox VR.Link:Curators Network at CannesFollow Sandbox VR On Instagram

AI experimentation created momentum. But for CMOs, it's time to move out of the sandbox and into repeatable systems.  In this Drew-on-Drew episode, the conversation shifts from AI experimentation to operational discipline. Drawing on recent conversations inside CMO Huddles and insights from the Imaginarium Summit, Drew explores what it takes to turn scattered AI experiments into a scalable operating model.  Along the way, Drew tackles some of the biggest questions facing marketing leaders right now:  When should you buy versus build?  How do you manage agent risk and governance?  What should CMOs actually measure?  Why might sales enablement become AI's most practical win?  What does "team readiness" really look like?  You'll also hear why Drew believes AI is "a mirror, not a crystal ball," exposing weak processes, disconnected data, and organizational gaps faster than ever before.  If you're a B2B CMO trying to turn experimentation into a scalable operating model, this episode is a smart place to start.  For full show notes and transcripts, visit https://renegademarketing.com/podcasts/ To learn more about CMO Huddles, visit https://cmohuddles.com/

Modern warfare and diplomacy are fought just as much in the financial markets and supply chains as they are on physical battlegrounds. This episode dissects the complex global feedback loop where shifting U.S. economic data directly alters foreign trade policy and international equity markets. We break down how world leaders and central banks are adjusting their chess pieces to navigate the volatile economic crosscurrents defining global power today.

In this episode of The Founder's Sandbox, host Brenda McCabe sits down with behavioral scientist Nicholas Epley of the University of Chicago Booth School of Business to explore the surprising power of human connection. Drawing on decades of research and his new book A Little More Social, Epley reveals why we consistently underestimate how positive social interactions can be—and how small choices, like expressing gratitude or starting a conversation, can significantly improve our well-being, relationships, and workplace culture. Together, they discuss the science behind social connection, the hidden barriers that hold us back, and practical ways leaders and professionals can build more resilient, purpose-driven organizations through simple, intentional human interactions. You can find out more about Nicholas and his book at: about Nicholas Epley Accolades Nicholas Epley Book him for for speaking events at: https://www.wsb.com/speakers/nicholas-epley/ or pre order his new Book out May 19, 2026: A Little More Social Here: Amazon, Bookshop) You can also find his book Mindwise here: Amazon, Bookshop transcript: 00:04 Welcome back to the Founders Sandbox. I am Brenda McCabe, your host. Now in the fourth season, my mission with this podcast is really to bring in company owners, founders, 00:31 professionals, board directors that like me share a common mission, which is making change in the world through enterprises, small, medium or large. em And each of my guests um have em in their own ways built resilient, scalable, well-governed businesses um to really make that change. And I'm absolutely delighted to have Professor Epley, Nicholas Epley, 01:01 from the University of Chicago as my guest for this month. um Welcome to the Founder's Sandbox. Thank you, Brenda. This is a delight for me to have a former student back with me in conversation. I love it. It's amazing. I've been pursuing you for at least two years, and I kept getting delayed because of his writing a book. And today we're going to talk about um his new book that will be launching on May 19th, A Little More Social. 01:31 So before we get into the material, I need to make a proper introduction as I do to all my guests, all right? So um Nicholas Eppoli, he is the John Templeton Keller Distinguished Service Professor of Behavioral Science and Faculty Director of the Roman Family Center for Decision Research at the University of Chicago Booth School of Business. He is an author. We'll get into some of his work today. And he has many other accolades. 01:59 that are just too many to go through here because we'll eat into valuable time. And he has back to back podcast to announce his new book. I do want to call out one accolade. You were named by Ethicast, I guess, a business leader in ethics back in 2018. And business ethics, as we all know, corporate governance is very near and dear to my heart. So those accolades will be in the show notes. 02:29 em Dr. Epley, or Professor Epley as I'll call you, right? You study social cognition, how thinking people think about other thinking people to understand why smart people so routinely misunderstand each other. He teaches an ethics and happiness course to MBA students called Designing a Good Life. I was a... 02:56 an alumnus. I took your course back, think in 2017, 2018. So you're going to be forever a professor to me. All right. So I often speak of your class designing a good life and the pro-social exercises and other stats and experiments that now that you have this book out, I realized you were using the classrooms. Yes, I was. Yeah, I was doing a lot of the experiments in the class. I mean, the best way to teach 03:25 people something is not to tell them the thing, but to show them the thing. And so I could tell you that reaching out and expressing gratitude makes you feel better, makes other people feel better than you think, but more powerful is actually have you do it. Right. So we're going to talk about the book. And I think it's in chapter seven that you talk specifically about how gratitude is such a powerful mechanism. um Again, my guest here, I like to uh 03:56 kind of identify resiliency, purpose driven or scalable. m I think that what you teach and what we're gonna hear about here for my listeners is an example of resiliency practices. And I believe it's very much key in bringing it back to my listeners, Professor Upley is I work with a lot of company owners, business leaders who I think would benefit from learning some of these practices outside of the classroom today. anyway. 04:23 I took your class back in, I think, in 2017, pre-pandemic and in person. And my life has uh really been impacted in an incredibly positive way. I bring it into my personal life, some of these experiments that you're going to share with my listeners, as well as the classroom, where I do teach business ethics. And I have them um do a personal responsibility statement uh at the end of their. 04:51 their semester with me. That is awesome. So again, accolades. Thank you to you. So with my guests, I want you to make a little introduction and share your origin story. Why did you choose to become what's called a behavioral scientist? I won't make it too long. I do remember I got to college. I wanted to be a football player, college football player, small college division three. 05:20 at St. Olaf. I went to St. Olaf because I liked the football coach. I thought I was going to be a biologist. I took those classes. They were totally boring, but I took an intro psychology class, which was all self paced. It was supposed to take a semester to do. I was done with it about a third of the way through the semester. I just ate it all up. I went through it like wildfire, which I took as an indication that this is something I might be interested in. 05:51 I started reaching out to faculty, started doing research. And one day my senior year, early my senior year in college, my em undergraduate advisor grabbed a book down from the shelf and handed it to me and said, I think you might find this to be interesting. It was Tom Gilovich's book, How We Know What Isn't So. And the book describes how the psychological processes that give us beliefs and expectations and opinions about the world, thoughts about other people. 06:20 can often lead us astray, give us perceptions and beliefs that differ from the way the world actually is. And I found the work so fascinating. I read that book in a day. I took it and I went right through it. And I thought, that is the thing I wanna do. I wanna do research like that. I couldn't think of anything else more interesting to do than that. So I applied to a PhD program to Cornell University, which is where Tom is on the faculty. I applied to a bunch of others too. 06:49 em I was fortunate enough uh that I was waitlisted at Cornell, somebody declined their offer, and I got in as a PhD student. And the rest then is kind of one lucky break after another, after another, after another, after another, things working out well. And me just following things that seemed interesting at the time. em I was lucky to have Tom as a PhD advisor. 07:16 We started working on really interesting things. My first year there, turns out we underestimate how positively others judge us when we do something that we're kind of embarrassed about. Other people cut us a lot more slack than we think. And that interest in understanding, and in particular, understanding how well we understand the minds of others was something we were working on right away. And that interest... 07:44 just as grown and grown and grown and grown and grown. I've stopped thinking about other things. It's the only thing I kind of can think about. And the mistakes we make about the minds of other people are all around us and problematic. And so that's how I got here. Thank you for sharing that. um And specifically at this time in 2026, uh 08:11 So how does the mind of a behavioral scientist work? What experiments do you whip up to test some of the hypotheses? All right. for your first book, right, there was some, right. And the preface of your second book, you said, that morning I decided to test a different approach. As a psychologist, I try to understand human behavior using experiments. 08:34 But this time I decided to put myself into an experiment instead of ignoring the person who just sat down next to me, I would try to connect. So how does work? So one, I think the important thing about being a researcher, we're all researchers out there in the world in our own ways, right? So founders are starting companies and they're doing research constantly about what works and what doesn't. 08:59 As a scientist, we get to run experiments that sometimes have a little more control over them than what you have out there in the world. But the thing that is common to both the scientist and the founder or to almost anyone out there in the world is that you ask why questions. And so as a scientist, it's not so much the experiments we conduct that are critical, although those are critical. The critical thing is that you... 09:28 We look at the world in a slightly different way than others might and therefore notice things that other people might not notice. And that's where our hypotheses, our ideas come from. So one morning on the train, for instance, I was coming in to the University of Chicago where you know all too well where I work uh and I live on the far South side. And I was writing a chapter for MindWise, which was my first book describing how we have this mind uniquely equipped for brain uniquely equipped for connecting with the minds of others. 09:58 And I was describing how we often and why we misunderstand each other. And I was writing one of those chapters describing how we've got this brain uniquely equipped for connecting with others, made happier and healthier by connecting with others. And yet I was sitting on the train and I had this kind of eureka moment. Here we all were, and I've been doing this for years by now. Here we all were sitting on this train, highly social animals, made happier and healthier connecting with each other. And we were all ignoring each other. We're not connecting at all, treating the person next to us. 10:27 Like a lamp shade, right? And that was where I thought that seems weird. Does this make sense that we do this? Social connection is a choice. It's a decision about whether we reach out and engage with somebody or hold back. And that was the thing that I noticed. That was the perspective that other people might not have is that that's a choice and understanding that our perceptions are sometimes wrong or miscalibrated. 10:55 suggests that sometimes we can make those choices wrong, make them incorrectly or unwise. And so that morning I decided to enroll myself in an experiment. I had a woman come sit down next to me. I was probably at this time, I'm 51 right now, I was probably in my mid 30s, 35 or something like that at the time. This woman, she's probably 55 or so, African-American woman, uh clearly dressed for work, uh really looking sharp, had this beautiful red hat on. 11:24 almost like a bonnet, had this big wide brim. It was beautiful. uh And I decided that morning to put myself in an experiment. What would happen if I actually engaged in conversation and to really pay attention to what happened, right? Because that's another thing we do as researchers is we measure things closely. We pay close attention in our measurement. So I just started having conversation. I opened up with a pretty weak joke. uh I said, I love your hat. I have one just like it, right? 11:54 Yeah, not in the conversation hall of fame there, right? uh But she turned to me and she just like lit up. I remember so distinctly the reaction was like she'd almost looked like a different person. Her face, the face that we carry around with us, the dead face, right? Our resting Grinch face is kind of Grinchy, right? But as soon as you engage with somebody, you perk up, your face smiles, your eyes lighten, you look. 12:23 almost like a different person. So she turned to me lit up and uh the conversation then just flowed pretty easily. We had a nice conversation, half hour, time went really fast. As I got up to leave, I remember she held my wrist uh as I was getting up just to express some sincerity and she said, thank you so much for talking with me today. It wasn't just like, hey, that was lovely. We really meant it, like it was nice. 12:52 And the thing that I remember so clearly is that it wasn't just nice, it was surprisingly nice. That surprisingly part is critical because there was a gap between how I believed the conversation might turn out. I a nervous, what do I have in common with this person? I don't know. Will it go well? Do they really want to talk to me? Probably not. Will she misunderstand while I'm talking to her? Maybe. 13:17 You know, mistakenly think I'm hitting on her or something or make her feel uncomfortable instead of just having a nice conversation between two human beings. So all that stuff was going through my head, but it was misplaced. It was wrong. And so the conversation wasn't just positive. It was surprisingly positive. And that insight that social connection is a choice and that our choices could be wrong led me to run a bunch of experiments to test whether this is just something unique. 13:45 to me as a kind of weirdo or whether this is something we might see a little more widely. And so we started running experiments on the train that I ride. We recruited people for an experiment. We randomly assigned them to do one of three things, to either try to have a conversation with a person who sits down next to them that morning, so this is the connection condition, to... 14:11 keep to themselves that morning and just enjoy their solitude or to do whatever they normally do. 14:17 At the end of the survey, they reported how the conversation actually made them feel, how positive it made them feel on a couple of different measures. And then we asked another group, we asked them to predict how they would feel if they were actually in that situation. To report their beliefs, their expectations about how they would feel. Because that's what actually drives your behavior. It's not how you actually feel. You don't know how you're gonna feel. You're projecting, right? Yes. It's not gonna happen, yeah. Exactly. So you sit down and you think, well. 14:45 what would happen if I did this? Those are your expectations. And people's behavior is driven by their expectations. And what people expected was that they would have a more positive commute if they kept to themselves than if they had a conversation with somebody, which is what people are doing, right? So they're behaving rationally in line with their expectations. But when we actually had people do these things and report how they actually felt at the end, it was those in the connection condition. 15:12 that actually had the more positive commute and those in the solitude condition who kept it themselves had the least positive commute. People's expectations weren't just wrong, they were precisely backwards. They thought that keeping it in themselves would make them happier. In fact, connecting with somebody else is what would make them happier. And that was just the tip of a very big iceberg. For the last decade and a half, it just, we've been seeing these things all over the place. I'm like a guy with a hammer who sees nothing but nails. 15:41 I can find these phenomena all over the place now. So it's nearly two decades of research. That first experiment, you speak to it in the second book. don't know whether you also put it into the first book. It is wise to understand what others think, believe, feel and want, which is your first book. um So two decades later and pushing your five years of writing and you were avoiding. 16:09 being a guest on my podcast and that rightly so. Yes, took a long time. But as then. of 2026, your book, A Little More Social is being released. And we'll have how to get that book in the show notes as well after this podcast goes live. So what I wanted to do is really ask you what made you want to release it now in 2026, right? And 16:39 Again, I was able to get a pre-read of some of the material and uh while not stealing your thunder, what I was, I like how you've set the sections or the why questions. So back to the empirical, right? Research you do as a social scientist. Why, why not? What if, what now are the four sections of the book? But I will tell you this, I read the prologue and when I started reading chapter one, I was depressed. It was really hard to go on. 17:08 So I'm warning, just so with that, I'm not gonna give the spoiler alert. What made you want to publish this year finally after two decades and right? So I will say that I think the message of the book is fundamentally empowering, not depressing. It was just first chapter. I was like, wow. Just the first chapter maybe about the importance of social connection and how we're not choosing it. But once you see that, 17:38 Once you see that your beliefs about other people might be off a little bit, it's an invitation to test those. And to see places where you and your life are holding yourself back, not because social connection is unpleasant or you're not good at it, but because you're not even trying and finding out that you could be wrong. And once you start to see that the bars in front of you that are holding you back from reaching out and engaging with others, 18:05 having stronger relationships, communicating more clearly, having more joy and enjoyment in your life and making people around you better. Once you start seeing that those bars that are holding you back sometimes, making you overly fearful about engaging are actually made out of pasta noodles, it's easy to break through them. It is empowering. The people I talk to a lot in this book who spend a lot of time talking to other people, almost all describe themselves as having a superpower that other people don't have. 18:35 They're not afraid of engaging. And hence they don't hold themselves back from opportunities that they could have in the better life that tends to follow when we're connected well with other people. As to why 2026, I wish I could say it was something like market timing. I was getting exactly right. The world is a disaster, is a dumpster fire at the moment. are uh going deeper, deeper into loneliness in our lives. The world's a mess. 19:03 hostile and violent and unfriendly and we're trying to pull back from this. I wish I could say it was market timing. uh It wasn't market timing exactly. It was more, uh I don't know what the right word for it is in the innovator world, but I didn't have the product until today. Right. Or serendipitous as well. Serendipitous. Yes, serendipitous. I do think there's a timeless element to this too, which is, it is always the case, I think. 19:32 I don't think these phenomena are totally new. There are new elements to them, but there are times where we can always make our relationships a little bit better. But yes, right now there is some serendipity, I think. We could really use it right now. I agree. Tell me how it is to make a choice. So we all are different human beings, right? Talk about human beings. 20:01 condition, right? We're very social and some of us are more introverted than extroverted. how, and with your book, how can we be more empowered to make that choice? So I think the important insight from behavioral science here is that social connection and therefore the happiness and wellbeing and relationships that follow from that is to some extent a choice that we make. All social interactions that we have a choice over 20:29 you get to a point where you have to decide, I refer to it as the choice, because I think it is arguably the most important choice we make over and over and over and over again, which is, do I reach out and engage with you or do I hold back? And that choice, the choice shows up in lots of different forms. Do I talk with a stranger? Do I type to you or pick up the phone and talk to you? Do I... 20:56 ask deep and meaningful questions or do I hold back? Do I share this compliment or this feeling of gratitude or request for help or honest piece of advice for you, honest feedback? Do I share those things or do I hold them back? So the choice masquerades in lots and lots of different ways, but at its core is this conflict between approaching, wanting to engage and fear or avoidance, being nervous about it, right? And when both of those things are strong, we get 21:26 approach avoidance conflicts where we'd like to do this thing, but we're nervous. I'd like to go up and talk to that other CEO I'd like to meet, but maybe they don't want to talk to me. That's approach avoidance conflict. What we find in our work is that, well, other researchers have found that these two systems in our brain are independent of each other. That's approach and avoidance. Approach and avoidance. Yeah. The factors that govern approach, the system that governs approach in our brain is different from the system that governs avoidance. Okay. 21:55 That's how you can get both of them being very strong at the same time. They're not dynamic with each other. They can operate independently. And when you don't have any interest to approach or any interest to avoid, then you're indifferent, right? But the opposite of that is approach avoidance. And um people do vary a little bit in the strength of these two motives, uh in what guides their choice. 22:21 Extroverts tend, for instance, to have a little bit stronger approach orientation or rather a little less of the avoidance orientation. But I think the important insight is that what extroversion and introversion is really about is how you make the choice. And this is something that people, think, routinely misunderstand about what personality actually is, or at least the way we measure it as psychologists. I think that's the important thing, the way we often measure it as psychologists. 22:49 It's not describing the type of person you are. It is describing the type of choices that you make. So for instance, people might often think that introverts and extroverts, actually enjoy different things. That extroverts like talking to people, whereas introverts like talking to people less. That turns out not to be quite right. When you put people in experiments and you actually have them talk, introverts and extroverts both enjoy talking to people, right? 23:17 They both get tired talking to people later, but they're energized during it. They both actually feel more authentic when they're talking to someone and engaging in social interaction than when they're not. What differs between the two is how they make the choice and therefore what they think they will like or enjoy and therefore the habits they create and what they do. And that I think- that's kind of a revelation. uh 23:47 But psychologists have been discovering this for decades. So you go back to 1980 was the first published paper testing whether happiness or wellbeing was related to personality. Now in theory, you wouldn't expect it to be, right? Actroverts like talking to people. Proverts like uh reading books and keeping to themselves, more quiet time, Enjoying more solitude. Great, there should be no differences in happiness. We get what we want out of life. 24:16 That turns out not to be true. Extroverts tend to feel more positive, have more positive affect, more happiness in their lives than introverts full stop. And it is not a small effect, it is a huge effect. The correlation between extroversion and positive affect, essentially happiness in your life, positive mood in your life, is around 0.5, which is as big as the correlation between the heights of fathers and their sons. It's huge. It's huge, right? And so... 24:43 Psychologists learn then over time that that comes in part because extroverts tend to choose to act a little more extroverted. If you ask people to act more extroverted, everybody tends to get a little happier, uh introverts and extroverts alike. If you ask people to act more introverted, people tend to get a little less happy, introverts and extroverts alike. So I think that's a really important insight that introversion and extroversion is really about choices and habits. 25:12 more than actual experience. You know, m I extroverts to choose to do it more often. Is it a? Is it oh a game of numbers? Is it like betting? Is it just showing up for yourself more frequently? Independent of being an extrovert or introvert where I'm going is how can we apply this in the workforce with our workmates and things? Right? Is it just, you know, just choosing independent of what the outcome may be? 25:42 more often. So our data suggests that our assessment of the odds and all of life is kind of a gamble. Our choices are gambles on the future based on what we think is going to be relatively positive or not, what's going to be relatively rewarding or not. And our data suggests that we get the odds a little wrong. Extroverts and introverts both do. And actually, I don't want to focus too much on that because it's a much weaker, it's a much weaker phenomena than we actually 26:12 You might imagine that it is. People tend to think on average they're more introverted actually than they really are em because extroversion is public but introversion is private. So we all know our own private introverted side. It makes us feel unique, more unique than we actually are. But I think our data suggests not that you go out and you talk to people all the time or you share every detail about yourself. It suggests we get the odds a little bit off. 26:40 It suggests when it's easy, when it's possible to connect or to engage or when you have a thought that you could share that you think might turn, you know, be positive. If you recognize that that avoidance motivation is a little too strong. 26:55 Recognize you have to dial that back that your first thought might be overly avoidant your second thought a lot of times might suggest No, I'll give this a try. I'll give it a try. I'll give it try. I like that. Somebody said me lose right? So with that why not right part two of your book? Do you want to talk about a little bit about? The the how well you've talked about the have connection, but hello stranger, you know really just making it happen. I 27:23 I don't know whether you can make an inference into the workplace. I would like you to do that for me. Yeah. Yeah. Because we are human beings and whether we work in hybrid, we're totally remote, or we are working back in the office, we get things done through interactions with our colleagues. And so how might your work and a little more social uh make our, uh I guess, our interactions 27:53 more empowering uh and just overall lifting up. I think our data suggests that you can look for times in your life where there's kind of dead space or kind of gray space. Time where you could engage or connect with someone but are choosing not to in ways that wouldn't take you away from something. That's a place to start. Like I'm on the train in the morning coming in. 28:18 I'm just sitting there. Usually I'm not doing squat anyway. I'm scrolling my phone or reading the news. I think it's really important, but come on. Sometimes we do things, but often we're not. And that's a place that's easy for me. Like I did this morning, I had a conversation with Brenda on my train. um Brenda I've known for a while. I don't see her that often, but this morning she was on the train and we had a lovely 30 minute conversation. She gave me a hug at the end and she said I was really what she needed today. 28:48 Oh, right. And that's amazing. Yeah, she's a lovely human being. She's a great name. Yeah, she's great. But I don't see her a lot. Maybe a few times a year we'll be on the same train. But every time I see her, I know her. I remember I wrote her name down and I can have that conversation. It's easy. But that's something where I wouldn't have been. 29:13 social otherwise, it's easy to do. And if I know it's gonna be more positive than I think, then I would choose to do that than something else. When I get to my office here at the Harper Center here at Booth, I walk into the door on the way in and I got maybe a 250 yard walk up to my office here on the fourth floor. And I've started making it a habit that I take a hello walk when I come in. When I walk by people, I don't just sit there and just walk to my office. 29:42 I greet people when I'm going by. So I say hi to Nigel who's sitting there at the same table every day this winter quarter uh down uh in the winter garden here at the University of Chicago. I say hi to Keith and Mario and Linda on my way to the elevator often who are down there. These are often our staff people or uh other folks around in the business school. When I get up the elevator onto my floor, I walk past uh Jane's office and Eric's office. 30:11 uh Emma's office, Virginia's office on my way. And I say hi to people, right? Hi, Eric. Hi, Jane. Hi, Emma. Morning, Virginia, when I go by. Now, it's not taking me a lot of time, right? It's not slowing me up from anything. It's not really interrupting them too much. They're just getting started with their day. But it makes that moment brighter, right? It makes that walk better. Virginia came by my office the other day. I've gotten to know her. She's one of our new junior faculty. She came by my office. uh 30:40 to talk about the book that I've been working on to talk through it, because she found that interesting, she's an economist. I don't think she'd have done that before if I hadn't said hi. It's been nice. So, you know. So there's small, little initiatives, you just have to make the choice. They don't have to be massive things. There are many opportunities that are easy, seem small to us, they end up being, I think, 31:09 much, much bigger than we imagine them to be. And we just choose not to take them. And that seems like a tragedy. And once you start looking for these moments, these opportunities, you walk to get coffee at the office or something. Take a friend with you. Ask a colleague to walk with you. Ideas come out of those. Connections come out of those. Well, being comes out of those. You never know where it's going to go. Can you, for my listeners, discuss or share the experiment and how 31:38 people underestimate how much they'll enjoy talking to strangers or the letters of gratitude. It's your choice, you can do both. I mean, can share my own personal, know, living that. um It remains with me. I would love that. You do that. That would be great. know, the enjoying talking to strangers is uh during the last week of the course of designing, right? 32:06 a good life, we literally had to, um I think we had to report back and we had to do a kind act towards somebody that we didn't even know. Right? Yeah. Yeah. We were randomly assigned or we, right. I think you were, right. In that case, I asked you to go on and a random act of kindness for somebody. Exactly. An act of kindness. And it was amazing that then the person reacted. so it was a very, it was aha moment. Again, I'm 32:36 This was seven years ago, eight years ago. So I'm drawing a blank, but I just recall it was an amazing experience. we all kind of got to know each other's names. We were like 80 students in the classroom at that time. Another thing that I do recall with fondness is writing a thank you letter, graduate letter. you gave us the op, it was prior to getting to campus, we were to write a letter. 33:03 we could actually share with you who we writing that to. And that person had the opportunity to share with you what they felt or not. So it was kind of blind. And I did go ahead and write a thank you letter to a color out Betsy Berkamer. She's also been in my podcast, influential person in my life. uh And uh lo and behold, she wrote to you and as did other people that were recipients of a thank you letter that was two paragraphs. It made their day. 33:32 But the questions you ask, how did, you you had to get the guts up to write that letter, right? Because you had to really be touchy-feely and share a specific event for which you felt gratitude. So, yeah. So that's an, so these, the, the choice to reach out and engage with other people or hold back crops up in lots of places. So one of the things we know as psychologists is if you want to have a good day, one thing to do is to think about somebody else who you really appreciate and feel grateful to and make their day. 34:02 by writing a note to them and explaining why you feel grateful to them. What's interesting- that here on the podcast on the Founder's Standby. So this is major. Say that again. If you wanna have a good day, reach out to somebody else and make them have a good day by explaining why you're grateful to them. What's interesting though is if you ask people, can you think about somebody you feel grateful to, but who for whatever reason you haven't reached out to express this? Almost everybody can right away think, oh yeah, I can think of somebody. Why do those people exist? 34:32 Why haven't you told them? There are lots of reasons why, but one is often, it's gonna be weird. Is this the right time? What am I gonna say? Can I really put into words? All of these steel bars in front of us that we think are so powerful, but they turn out to be pasta noodles when you actually sit down to write them. So what I have you do in my class towards the end is I have you think about this person, sit down, write a note to them. 34:59 anticipate how they're gonna feel, right? If you think that they're not gonna, you you underestimate how positive it's gonna be for them, or you overestimate how awkward or weird it's gonna be, right? That creates friction. That's a barrier to reaching out and engaging them. That's your avoidance voice shouting a little too loudly in your ear, that cringe voice, that you shouldn't do this. And we can find out whether that's calibrated. So I had you predict how the recipient would feel, how- um 35:28 the extent to which they'd be surprised to learn what you're grateful for, extent to which they'd be surprised to receive how positive or negative they would feel and also how awkward they would feel. I then, if you were willing to share with me the recipient's email address, I reached out and said, well, student of my class, um sent you a gratitude note as part of a class exercise. uh They thought of you for this. And I would love it if you could just tell me how that made you feel. Maybe terrible, maybe great. 35:58 but they go to the survey, they fill it out. And then we just compare those numbers essentially. And the students are not confused. You weren't confused that this would be positive. You thought it would be good. What was surprising or what's super robust is that it's even more positive than that. So Brenda, your little two paragraphs that seemed like nice, nice, but they were really, really nice to the person who received it. You thought they would be, uh 36:27 kind of powerful, they were really powerful. She probably printed that out. I had a student this year say in class that their recipient, who was a relative of theirs actually, their recipient asked, can I print it out and put it on the wall? Oh, that's amazing. Of course they do. Yes. It matters a lot. Surprisingly a lot. That's the important thing. Surprisingly a lot. 36:56 I could go on and on with more examples of the experiments that Professor Epley made us do in class that have marked uh my life. uh I use a lot of these things with my clients or even my students. And one of which is I do have the personal responsibility statement that we wrote at the end of our... uh 37:20 with you and it had to be short and sweet. You framed it, gave it to us. want it. If we ever want to change it, we had, you know, uh a beeline to you. You can send me a note. I'll change it for you. I'll send you new one for sure. And I framed it, framed it and printed out because otherwise you never would. Right. And then it's almost like it's an accountability manager. Right. We have Professor Epley who holds us accountable. Here, by the way, is mine. Yeah. You want to see mine? 37:48 I didn't know you were going to mention it, but yeah, here it is right here. Yeah, mine's here. And actually, because I asked my students, oops, I don't know whether you see it too well. There it is. Yeah. There it is. Signature, sorry. Sorry, because I have that screen. uh And yes, I even have some students that say, Professor McKay, but it's really hard for me to write mine when you share yours. of course, I'll share it. Yeah. 38:13 You may remember I put mine up in class. I showed you in the last class what mine was. Yeah. Yes. Yes. So yes, tell me. Yes. Go on. So the purpose of that is this is really about sustainability, I think, and resilience in organizations that the business case for ethics for being good out there isn't just that it feels good, sometimes even surprisingly good, which is really what's in the book and in a little more social. 38:43 which I describe in lots of different ways. But uh the business case for ethics is really one about resilience and sustainability. That you can be a schmuck for a little while and take money from people and succeed. You can lie and cheat and steal for a little bit. It's very hard to do that for a long time. Wow. People don't want to work with you. They don't want to work for you. uh They don't want to lend you money uh if they think you're uh unethical and shady. 39:13 And so for an organization, way to design one, for founders, the way to design one that is resilient and sustainable is to make sure that your values, your mission is front and center in front of everything that you do. so identifying a powerful, identifying an actionable mission statement, like your personal responsibility statement, this is at the organizational level, is a critical first step because everything else can be woven out of that. 39:43 Those ethics have to be kept top of mind all the time, woven into how you hire people and fire people and promote people and evaluate people and what you talk about day to day and what your norms are in the organizations, what activities you do, how you financially compensate people, what kinds of non-financial incentives you have in your organization. All those need to be tied to the mission statement and to the values that those suggest so that they're kept top of mind when you're out there in the world. So they become more of your first thought. 40:13 rather than needing to be your second thought. And the personal responsibility statement functions at an individual level that way. uh It prompts you to think about what is the thing you wanna have top of mind guiding you when you're out there in the world. So mine is to teach and research so that people are inspired to make wiser decisions and live better lives. Okay, that's what I focus on. 40:39 m Mine is always be original creative, loving, giving back, thankful, spontaneous, daring yourself while being content with enough. And my podcast is actually one of those creative outlets for me. now into my fourth season, it's been amazing. You know what I like with, you know what I didn't see, m wouldn't have seen when you wrote that, but do now is the last part being satisfied with enough. That's an important bit of self. 41:06 compassion there to recognize we do what we can do, nothing more, nothing less. And we give it all we got and that is enough. So the idea is that just like with a mission statement, if you can keep that top of mind guiding your behavior, you'll be a better organization if you design that well. Same thing is true for individuals. Well, before we go to my last three questions, which is really uh the essence of what I do with... uh 41:34 Next Act Advisors, my consulting firm around resilience, purpose, and scalable. I really wanted to give you an opportunity to let my listeners know how to connect with you. It will be in the show notes. And specifically, you do speaking, you're a keynote speaker and you can be hired in different, so can you? 41:58 share a little bit of how we can connect with you and to what do you typically like to speak about when you are um hired as a speaker? Yeah, so I do a lot of uh public speaking, which I think of as just another avenue for teaching about our research, which I think is meaningful for people and can be very powerful. The speaking agency that I use is WSB. They're in Washington, DC. They're fabulous people. And I can talk about 42:28 A few things I can talk about why we misunderstand each other and how to help people understand each other better, which is really about management and leadership, all of those essential skills. And then the work that I'm doing now about human sociality is really a lot about organizational culture, uh happiness and learning. But a lot of it's about organizational culture, I think of it as. And how we uh might act in ways 42:56 uh that don't optimize our culture in ways that make it sustainable or keep us resilient or keep us happy and motivated in organization or learning as much as we could. The individual stuff people also take out of this as well. The book is really written at the individual level for you to think about yourself and your own life and why we might just like we don't act maybe exercise as much as we ought to, why you might not be as social as you could. Thankfully, exercising sucks, it's unpleasant. So we all know that. 43:26 That's hard. reaching out and connecting with other people. know. I know. Thank you. But reaching out and connecting with other people is positive. know, like, you know, it's surprisingly positive. So that's an easy habit. That's an easy habit to make. So I talk a lot about how, you know, where these barriers come from and what you can do in my presentations, what you can do to turn these into habits to make your life consistently better, resiliently. 43:54 And then for connecting with me, do use LinkedIn. I don't use a lot of social media because it makes me miserable. But I do, I have been having fun a little bit recently using LinkedIn. So that's a way, but you can also email me. That's probably the easiest way. All right. So all of this will be in the show notes and, and your book, a little more social will be released on May 19th. There'll be a launch party. I believe it's, it's available on Amazon and bookshop. 44:23 and you have your own website. again, this will be provided in the show notes. Well, I like to do around the Robin lightning question, so my guests, all of my guests get to answer three questions. I'm passionate about resilience, purpose, and scalable or sustainable. And so I'd like to ask you, Professor Apley, what does resilience mean to you? It means being able to accept the negative things that happen in our life by 44:51 but by continuing to carry on with it. So one habit that I've picked up, I don't remember that I actually did it deliberately. I sign off all of my emails, typically, not always, but usually, and I type these out. This isn't like a form with onward. um And it's kind of a mantra I keep in my mind. uh Research is hard. There's a lot of failure. There's a lot of frustration. 45:21 Writing papers is hard, getting published is hard, speaking is hard, teaching is hard. It's all hard stuff. I mean, we're all doing lots of hard things, but they're those hard things. And there are lots of setbacks. And in academia, it gets personal because the ideas are yours, just like founders, right? These ideas are your baby. They are precious to you. And when they don't work or when they're threatened, that is hard and it's threatening. But you can't get mired in that. It's easy to get stuck in that. And so I try to... 45:50 This is just a little thing I do to keep myself focused on, all right, what's next? Now what? Onward. We're gonna carry on with this. That's resilience to me. I love it. Thank you. Purpose. What does purpose mean to you? Yeah, purpose is more, I think, the long run drive. Like, why am I doing this? um What's the meaning of my work? Which is usually not something you see right in the work itself. It is above the work. It's bigger than the work. It's what's in your personal responsibility statement, right? 46:21 My research is really oriented towards trying to identify wisdom, right? That's understanding. That's what all scientists try to do. We try to understand. I don't try to advocate. I don't tell you what to do. I try to figure out what the facts are as best I can. And so that concept of wisdom, for me, that's my purpose. Just to try to figure out wisdom. That's the long run goal, the high level goal. I think that is essential for me. It's also, it is perfectly aligned with 46:50 what I'm trying to do as a researcher. Amazing. So my second to last question, scalable or sustainable? can be anything. So scalable I struggle with. As a behavioral scientist, that is hard. It's hard to take individual stuff and increase it at scale, in part because the things that you do to increase something at scale are not the things you do to make an individual life better. So at scale, 47:18 You typically don't target people's beliefs. You navigate around them in some way. So you don't tell people they ought to play more with their neighbors. You build a playground. So they're different approaches. uh So scalable, I struggle with a little bit. try to, in my research, because I'm understanding individual minds, that's where I focus. And so I make it purposefully personal, our researches. Sustainable, though, 47:47 I think our research is really all about in many ways is that at the end of the day, at the end of our experiments are questions, dependent variables. And those dependent variables are typically these days about wellbeing, some measure of wellbeing and happiness. And that is the thing that you need for sustainability to keep things going, right? To sustain yourself. 48:17 is some positive reward. That's what sustains action. m And that's what our work focuses on, think, sustainability in part because for understanding social misunderstanding, the social misunderstanding creates friction. It ruins relationships, causes ah conflict and hostility, which is not itself sustainable. We're trying to encourage some insight into what the opposite would look 48:48 Last question, Professor Epley, did you have fun in the sandbox today? It's very fun, It's great seeing you, Brenda. Makes me regret I didn't do it uh the other times you asked, but it is a lot of work to write a book. It is exhausting. it leads my students to, my PhD students and postdoc doing research with me to contemplate homicide if I don't get to their paper soon. So anyway. Well, with that. 49:17 I let's sign off. You did enjoy yourself to my listeners. If you like this episode with Professor Epley, Nicholas Epley, sign up for the monthly release where founders, business owners and professionals um share their own experiences on building scalable, resilient, purpose-driven organizations, profits for good, and making the world a better place. So thank you until next month.

In episode 323 of the podcast, we're running it back with Nick Wheeler, lead guitarist of the Oklahoma band The All-American Rejects. We catch up with Nick in all that's gone on in the Rejects world since we last had him on in 2021: touring in 2023, how covering Harvey Danger's ‘Flagpole Sitta' led to writing new songs, the House Party Tour, and their excellent new album ‘Sandbox', which is out everywhere now.  Nick is super genuine, and such a great hang. Long live The Rejects!Photo Credit: Andy Knight Follow The All-American Rejects here:WebIG / X / TikTokSUMMON the Rejects Nick Wheeler InstagramPodcast theme performed by Trawl. Follow them here:WebIG / X / TikTokWe'd love for everyone to hear this episode! Support the Podioslave family by rating, subscribing, sharing, storying we, tweeting, etc — you get the vibe. Peace, love, and PodioslaveCheck us out here:WebIG / Threads / X / TikTokYoutubeEmail: Podioslavepodcast@gmail.com

THIS WEEK: After months of little communication, Bungie announced that their looter shooter Destiny 2 will be ending development with the release on June 9th being their final update for the game. With the update we'll be receiving Pantheon 2.0, refreshed and tiered Raid Loot, the return of the Director, Sparrow Racing League, more weapons added to the tier system, Ability and Sandbox updates, and more. Along with this news, we also received reports that Bungie will be planning another round of significant layoffs and that many developers didn't know this update would be their last with work on the next DLC, Shattered Cycle, well underway. Join Danfinity, Epicdan22, Samikat, BonafideHiro, & Eseipha as they sort through the news and share their stories about the community, the game and more.| SOURCES |Bungie - This Week in Destiny - 05/21/2026: https://www.bungie.net/7/en/News/Article/d2_may_21_2026Bloomberg - "Bungie Plans Layoffs After Ending ‘Destiny 2' Development" by Jason Schreier: http://bit.ly/4nKeJOZForbes - "More Details About The End Of ‘Destiny 2' From Inside Bungie" by Paul Tassi : https://www.forbes.com/sites/paultassi/2026/05/23/more-details-about-the-end-of-destiny-2-from-inside-bungie/Change.Org - Petition Sony to develop Destiny 3: https://www.change.org/p/petition-sony-to-develop-destiny-3Destiny Digest is a weekly Destiny 2 podcast covering game updates, community conversations, sandbox discussion, and news from across the gaming world. Hosted by Danfinity, EpicDan22, BonafideHiro, Eseipha, Samikat and Tiddly. New episodes go live every Monday on YouTube and wherever you get your podcasts.Watch live every Sunday at 6:30 PM ET on Twitch:https://twitch.tv/destinydigestSubscribe on YouTube:https://www.youtube.com/@DestinyDigestPodListen and subscribe wherever you get podcasts.Ratings and reviews make a real difference for independent shows:Spotify: https://open.spotify.com/show/51utOpaycri2x7WotgVlFXApple Podcasts: https://podcasts.apple.com/us/podcast/destiny-digest/id1638939545PocketCasts: https://pca.st/iczgzkt1RSS: https://anchor.fm/s/ae2d464c/podcast/rssOn Bluesky? Follow the whole crew with our Starter Pack:https://bsky.app/starter-pack/danfinity.gg/3lbrtal4y7c2rFollow Danfinity: https://danfinity.ggFollow Bona: https://bsky.app/profile/bonafidehiro.bsky.socialFollow EpicDan: https://linktr.ee/epicdan22Follow Eseipha: https://bsky.app/profile/eseipha.bsky.socialFollow Sami: https://linktr.ee/samikatplays| CHAPTERS |00:00:00 - Intro & Welcome00:01:47 - Housekeeping: YouTube Approaching Monetization00:03:12 - Panel Check-ins: Sickness, Star Citizen & Poketopia00:07:35 - Eseipha's Week: Diablo 4, Fishing & the Trad Wife Tangent00:13:05 - Dan's Destiny Week & the SOS Boss Encounter00:16:00 - Destiny 2 Development Is Ending00:17:28 - Panel Reacts: Grief, Shock & the Third Space00:26:02 - Epic Dan: Communities We're About to Lose00:38:40 - "Dead Game" vs. End of Development00:41:09 - Gaming Industry Collapse: Pandemic Numbers & Finance Bros00:52:35 - Reading the TWID: Monument of Triumph Announced00:58:57 - Director Returns & Pantheon 2.0 Reaction01:04:00 - Inside Bungie: Staff Kept in the Dark01:13:43 - Raid, Dungeon & Destination Loot Overhaul01:16:53 - Sandbox Updates: Abilities, Grenades & Exotics01:21:29 - Portal Overhaul & Onslaught Rebalance01:25:01 - Crucible Playlists, Gambit Ops & Eververse Revamp01:29:24 - D2 Complete Collection: Pricing Debate01:47:35 - Sparrow Racing League Returns01:51:04 - Bungie Layoffs Report & Destiny 3 Petition01:58:49 - Q&A: Where Will the Community Go?02:13:00 - Q&A: Servers, Fate Saga & Comparing to D1's End02:26:40 - Favorite Destiny Memories02:44:29 - Community Stories, Action Items & Outro#DestinyDigest #Destiny2 #Marathon

Episode 496 - Terry Sweeney Pete's Percussion Podcast Sandbox Percussion Member and Educator Terry Sweeney stops by to talk about his work with Sandbox, their teaching at the University of Missouri-Kansas City and Mannes (NY), and the Bob Van Sice influence (03:50), the beginnings of Sandbox Percussion, Terry's challenges of performing in Sandbox and finishing his master's degree at the same time, the Brooklyn studio, and the challenges and workings of scheduling (19:40), growing up in Michigan, his drumset and drumline background, and connecting with Gwen Dease through Interlochen (57:00), attending Peabody Conservatory (MD) for undergrad and studying with Bob Van Sice, and heading to Yale University (CT) for grad school, continuing with Van Sice, and some of the other folks he worked with during his time there (01:11:00), and finishes with the Random Ass Questions, including segments on working with Andy Akiho, training for triathlons, his fandom for popcorn, and the work Canto Ostinato (01:18:15).Finishing with a Rave on the band Sound Society (01:51:20).Terry Sweeney links:Sandbox PercussionTerry at SandboxPrevious Podcast Guests Mentioned:Victor Caccese in 2019Ian Rosenbaum in 2025Jonny Allen in 2026Gwen Dease in 2017Garrett Arney in 2019Amy Smith in 2018Julie Hill in 2019Julie Davila in 2019David Skidmore in 2025Sean Connors in 2025Peter Martin in 2025Robert Dillon in 2025Other Links:Robert Van Sice“Extremes” - Jason Treuting“Mallet Quartet” - Steve Reich“Drumming” - Steve ReichSo PercussionEighth BlackbirdPat Metheny GroupAntonio SanchezInterlochen“Porgy and Bess” xylophone excerptModern School for Xylophone, Marimba, and Vibraphone - Morris GoldenbergYale Percussion Group“Mirage” - Yasuo SueyoshiPaul Berry“Time for Marimba” - Minoru MikiAftersun trailerA Rainy Day in New York trailerMy Struggle - Karl One KnausgardCanto Ostinato - Simeon ten HoltRaves:Sound Society

This week, Matt and Zach are hanging out with Rachel Billups and Matt Rawle! Rachel and Matt are the hosts of the In the Sandbox podcast and the authors of the brand-new book, Dream, Dare, Disrupt: How Experiments, Risk and Embracing Failure Can Build Life-Giving Ministry. Join in their conversation this week and don't forget to...Get the Book: Grab your copy of the book and companion workbook here.Learn More: Explore Rachel and Matt's work at Hub 4 Innovation.Stay Connected: Keep up with Matt and Zach at Bearded Theologians.

For Select 389, Tunisian DJ, producer, and label head Hamdi Ryder shares a recording of his Sandbox 2026 set from the GrooveBox stage. The set is a club-ready mix that bounces between acid-licked house grooves, funky textures and disco flourishes, featuring some of his own productions like ‘Dr White Cuts #2' -featuring samples of Tunisian cult-classic series ‘Choufli Hal' - alongside refreshing, deep cuts like DX by Etienne, You Kinda Get it by Pierre Marty, and Home Wreckers by Heavy Hitters.

Sandbox is a term often used to describe games and campaigns that are less narrated along a plot and story and much more focused on exploring a world with hidden treasrues, different people and interesting locations. But does that really work? And how do you prepare for that?That is what we are discussing today, Nils and Emil have both been thinking about running sandbox games and discuss how they would start preparing for one, running it from the beginning and what you need to keep in mind when doing so yourself.Check here for all further information:You can find us on the Web under these Links: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.doubledm.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bsky.app/profile/doubledm.bsky.socialhttps://www.instagram.com/doubledmpod/?hl=de⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ko-fi.com/doubledm⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠If you want to reach out to us via E-Mail use: doubledmpod@gmail.comOur Midroll Music is "Midnight Tale" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 License ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://creativecommons.org/licenses/by/4.0/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Our Outro Music is "Ascending the Vale" Kevin MacLeod (imcompetech.com)Licensed under Creative Commons: By Attribution 4.0 License ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://creativecommons.org/licenses/by/4.0/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Hosted on Acast. See acast.com/privacy for more information.

If AI agents are the new digital knowledge workers, where exactly do they do their work? In this episode of the MAD Podcast, Ivan Burazin joins us to unpack the emerging infrastructure stack for AI agents and explain why every agent needs its own secure, stateful "computer." We explore the technical realities of sandboxes, dive into why legacy, stateless hyperscalers weren't built for these new workloads, and break down the mechanics of microVMs and custom schedulers alongside a contrarian prediction on an impending CPU shortage. Finally, Ivan delivers an absolute masterclass on product-led growth, community building, and go-to-market strategy for technical founders.(00:40) Intro(02:13) What is an AI agent sandbox?(03:17) Security risks of running agents locally(05:17) Stateful vs. stateless hyperscalers(07:04) The history of cloud IDEs and the end of localhost(09:45) Do all AI agents need a sandbox?(12:26) Sandbox use cases: RL evals & background agents(14:10) Unpacking the emerging AI Agent Stack(16:20) The unsolved problem of agent memory and learning(19:37) Where sandboxes fit in the agent harness(21:35) OpenAI, Anthropic, and agent SDKs(23:06) Ivan's founder journey: From CodeAnywhere to Daytona(26:59) GTM strategies and building developer communities(33:48) Why customer support is your best GTM strategy(35:34) Leveraging Twitter during the AI super cycle(40:50) The technical anatomy of a sandbox(41:53) Why fast spin-up speeds maximize GPU efficiency(46:09) Firecracker, QEMU, and isolation primitives(49:58) Why sandbox snapshots and state forking matter(51:40) Why Daytona built a custom scheduler from scratch(55:24) The challenge of long-running stateful sandboxes(58:10) The build your own sandbox trap(1:01:03) Why AI agents might trigger a global CPU shortage(1:02:46) The future of the AI Agent Stack

In this episode of the Founder's Sandbox, Brenda McCabe sits down with growth advisor and author Vanessa Golsby to explore what it really takes to scale private equity-backed SaaS companies. Vanessa shares the story behind her new book, The $100M Push: The Four Decisions PE-Backed SaaS CEOs Make to Deliver Growth in 100 Days, and reveals the four critical decisions CEOs must lead to build scalable, resilient growth: defining the ideal customer profile, aligning go-to-market execution, making strategic investment decisions, and creating long-term operational accountability. Drawing from her experience advising more than 100 middle-market software companies and serving as an operating partner in private equity, Vanessa offers an inside look at how investors think, why commercial alignment matters, and how CEOs can create predictable growth through disciplined execution. The conversation also explores the role of generative AI in modern go-to-market strategy, the importance of reputation and purpose-driven leadership, and the entrepreneurial leap Vanessa took to launch her own advisory firm. This episode is packed with practical insights for founders, SaaS executives, and growth leaders looking to scale with clarity, confidence, and purpose. You can find out more about Vanessa at: https://www.linkedin.com/in/vanessa-goolsby/ https://www.linkedin.com/in/vanessa-goolsby https://vanessagoolsby.com/ Or order her book at: https://www.amazon.com/100M-Push-Decisions-PE-Backed-Deliver/dp/1963549309 Transcript: 00:04 Welcome back to the Founder's Sandbox. I am Brenda McCabe, your host. Now in the fourth season, the Founder's Sandbox is a podcast that gathers business owners, founders, professional service providers. 00:31 and corporate directors. And we all are working towards the same mission, which is building scalable, resilient, purpose-driven companies to build a better world. We do this with underpinning, with great corporate governance, and really working with the founders to build that resilience and scalability. My guest, um join me here in what I like to consider a fun sandbox. 00:55 And this month, my guest, I'm actually delighted to invite Vanessa Golsby. Vanessa's joining me from, is it Dallas? Dallas, that's right. Dallas, Texas. So um more here, but thank you Vanessa for joining me on the Founder's Sandbox. And I wanna give a brief introduction to why Vanessa's here today. There's multiple um boxes that she checks, largely Vanessa. 01:22 has her own firm. She is a growth advisor who specializes in scaling private equity back middle market software companies. And it's an interesting time and that space that I'm certain we're going to get to a question here in a minute about the impact of generative AI and all those models out there and the effect on software businesses. You're a seven-year veteran as an operating partner. 01:48 in two private equity firms and portfolio SaaS CEOs. She has helped more than 100 middle market software companies drive growth, execute go-to-market companies, go-to-market, pardon me, turnarounds, and deliver investor returns through sharper commercial execution. That's all in the commercial execution, isn't it, Vanessa? That's right. Yeah. And prior to advising, she was a former operator leading product and commercial. 02:16 teams for 18 years at brands like Travelocity and Financial Times, which I didn't know that when we first were talking. I hadn't realized when we had our first conversations of your corporate experience with Travelocity and Financial Times. So you brought a lot of that corporate kind of know-how into the private equity world and you actually started your own firm. it four months back? 02:44 October, October of 2025. My goodness. So you're not even into your first year. I know. So, and, and, uh, you are an author. So your book, um, so I don't know when you found the time, Vanessa, but your book, the 100 million push the four decisions PE backed as SAS CEOs make to deliver growth. And a hundred days is out. 03:13 Matter of fact, this last week and we're in the third week of April, it uh hit bestseller, right? That's right. Amazon. Yeah. And in that book, we'll get into it. You distill the framework that you've developed. I don't know when, while setting up your own firm, but you developed over decades in the trenches, codifying the sequence behind the big four decisions. 03:40 that enable CEOs to scale with speed, clarity, and confidence. So welcome to the Founder Sandbox. Great. Thanks for having me. Happy to be here. Well, I always like to start with uh my guests to really talk about your origin story. And I think what's very appropriate for today's uh episode is what drove you to actually write a book, right? 04:09 because it distills both your professional as well as um this new tool that you got out there in the market. Yeah, you know, I never thought I would set out to write a book, if I'm being honest. I had, I'd spent, at this point, I'd spent probably about five years as an operating partner, so as a growth advisor for PE firms. And so in that role, I had been 04:38 pretty well practiced at writing best practices. So I understood how to codify a framework and explain it, you know, in long form, basically. But I never had dreams of being like a full author, like writing a book is totally different than writing a best practice. uh But a really strange thing happened about five years into my career as an operating partner. So I'd had about 18 years, as you mentioned, like in the trenches, like a tactical, and then about five years as an advisor. 05:06 And um over the course of those five years, I had developed for myself this framework because when I moved to the firm that I was at at that point, I was having to work on about 10 software companies at a time. And it's really difficult to show results uh efficiently when you're having to focus on so many different companies who have different industries and different sizes and different needs. And so I created this framework just so I could work at scale. 05:35 And uh I had been running it probably about three years at this point when I needed to go back and take a look at some of my case studies. So I wanted to collect case studies. And luckily, because I was still at the firm, I was able to get access to actual data from these companies that had been running the framework. And oftentimes what happens, because I focus on middle market software, there's a sales cycle. So oftentimes what happens 06:04 is we'll run through this framework and we'll see immediate results by way of pipeline and maybe bookings depending on the sales cycle time. But oftentimes we don't see the actual bookings and revenue results until a quarter or two after, depending on what it is that we're selling. So this was really the first time that I had really paused and like done, if anybody here has had to do a case study or fact finding exercise for a PE firm, know like what a... 06:32 slog it is to have to like go look through all this data. I like found the time, I prioritized it. And what I found was, I mean, there was no surprises in terms of like when we wrapped up our, usually my engagements, I try not to be there longer than 90 days. So it's either a 30 day, 60 day or 90 day plan that we run through. It's pretty tight ah in terms of how we manage through it. So by the end of our... 06:57 I have a sense of some results, like whether it's pipeline or early bookings. have some walking away knowing that we've seen some lift, but this was the first time I'd been able to go back like a couple of years to see like, what about those first companies that ran through it? And I'll tell you, Brenda, I fell out of my chair. I was like, I cannot believe the consistency. You can see in the data, like the trajectory, the upward trajectory from when we started working on the framework and then where they were today. And 07:27 At that, that was like the first seed. Like that was like a Thursday. And I was like, I don't know what to do with this information, but I have this information. Oh my gosh, this works. can't believe it. Right. And I really had to sit with that. And over the course of like two or three weeks, a few other things kind of happened that led me to the path of writing a book. Um, and one of those is I was listening to a podcast. I'm an avid podcast listener. 07:54 And I was catching up on April Dunford. She wrote a book on positioning. Obviously awesome. It's a great book for positioning. And I was going to have to run a positioning workshop. And so I was like, oh, let me like get into my head back into the game on messaging. So I just like queued up like the latest podcast I could find from her and then went on a run. And then I was like a captive audience. I went on this run. It turns out the podcast I had queued up was not about positioning. It was about her journey as an author and writing her book. 08:23 So I spent an hour listening and getting really inspired. And when I came back from that run, I thought, you know what? I have to tell the people, there is a way to consistently build and scale companies when they're going from, my framework is very from 10 to that first 100 million. And so that was really the inspiration for me. then it's just been a journey from there. 08:52 We'll get to it, but you uh codified um when you had those aha moments, right? You went back and looked at the cohorts of the companies that you had been working with, right? 30, 60, 90 day framework, for lack of another word. Can you share what are those four things that enterprise SaaS CEOs do? 09:18 Sure, so my framework is an order of operations. So everything that happens at the beginning has like downstream implications on the other activities. And originally when I created this order of operations, I hadn't high leveled it in terms of four decisions. I did that for the book because I wanted to write the book for CEOs. CEOs are such a, especially going to the first hundred million. CEOs. 09:45 have to have their hand on the strategic wheel of commercial growth. not yet mature, they haven't yet matured out of that. There is a place over a hundred where you can start to delegate more of the idea of commercial strategy to like a, you know, top tier executive CRO, for example. But when you're working on the path, especially if you're PE-backed to a hundred, you really need to stay involved. And that had, I had noticed that that core ingredient oftentimes was 10:15 one of the gaps I was inadvertently closing when I was working with these companies. And so because of that, I wrote the book for CEOs. And since I was writing it for CEOs, I was like, oh, I need to go one level higher than my traditional order of operations, which is very like activity sequenced and like talk about more of like, what is like, what is strategy? Strategy is making a decision and committing to it. So what are the four decisions that a CEO needs to direct and commit to have their team commit to in order to see this growth? 10:44 And those four decisions kind of tell the story of growth from up to the first hundred million. Frankly, it's kind of the same above a hundred, except the last decision actually becomes the first decision over a hundred. But anyway, that's right. So four decisions that CEOs that you were saying that are 10 and get to and to get in order to get to a hundred million, they have to be really continuously involved. 11:13 in the growth of the company. They cannot delegate until they reach that um upper level. They don't necessarily need to direct or be boots on the ground in these areas. But when they make these decisions and they guide their teams and champion these decisions, what happens as a byproduct of this is they inadvertently align their business in a way that is 11:43 successful for commercial strategy. So for example, I'll just walk through the decisions quickly to give you an example of how this works. um So the first decision, I high level it as the ideal customer profile or the ICP, which is just another way of saying who are we going to target? And my bit, my specialization is being PE backed. So part of what CEOs and companies hire me for is certainly the pattern recognition of working on over a hundred software engagements. 12:13 but also that sort of behind the scenes view of what the investor is expecting. you know, bringing that idea. When your PE backed, once that investment round closes, are inadvertent, not inadvertently, you are inherently um signing up to expand and grow either within your market, into an adjacent market, or in some other capacity. And just by that definition, you need to, 12:41 understand who your target is going to be, who your best buyer is going to look like for this next round of growth. So it's generally, this is such a major trigger event, this idea of becoming um PE backed, that it's generally a signal for CEOs to say, okay, now let's take a look and see if our existing customer today is going to get us to where we need to be in five years. Because that's five year journey is what you've signed up to take on essentially. So the first 13:10 The first decision is that ICP decision. Once we have an understanding of who we're going to target, then we focus, especially with the commercial side, we focus on how are we going to turn those targets into opportunities, right? So in software, it very much goes from like lead to opportunity to closed one deal, right? So that's what I mean when I say opportunities and or pipeline opening. And this idea of how do we turn targets into opportunities? I high level this decision as the SLA. 13:40 which is a pretty common service level agreement. in this framework, it covers about five or six very specific decisions that your sales, marketing, channel partner and CS teams need to align around to ensure that the build of their lead management system and how they're qualifying those leads to become opportunities is sufficient enough to have some predictability. like you have some confidence that when you put a dollar out, 14:10 into a marketing campaign, it's going to convert into pipeline, really, right? And then ideally into bookings from there. And so that's the second decision. the first one, who do we target? ICP decision. The second, how do we turn those targets into opportunities? The SLA decision. Once you reach... 14:29 Once you have the confidence and some predictability flowing through, now you're ready to make a more strategic decision. And these last two decisions are really where the CEO not just champions, but takes an active role in the decision making. The next one is the contribution decision. So this is now that we know who we're going to target and we understand and have confidence that when we target those buyers, they are going to turn into customers. The next question is where do we invest? 14:57 to go get more of those targets. So who's going to contribute to our revenue number? How much are we going to put into channel partners? How much are we going to invest into marketing? How much are we investing into outbound? How much are we investing into PLG or a self-serve motion, right? How much is new? How much is expansion? And in this decision, we start to bring the CFO in to take more of a governance posture around commercial. So we give the CEO more context around 15:26 Some of the horse trading that typically happens in a silo between the teams. We now have those kinds of conversations around investment decisions and headcount and budgets all together in a room. I run this like a workshop, but all together in a room. And the book teaches the CFO and the CEO how to run this on their own. Excellent. for kind of the terminology that I would use and correct me if I'm wrong, it's kind of capital allocation. So a bit more rigor. 15:56 is brought in with this discipline of budgeting, right? You're talking about contribution decisions, So it's budgeting, capital allocation, and um bringing another uh kind of the controller of the purse strings, the CFO. That's right. Right? And jointly with the CEO are posturing and actually sprinkling it down to their direct reports, I suspect. 16:25 Right. Well, we so the way that I teach contribution modeling is everyone needs to be in the room. No one function, not the CFO, not the CEO, not the CRO can make these decisions for the entire commercial team who is actually going to need to. Yes, it is a budget allocation exercise, but actually that's the second step. The first step, it's a goal setting exercise. oh We break down. 16:53 Each of those pipeline sources has different stages, which we just got very deep on in our SLA decision. So we understand what those stages are called. We understand how long we expect somebody to stick in those stages. We understand what those conversion rates are through those stages. And now that we have some sense of those inputs, we basically enabled ourselves to sign up for a number. So now we can look at marketing and we can say, oh 17:22 If you're gonna sign up for a million dollars in pipeline this year, that means at this selling price, you're gonna drive this many deals, right? At this conversion rate, at this close rate, this means you need to have this many opportunities and that this conversion rate from lead to opportunity, you need to drive this many leads. Can you drive this many leads? And the marketing person's like, that's a lot of leads. I don't know if I can drive that many leads, right? 17:48 And if they hesitate and they say like, can't realistically get that many, we look around the room and we say, okay, who else can drive more leads? Let's look at channel partners. Now we do the same thing from referral to meetings booked to, know, et cetera, et cetera down the So it's very like, it's very precise in terms of setting goals at the funnel stages, but not to become that, like we're not expecting frankly, to get a bullseye out of this workshop. What we're doing is we're kind of snapping the chalk line to say, 18:17 Okay, this is what we think we can go do. And now we're gonna meet with the CFO leading, we're gonna meet every two weeks or every month, and we're gonna see how we're doing. Are we driving this many leads for marketing? Are we getting this many referrals from channel partners? Are we booking this many meetings through the BDRs? And if the answer is no, then we look around the room. Where else can we do it this month? So we have something we can react to in real time, and rather than showing up to the board meeting and saying like, yeah, it was kind of a miss, but I think we have some ideas for next quarter. 18:46 Like this puts everyone in a position now to become far more reactive to what's happening in real time uh as a group, as like a singular one team. And what about the fourth? Yeah, so the fourth decision. And again, this decision is fourth when you're going to 100 million. But if you were above 200 million or as you like progress to like four up to a billion, this actually can become sometimes the first decision. 19:14 when you kind of need to work your way to this point um for when you're going to 100 million, especially after the contribution decision, that contribution. Yeah. Cause that's going to surface a lot of ahas for teams. Like oftentimes you're like, Oh, actually we need to break into a new market. We're saturated or, my gosh, you know, like we need a, you know, too many, we need a ton more reps or actually we don't need more new sale reps. What we need is expansion reps and really need more there. So 19:43 Like in that contribution conversation, you really surface so many of your growth levers that you're prepared for the fourth decision. So the fourth decision is now that we know who we're going to target and we know with confidence how we're going to turn those targets into opportunities. And we understand where we're going to investigate more of those targets. Now we talk about how are we going to do this over the long term? So how are we going to do this not just this year, but for the hold period? So for five years. 20:10 And so this decision I high level as the OKRs, which is an industry term. I didn't come up with that, but it stands for objectives and key results. And it's essentially gives the CEO like almost like a project management framework for long-term planning. um And you really can't necessarily jump to number four if you're going up to that hundred day plan without having these first three decisions at least somewhat cemented or somewhat committed to. 20:39 um Otherwise, what ends up happening is your OKRs are, you know, have like 25 things you're going to try and go tackle. So you kind of like, kind of, you know, by just by um the effort of making these first three decisions, you've already like started to prioritize for your team where the important levers are that you're going to focus on. 21:01 Thank you. I wanted to ask you by publishing this book, are you putting yourself out of business? That's a good question. A grow-to-market advisor, The enterprise SaaS sector that's under a lot of pressure right now with the dinner to bay eye. So let's take the two questions. Let's take them apart. And I'm being a bit. It's a great question. I asked myself that question. Yeah. 21:29 Yeah, my publisher asked this too. Why put it out there? You're putting yourself out of business or no? Yeah. Well, you know, the way I, there's a couple of answers to this, a couple of dimensions to this. The first is, you know, a lot of the motivation to write this book was to get the word out. Like when I saw the consistency and how well the results sustain when companies run through this framework, I was like, Oh my. 21:56 Why aren't we telling all of the CEOs that there's a way to go do this? Like we know these activities, it's things like territory planning and quota setting and SLAs. like, know, people know that activities that need to happen, but the unlock here is the sequence, like it's important to do them in order and that they're done altogether, which is the role of the CEO, right? Is to ensure that the right people are in the room when you're making these decisions and everything's like. 22:24 That's the those are the connectors right is are the those are the interlocks are the decisions the activations happen You know within the function so I? Was passionate like we talk about purpose the reason I was excited to be on this podcast is because this is very purposeful for me It felt like holy cow Look what I discovered under the pyramid I got to tell the people like there's an easier way to do this We don't have to bang our head against the wall to try and figure this out the hard way so 22:53 In that way, it didn't really feel like an option to necessarily hide it. ah And then the other side of me thought about it in terms of like changing the oil in my car. Like, I know that I can change the oil in my car. It's not a difficult, complex process. Like, it's very straightforward. But do I want to do, do I want to like get in coveralls and crawl underneath my car, like find the little lackey thing? No, I don't want to do any of that. I would far rather just bring someone in. 23:22 take the guesswork out, have it done, have it done correctly the first time, and leverage someone else's expertise in case they find something that I wasn't expecting. ah So I feel like I'm still bring, like when people leverage me to run through this, I'm still bringing a lot of value that you're not gonna necessarily get out of the book. mean, people, CEOs and firms hire me because of the pattern recognition and because I've seen these things play out enough times across different industries. 23:51 uh But I don't want to be a holdup. Like, please, if you are able to do it, then I welcome, I encourage you please to go run these plays yourself. And I try to give a lot of, it's very structured. This book is, the structure of this book was really difficult to come up with. It probably took me the longest amount of time, honestly. But I wrote it in a way that a CEO could read it quickly, because I know they don't want to read too many things. They are very busy. um 24:18 And so like they could digest it quickly and they could hand it off because that's kind of their role is to say like, I'm going to now equip my leaders to go do this and do it successfully. And they still have a role to play. But again, they don't have to be like in the trenches. Right. And without um seeing the book right now, I sound and Kendall on audibles or Kendall, um are there like exercises? Are there, is it like a handbook or is it um I'm a CEO? I 24:48 read your book um and I want to contact you. Do I to come in and maybe do some seminars? How does that work? Because this is a marketing tool as well. Yeah, yes. mean, of course I this book can be just a step by step guide for CEOs and their teams if they want to take it that way. So I tried to write it dimensionally. So the first dimension is 25:13 It equips the CEOs to understand, like the first two chapters are really around what is the investor expecting of you? Basically it's like, here's a little bit of the behind the scenes. Yeah, that was intriguing for me when we first spoke of it. Yeah, you've been in that room. Yeah, like I've been in it. Yeah, exactly. like, you know, one of the things that, again, like a lot of things happened in this like two or three week time period when I was kind of coming to the conclusion that I was going to write this book. And one of them was I was in a board. 25:44 meeting and there was a CEO advisor also in this board meeting and I could see the CEO advisor was um giving great advice based on their singular experience but the truth is is their experience was so unique to them that it would be really difficult it'd be like saying like 26:07 Yeah, just, once you press post, it's gonna go viral. It's like, let's not over promise here, you know, what's realistic. And that really hit me to say like, oh, this is a unique perspective. Like I'm not necessarily an investor and I'm not a CEO. it's been years since I've like managed a commercial team or been a GM, but I have... 26:34 I've flown all of those altitudes and I've been an observer in all of those rooms so many times that like the patterns, you just can't deny the patterns. um So yeah, I'll stop there. I'll pause there. So you do the reveal, right? So for any CEOs of enterprise, um SAS companies, this is a must read, right? Because you're doing the real deal. What is actually happening in the boardrooms of those private equity? uh 27:05 partners right that are yes looking at their portfolio companies yes yes thank you yes so i start with like you need to equip yourself with understanding what is expected of you when you took this investment which isn't frankly always talked about like it's not always revealed to the CEO ah so that's the first step and then it is a step-by-step guide so like there are the four decisions and then within each decision 27:33 I show them the book is structured to show them, tell them what the decision is, give them some case studies of other companies who have solved it, give them some red flags that say like, look, this is a really helpful book if you just closed your investment and you need to run like a, they call it a hundred day plan of like, you're going to deploy a lot of that, those investment dollars very quickly in order to like try to get traction on growth. So this is, I wrote it in that framework just because it is naturally 28:00 predisposed to running in like a 90 day plan framework anyway. um But it's also one that oftentimes in a hold period, you're going to hit some kind of plateau, right? It's very rare to like knock a home run out of the park right out of the gate. And so I also, so like in that, in that first part, so like each part, each decision has a part. So there's like a part for, there's like a four chapters on ICP, four chapters on SLA, four chapters on contribution. 28:26 The first chapter tells you, like gives you the red flags to look for if this is an issue, tells you what the investor is expecting, tells you your role and how you can direct the team, tells you when you need to maybe outsource, like what's the things you should absolutely do and the things that are kind of like nice to haves. Then the next chapter goes into how do you make this decision? And each of these decisions, the way that my approach is, 28:53 Um, is I like to do like 50 % gut and like 50 % data. So I always start my engagements with like surfacing from your internal experts already. Like a lot of times your C-suite lieutenants. Yeah. They like, I get called in for audits. Like that's like oftentimes I'm brought in initially for an audit of some kind. And in that audit, it's like a 360 commercial audit. And in that audit, I have like a week that I just cap off and I talk to anyone that you'll let me talk to. 29:23 And they're telling me the problems. like, this is really like, we've known this is very rare for people to like, I have no idea. They know what they did to get here. And so we start with the gut. And so in this framework for the book, the gut is surfaced through workshops. I'm a huge advocate of workshops. think, you know, honestly, my time with Vista really beat this into me, like the importance and the value of workshops, because not only is it a great place to surface everyone altogether, but it's 29:52 early adoption. Like when your voice is heard and you could challenge something in the room, when the decision is being made, you're far more likely to adopt it when we get to the final output. So I'm a huge fan of workshops. So each of these has a workshop. And this is a lot by and large when I'm training, when I'm teaching the CEOs, it's like, this is what you need to get out of the workshop. This is agendas. You can, have all of my agendas are up for download. Like you can download the agenda. You can run through it yourself. And this is who needs to be. 30:21 Yeah, like I want this to be helpful. That's the whole point is like it's supposed to be taking the guesswork out for the CEOs. uh And then you need to there's a data validation. Like, yeah, everyone's got gut. But then we do need like we are going to make some commitments here. So exactly. Yeah. So we need to like in each of these have different places that you go and source that data to validate. uh 30:43 So that's how we make the decision. Then I go through how you execute the decision. And for CEOs, this is almost like the TLDR. It's like, give you like, look, these are the steps that they're go through. Then in each of these chapters, I go far more into detail. This is what you're gonna go tell, like this is what your management team is gonna go do. And this is what good is gonna look like. So you're not done with this step until you've seen these five things come out of this exercise, essentially. 31:07 And then finally, each of these parts, so we've got like, what is the decision? How do we execute the decision? I'm sorry, how do we make the decision? How do we execute the decision? And then how do we measure the decision? And this goes back to how your growth story. So a CEO's role is not just to understand, right, our long-term objectives that may be surfaced in our investment thesis, right? Those are the first two chapters. It's not just coordinating the execution and setting the priorities and resourcing your team, right? Those are the four decisions. 31:37 But you also need to tell that story and you need to tell it in a way that makes you show well, that makes your company show well, and that makes you more attractive, frankly, at your next round of investment. so, yeah, externally telling exactly. So as well as internally. that's right. So that was really long winded, but that's basically the structure. It goes pretty far into detail, but I do. 32:02 high level for CEOs, like you can skip this part, just give it to your zero. So, so the book is out and um you started as you went rogue yourself and said, I'm working for myself and yeah, that's right. And um what happened is you've got some of your clients that had seen your, your work in prior years and, have taken you on as their advisor. 32:31 Why are they taking you on? it around your, are you scalable or your purpose? I mean, you're wanting to give back. So yeah, tell me. And you shared a little bit when we were talking before the podcast about you got a call from a client that you had from many, many years ago. Yeah. Yeah. I, you know, when I was deciding to go out on my own, it was really scary, right? Because I had, I never really even, I, I had been motivated to write the book. 33:00 And that was almost as far as my thinking had gone. And then at that point, the book was supposed to come out. Originally, the book was supposed to come out in January and we could have a whole other podcast about writing a book. so originally it was kind of, I knew like internally, I was like, gosh, by October, I was like, I need to make a decision. Like, what am I going to do? Am I staying? Am I going? Am I doing something else? And so I reached out to every person that, that I, you know, had some sort of like respected conversation, like a respected relationship with. 33:29 over the course of my career. And I basically asked him like, what do I do? What would you do? And I'm really lucky because at this point, I had been an advisor for about seven years, you know, with really established firms and the folks that I had worked with, that knew me, knew what I could do, had since gone on to a million other firms. So like my network on the firm side was pretty large. 33:59 And in those conversations, there was just inevitably a conversation that ended with like, look, if you go, I'll give you your first client right now. And so I was like, well, there you go. Close the door, a window, let's go. That was how it went. Yeah, so you reached out to your network, which is super powerful. Yeah, it really was. And it was honestly, I had surfaced my network throughout kind of writing the book because 34:27 You know, one of the things I think that is unique about my situation versus some of the other authors who have written fantastic, and I'm an avid business book reader, Fantastic Frameworks, is that my perspective is from the operating partner's point of view. And I am, yeah, it's very like, and so I'm really lucky because I, as I mentioned, like a lot of the folks that I have worked with over the years are now at so many different firms. 34:57 And so as I was writing this book, I would send out surveys to people and just say, Hey, just like gut check, do you see this too? Are you seeing this? Like when I wrote a whole chapter on like the value creation plan and you know, the value creation plan is one of those things that people talk about. Like it's this like standardized formal process, but it's wildly different, like firm to firm, like it's so totally different. And I just wanted to uh get a better sense of how these different firms of these different sizes were actually running their value creation plans. 35:26 And that's just impossible for me to do by myself. Like I need my network for that. So this whole process has been really great. And just like also bringing together some of my work friends that I hadn't been able to really, or I hadn't like, you know, kept up with as well as I should have. And so now I feel like my network is just like really thriving and humming. And I feel so much closer to like these people now than I have in a long time. So it's been really beautiful in that way. 35:54 Thanks for sharing. know, I want to ask you how has, well, your frameworks be at all affected in your opinion by the generative AI and how it's taken quite a bit of value out of the stock market. So now it's back up, right? So let's, so was, are you isolated from that effect? Your, your, your, your, just your, your frameworks. 36:22 Yeah, you know it's funny I wrote this book so I've done a lot around writing best practices for AI for go-to-market teams so I was pretty what by the time I wrote this book I had a lot of already like pretty packed research and thinking around AI and what it could do and what it couldn't do. I of course how could I you know I wrote this book almost two years ago now like 36:46 has really changed the game and just some of the new models that have come out. We knew that they were gonna be pretty revolutionary, but it was hard to be very specific. But I did, in the book, I have a very specific point of view on how AI can ah make what you do more effective, more scalable, where can use what you are bringing to the table and... uh 37:12 The word is escaping me, which is ironic scale, basically what you could do. And so that's my approach to AI and it's still my approach to AI. So I don't see AI as a competitor. I see it as an accelerator, really. And so I'll take account scoring as a great example. So in this idea of 37:38 these four decisions, one of the activities that you inevitably will need to do, it's under the ICP decision. So once you have an understanding of who you're going to target, you want to then score the accounts that are in your database to say like, is this a tier one, is this a tier two, is this a tier three, is this a tier four, and we're not gonna like, they're actually gonna churn too fast for them to even be worth that selling to. And so you're building out this account scoring model. Now, there are platforms that can just do this for you. 38:06 and they're just like, look at your data and they're like, great, we're gonna do this for you. But those platforms don't know your growth plan. They don't understand like what your investment thesis is. They don't understand that you have a very concentrated point in time where you're going to make, you know, a 30 % CAGR, you know, you've got like big, big goals. You're not just trying to do status quo every year. And so it's in that same kind of vein, like the human still needs to drive and be the director of... 38:33 where the AI is going to execute. um But AI is a fantastic accelerator. I'm excited. I love partnering with AI. It's not perfect. I think of it as almost like an MBA intern, like whip smart, smarter than I will ever be. But you can't totally take your hands off the wheel. You're like, there's context. That's great analogy. Oh my goodness, that's hilarious. It is true. um 39:03 AI. particularly like the perplexity model because it's on top of all of them for uh writing and preparing some of the work I do with my clients. So it becomes my companion is what I call it. Right? Yeah. Oh yeah. Definitely. Excellent. Well, I'd like to give you an opportunity to share how my listeners can reach out to you. Oh, sure. They'll be in your notes. Vanessa. Carry on. Okay. Great. 39:32 So I have a website Vanessa ghouls be calm I'm also on LinkedIn both ways You know are pretty easy ways to just you can look at my calendar and schedule time if you're interested Often time like my most most of the ways that I get brought into engagements is There is some kind of trigger event where the CEO or the PE firm Says like we need we need some 39:59 things, some kind of audit, some kind of assessment, some kind of strategy, some kind of like, what are our growth levers, right, to get us to whatever the next thing is. It's generally a two to four week audit. em And as I mentioned earlier, it combines interviews with your team with I have like a list of artifacts that we start off with. It's, I don't want to say it's like diligence, because it's not like diligence. But it is a pretty thorough 40:25 uh So you get sales, marketing, customer success, channel partners, digital, all of that. uh And oftentimes CEOs will have like a specific need on top of that. you know, I've got one where I just did one where it was like, we want to see, you know, we know we just got our investment came through and we kind of need to set our hundred day plan. So where should we go? You know, what are the foundations we need to build and fortify for this next round? uh We have one. 40:53 One other trigger that's pretty common is on the back of maybe M &A, where you have like two go-to-market teams that need to integrate together. Yeah, they like will bring me into sales. How are we gonna do that? Yeah. Or they have done that and maybe they're still not quite hitting that like expansion number that was originally conceptualized. um And then, yeah. And then the third, which is, I mean, it's like the... 41:21 the least positive, but honestly, the most exciting for me is, you you're like an a mid hold plateau. You're like, gosh, you know, I had one just last month where it was like, they hit this $30 million ceiling and they for like three years have thrown every spaghetti they could at the wall and just could not get past this ceiling. And, um, and so like the audit can, it's very focused and like trying to get to whatever the objective is, but it's, it's holistic because my whole, my whole shtick, right. Is that like, 41:51 It's no one team. It's like all of the teams kind of have to interlock in a line together. Yeah. Yeah. Quite revealing. Excellent. Those are excellent use cases. Um, and we'll put this in the show notes as well as your website and Vanessa. Um, let's come back to the sandbox. I do like to do a round of just questions about three words and what is the meaning for you. Um, and each of my guests comes up with their own um interpretation, their own meaning. it's 42:19 So what does resilience mean to you, Vanessa? Yeah, think resilience means being internally motivated. There's a drive that is not necessarily anchored or reactive to anything that's happening externally. uh For some reason, you just can't let it go. 42:47 How about scalable? What's scalable? Oh, wow. I mean, spent so many years uh writing about being scalable. Yeah, you know, it's funny when I think about being scalable, you know, it actually initially comes to mind as like growing pains, like this idea of growing pains. uh And I'm just now kicking myself for not reading the prep questions closer. We're going to rip a little bit, but. 43:15 But yes, being scalable is having that resilience through the growing pains, knowing, right, having like some kind of faith that at the end it's gonna be bigger, better, probably bigger than you even really could even have imagined or maybe even in a direction that might not have been initially planned. Excellent, excellent. Yes, and I also wanna just, I think. 43:43 you know, we're back to the title of the episode, is, um, and which is building purpose, building reputation with purpose. And you were adamant about that. So what does purpose mean? And maybe you'll bring into, know, what, what is building reputation with purpose for you? know, I, um, 44:11 It's funny, I feel like it really goes back to this resilience question, but it's so much of it just comes down to acting with kind of like, like I work with companies that have like cultural values, right? And they're like, oh, or Patrick Lindsay only has a great one, like the heat, likes to say, you know, hire people that are hungry, humble and smart, right? So like, you have your like keywords, your brand words, your value words. And I think for me, 44:40 um over the years, my purpose has been to act with integrity and grace and curiosity. And, um and that's something that I don't think about logically, right in life. But I try to bring that kind of inspiration to the teams that I'm working with. And it's a lot of the reason why I wrote the book was to say like, 45:10 Look, there is a way. You don't have to follow every single thing that's in this book. But if you get stuck, isn't it helpful to have a guide, like a troubleshooting guide to say like, oh, let me just go to the index here. I'm a little stuck on territories. I'm going to get over it. And that's the spirit that I try to bring to everything that I do, which is, yeah, we can solve any problem. Like any problem is solvable. And guess what? Execution problems are the easiest thing to solve. So like, 45:40 Let's have some fun and we can, we can, there's a way to do it basically. Right. Excellent. Thank you. And last question, did you have fun in the sandbox today? I had so much fun. This was great. You know, honestly, I didn't really know how this, like I do enough of these podcasts now and it's so usually anchored on the framework and like, you know, the execution and like, you know, very tactical. 46:07 And so this was just a really, this was like a breath of fresh air because we got to talk a little bit about the human side of it, which I find really motivating. It is. And I do recall you were really set on building you and you it's your reputation. Do you have Vanessa Goldsby that has gotten to you, gotten you where you are today and by giving back and providing that, you know, writing that book and then, you know, serendipity, you decide, Oh my gosh, I'm going to go out on my own. So it's, your reputation. 46:35 that has been built with purpose. I want to thank you for joining me here in the Founders Sandbox. To my listeners, if you like this episode with Vanessa Goldsby, sign up for the month release of the Founders Sandbox where I have guests that are Founders, business owners, service providers like Vanessa, um and board directors who build with strong governance, resilient, scalable, and purpose-driven companies. 47:03 So signing off for this month. Thank you very much. Thank you, Brenda.

In episode 2057, Jack and Miles are joined by co-host of Pod Yourself A Gun & Mad Yourself A Man, Vince Mancini, to discuss… RFK Jr. Is Concerned About Teenagers’ Sperm, Stephen Miller In Tactical Retreat, Do We Really Need More Westworld? The White House Is Literally Toxic New Report Finds and more! RFK Jr: "In 1970, men had twice the sperm count as our teenagers do today" RFK Jr. Says Men in the '70s Had Twice as Much Sperm as Teenage Boys Today: 'Existential Crisis' Do teens today really have half as much sperm as men in the ‘70s? What docs say about RFK Jr.’s claims Trump has a proposal to expand fertility benefits. Here's how that would work White House Uses Absurd New Excuse for Trump, 79, Sleeping Trump touts accomplishment of protecting IVF, calls himself 'father of fertility' Stephen Miller’s Secret Plot to Cling on to Power David Koepp Redraws Michael Crichton’s ‘Westworld’ For Warner Bros Film Steven Spielberg Issues Timothée Chalamet Dig, Teases Western In Development & Upcoming ‘Disclosure Day,’ Gives His Take On Existence Of Alien Life At SXSW How Dare They Reboot Westworld Without Finishing the TV Series 8 Hilariously WTF Backstories Behind Your Favorite Shows The making of Jurassic Park Westworld (1973) 4K UHD Review Rubble from Trump ballroom dumped at DC golf course has toxic metals, data shows Republicans propose $1 billion in taxpayer dollars to secure Trump ballroom Trump Says His Ballroom Only Costs More Because It’s More Awesome White House project dumps dirt on local golf course Soil at D.C. Golf Course Where East Wing Debris Was Dumped Contains Toxic Metals Why is the White House carting dirt to a golf course? It’s a D.C. mystery My Quest to Find the East Wing Rubble Trump fundraiser shares plans for ‘Garden of Heroes,’ golf course as takeover looms Top Trump fundraiser enlisted in new nonprofit for president’s sculpture garden and golf course as legal challenges abound Lawsuit aims to halt Trump administration’s takeover of D.C. golf course Uncertainty Over D.C. Public Golf Courses After Lease Termination LISTEN: THESE DEEDS, FOR MY PLACE IN HELL by Camo ManeSee omnystudio.com/listener for privacy information.

This week's Select series features a special set from Egyptian selector Hey-D, recorded live during her Sandbox Festival 2026 opening set at the Beach Hut stage. The set moves between deep house, indie dance, and Afro-infused rhythms, layered with soulful vocal chops and progressive house grooves that evoke the early-morning energy of Sandbox's beach days. It features an eclectic selection of tracks, including Barry Can't Swim's ‘Kimbara', Reirei's ‘Azul', and Maxi Meraki's ‘About Yourself'. Over the past two years, Hey-D has been grooving dancefloors at some of Cairo's major clubs with her playful and uplifting sets, known for often blending progressive beats with Afrocentric vibes and melodic rhythms.

Jonny, and Joel explore the new sulfur cafe generation in Snapshot 6 for the next Minecraft drop, answer listener email about shoulder mounted mobs, then discuss what sandbox games do right, and how Minecraft could take inspiration.Save 20% off your first month when you use the code "400" and support The Spawn Chunks on Patreon, and join the growing community!https://Patreon.com/TheSpawnChunksShow notes for The Spawn Chunks are here:https://thespawnchunks.com/2026/05/11/the-spawn-chunks-401-positive-sandbox-role-models/The Spawn Chunks YouTube:https://youtube.com/thespawnchunks Hosted on Acast. See acast.com/privacy for more information.

Alan Gregerman shares why the right kind of ignorance is the secret to driving innovation.— YOU'LL LEARN — 1) How to challenge assumptions that are keeping you stuck2) Why not knowing can often lead to better solutions3) Six ways to unlock ignorance as a superpowerSubscribe or visit AwesomeAtYourJob.com/ep1151 for clickable versions of the links below. — ABOUT ALAN — Alan Gregerman is an internationally renowned authority on business strategy, innovation, and hidden potential who has been called “one of the most original thinkers in business today” and “the Robin Williams of business consulting.”As the president and chief innovation officer of Washington, D.C.-based consultancy VENTURE WORKS, a bestselling author, and a sought-after keynote speaker, he focuses on helping companies and organizations unlock the genius in all of their people in order to deliver the most compelling value to their customers. He is also the founder of Passion for Learning, an award-winning nonprofit that teaches girls technology skills as a key to life and career success.His three previous books—The Necessity of Strangers, Surrounded by Geniuses, and Lessons from the Sandbox—challenge conventional thinking about people, the world around us, what it means to be remarkable, and where brilliant ideas actually come from. He's also the author of the critically acclaimed blog Surrounded by Geniuses.• Book: The Wisdom of Ignorance: Why Not Knowing Can Be the Key to Innovation in an Uncertain World• LinkedIn: Alan Gregerman• Website: AlanGregerman.com— RESOURCES MENTIONED IN THE SHOW — • Book: Around the World in Eighty Days (Macmillan Collector's Library) by Jules Verne• Book: Don Quixote by Miguel De Cervantes• TED Talk: Why I train grandmothers to treat depression | Dixon Chibanda• Book: Twenty Thousand Leagues Under the Sea by Jules Verne— THANK YOU SPONSORS! — • Scribe. Book a personalized enterprise demo with scribe.how/awesome• Narwhal. Treat your home to spotless, fresh floors with us.narwhal.com/pete.• Monarch.com. Get 50% off your first year on with the code AWESOME.• Shopify. Sign up for your $1/month trial at Shopify.com/awesomepodSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Santa Ana rapper DZYNE returns to The Rodriguez Show for a full-circle conversation about growth, consistency, and his new project Legends Never Die. When DZYNE first appeared on the show in 2023, he was only months into recording music and talked about his goal of reaching 1,000 monthly listeners on Spotify. Fast forward to today, and he's officially crossed 10,000 monthly listeners while building a growing fanbase throughout Orange County. In this episode, DZYNE reflects on taking a mental reset, leveling up his songwriting, and becoming more confident in his sound. He breaks down the meaning behind Legends Never Die, explaining how artists like Biggie and Tupac inspired the project and why true legends live forever through their music and influence. We also talk about: His evolution since the first interview Going from chasing 1K listeners to reaching 10K Bringing packed crowds to his live performances Freestyle videos filmed across Orange County Musical growth, concepts, and experimentation Competition in hip hop and wanting to be the best Future collaborations and upcoming projects A Hip Hop "Would You Rather" segment Live performances from DZYNE   This interview was filmed at The Sandbox, a creative space bringing together music, art, and independent culture in Orange County.  

In this episode of Reboot IT, host Dave Coriale, president of DelCor, sits down with Joe Carr, Vice President of Information Technology at the American Academy of Ophthalmology, who shares how “light governance” can encourage experimentation while still protecting member data and intellectual property. They also discuss IT's evolving role as an enabler rather than a gatekeeper, the importance of data hygiene and content management, and why fostering an entrepreneurial mindset matters more than chasing the perfect AI policy. The conversation offers guidance for IT leaders and non-technical staff alike on how to safely and usefully integrate AI into daily work.Themes and Topics:Light AI Governance vs. OverengineeringKeeping AI governance policies short (3–5 pages) and written in plain language.Establishing “rules of the road” instead of rigid, draconian controls.Allowing experimentation while increasing oversight for sensitive data use.IT's Evolving Role: From Gatekeeper to EnablerIT provides secure platforms, guardrails, and integration—not every AI solution.Encouraging staff to explore AI independently within safe environments.“Making the sandbox” so staff can build their own solutions.Multiple AI Tools, One StrategySupporting several leading platforms (Copilot, Claude, OpenAI, Gemini) based on use cases.Focusing on how tools are used, not controlling which tool is used.Ensuring security, legal review, and IP protection across platforms.Data Hygiene and Content Management as AI FoundationsRecognizing that outdated or unmanaged content can undermine AI results.Shifting from document retention to true knowledge management.Designing content and websites so AI can surface accurate, relevant information.Encouraging AI Curiosity Through CultureUsing non-IT staff to demonstrate real-world AI use cases.Hosting lunch-and-learns, showcases, and Teams channels for sharing ideas.Executive support as a key driver of experimentation and adoption.Entrepreneurial Thinking and Mission AlignmentEmbracing experimentation and being willing to fail safely.Using AI to rethink workflows, not just automate existing tasks.Tying AI initiatives back to organizational mission and business goals.

Support my work on Patreon- https://patreon.com/realdavejackson Discord, Socials and more- https://linktr.ee/talesfromthebacklog Join Dave and returning guest Scott Danielson as they dive into the third and final entry in the Hitman: World of Assassination Trilogy (IO Interactive), as well as its roguelike mode, Freelancer. This whole package is an absolute treat, and this also brings the Tales from the Backlog Hitman Episode Trilogy to a close. Listen in for allllll (most) of our thoughts! Guest info: Scott Danielson (he/him) TIMESTAMPS 0:00 Title Card 0:25 Introductions 8:25 Our Histories with Hitman 12:39 Top-Level Thoughts 17:13 Story Setup 24:43 Levels and Locations 34:16 What's New and Mission Stories 43:26 The Sandbox and Freelancer Mode 1:02:32 Other Bonus Missions 1:09:07 Who Should Play Hitman? 1:17:03 Spoiler Wall and Patron Thank-Yous 1:18:57 Spoilers- Dubai 1:37:53 Spoilers- Dartmoor 1:50:43 Spoilers- Berlin 2:10:03 Spoilers- Chongqing 2:27:31 Spoilers- Mendoza 2:41:54 Spoilers- Carpathian Mountains 2:53:56 Spoilers- Ending and Ambrose Island Music used in the episode is credited to Niels Bye Nielson. Tracks used: Death Awaits, Best-Laid Plans, Sceptres of Dubai, End of an Era, Planning, Death in the Family, Chongqing Requiem, Mission Accomplished Cover art by Jack Allen- find him at https://linktr.ee/JackAllenCaricatures

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

Amidst the coastal energy of El Gouna's Red Sea shore, the 2025 edition of Sandbox Festival saw SceneNoise return with its latest iteration of #SelectBox - an intimate space carved out to amplify the raw talent of the region's freshest upcoming selectors every year at Egypt's premiere electronic music festival. Curated by SceneNoise, the lineups celebrate the depth and diversity of the region's electronic scene, providing a dedicated stage for DJs to showcase their unique sound identities. A sanctuary for discovery, #SelectBox has gained a cult following as a place where artists have the freedom to experiment and connect.

On this episode of the Ruff Talk VR podcast we are back talking all the latest VR news. We had a stacked week of game releases with Forefront and Into The Radius 2's full launches, Little Nightmares VR, and Beyond Sandbox. We also talk Five Nights At Freddy's: Secret Of The Mimic coming to VR, a new DIRECTV app on Meta Quest, Jon Favreau using the Apple Vision Pro for Mandalorian and Grogu, TMNT VR launching this week, and more!Use code RUFFTALKVR at checkout to save on any game or hardware on the Meta Quest store and help support the show!Showcase application form: https://forms.gle/tnPhzKezn3WuJpCU9Big thank you to all of our Patreon supporters! Become a supporter of the show today at https://www.patreon.com/rufftalkvr0:00 - Episode start1:20 - Forefront 1.010:25 - Little Nightmares VR20:25 - Beyond Sandbox29:10 - TMNT VR Launches This Week33:30 - Five Nights At Freddy's: Secret Of The Mimic VR36:00 - Free DIRECTV app on Meta Quest40:40 - Into The Radius 2 Full Launch on PCVR42:45 - Jon Favreau uses Apple Vision Pro for Mandalorian and GroguDiscord: https://discord.gg/9JTdCccucSPatreon: https://www.patreon.com/rufftalkvrIf you enjoy the podcast be sure to rate us 5 stars and subscribe! Join our official subreddit at https://www.reddit.com/r/RuffTalkVR/Support the show

In this episode of Innovation Meets Leadership, host Natalie Born continues the Set It on Fire: The Art of Innovation series by diving into Chapter 2: Get Out of My Sandbox. Joined again by Moriah Hidden as the co-host, Natalie unpacks one of the biggest hidden barriers to innovation inside organization, ownership silos.While many organizations believe innovation belongs to a specific department or select group of “creative thinkers,” Natalie challenges this mindset by introducing the concept of the “sandbox.” When innovation is confined to a single team, it limits collaboration, creates resistance, and prevents organizations from reaching their full potential.This conversation explores how leaders can break down silos, invite cross-functional collaboration, and shift organizations from isolated idea ownership to shared responsibility. For organizations ready to move beyond resistance and into action, this episode offers a practical look at how to create a culture where everyone sees themselves as an innovator.[00:00 – 02:30] Continuing the Set It on Fire Series· Natalie introduces Chapter 2 and the concept behind “Get Out of My Sandbox”· Moriah returns as interviewer to guide the conversation· The focus shifts from foundation (Chapter 1) to organizational barriers[02:31 – 06:30] What Is the “Sandbox”?· How organizations unintentionally assign innovation to specific people or departments· Examples: innovation living with leadership, tech teams, or “creative” groups· Why this creates exclusivity around idea generation[06:31 – 10:30] The Problem with Silos· How “ownership” of ideas leads to resistance from other teams· Why employees hesitate to contribute outside their role or department· The connection between silos and stalled innovation[10:31 – 14:30] Moving from Resistance to Action· Why Chapter 2 is the “resistance chapter” in the innovation journey· How leaders can identify where resistance is showing up internally· Shifting mindset from protection to participation[14:31 – 18:30] Innovation as a Team Sport· Why innovation should not be independent—but interdependent· The importance of cross-functional collaboration· How diverse perspectives strengthen ideas and execution[18:31 – 22:30] Creating Shared Ownership· Encouraging every team member to see themselves as an innovator· Breaking the belief that only certain roles are “idea people”· How leaders can invite contribution across all levels[22:31 – 25:30] Leadership's Role in Breaking Silos· Modeling openness to ideas from any department· Removing barriers that limit collaboration· Building systems and culture that support shared innovation[25:31 – 27:30] First Steps for Organizations· Identify where innovation is currently “owned”· Create opportunities for cross-team idea sharing· Reinforce that innovation is everyone's responsibilityQuotes“Innovation doesn't belong to a department—it belongs to the organization.” – Natalie Born“When we protect our sandbox, we limit what's possible.” – Natalie Born“The best ideas don't come from one team—they come from collaboration.” – Natalie BornConnect with Natalie Born:LinkedIn: https://www.linkedin.com/in/nataliebornWebsite: https://innovationmeetsleadership.comBook: Set It on Fire: The Art of InnovationBook & Resources: https://setitonfire.coIf this conversation challenged your perspective, share it with a leader or team that's ready to break down silos and rethink how innovation really happens.

Today's Poll Question at Smerconish.com: "Which is a greater existential threat, runaway AI or nuclear weapons?" Michael Smerconish explores a rapidly shifting global risk landscape, drawing on insights from New York Times columnist Thomas Friedman and former White House counterterrorism and cyber threat advisor Richard Clarke. With breakthroughs in AI capable of exposing critical software vulnerabilities—and quantum computing threatening to crack modern encryption—the conversation moves beyond theory into urgent reality. Could emerging technologies destabilize global systems faster than traditional military threats? Or do nuclear weapons remain the ultimate danger? This episode examines the stakes, the science, and why some experts believe humanity is unprepared for what's coming next. Listen here, then vote at Smerconish.com - and please rate, review, and share this podcast. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

4. Zimmerman focuses on Apollo 8 reaching lunar orbit using the critical SPS engine. He details the crew's first close-up views of the moon, which they described as a desolate, cratered "sandbox". These human observations settled scientific debates, proving the lunar surface was shaped by impacts. (4)

Mens Room Question: What do you wish you'd never come in physical contact with?

As far back as I can remember, I always wanted to solve riddles...Made man Sandy stops by for a Sandbox segment. Don't forget to check out Sandy's daily game: Raddle!Starring:Adal RifaiJohn Patrick CoanErin KeifGuest Starring:Sandor WeiszEditing by: Casey ToneyTheme by: Arne ParrottLogo by: Emily Kardamis & Emmaline MorrisWant more? Get Weekly Bonus Eps on Patreon!JPC's Guided Meditations Volume 1, available now at our Patreon digital store!Want merch? Visit our Dashery Store!Want to mail us something? Hey Riddle Riddle 6351 W Montrose Ave #267Chicago, IL, 60634Want to leave us a voicemail? Call (805) RIDDLE-1 or (805-743-3531)Want to advertise on the show? Check out Hey Riddle Riddle via Gumball.fmThis episode is brought to you by BetterHelp. Give online therapy a try at betterhelp.com/RIDDLE and get on your way to being your best self.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jules & Isa, rising internet chaos agents, immediately test Bobby's patience. We chat, Sandbox screaming, sibling dynamics, K-pop takes, memory lies, Gen-Alpha education, cruise ship disasters, raw scallops, Lexapro spirals, Coachella chaos, and why Bobby might actually be cooked.Go to www.helixsleep.com/tigerbelly for 20% Off Sitewide.Download the app now and sign up with code TIGERBELLY. Claim your FIVE HUNDRED FLEX SPINS and choose your slots! The Crown is Yours. In partnership with DraftKings Casino.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jules & Isa, rising internet chaos agents, immediately test Bobby’s patience. We chat, Sandbox screaming, sibling dynamics, K-pop takes, memory lies, Gen-Alpha education, cruise ship disasters, raw scallops, Lexapro spirals, Coachella chaos, and why Bobby might actually be cooked. Go to www.helixsleep.com/tigerbelly for 20% Off Sitewide. Download the app now and sign up with code TIGERBELLY. Claim your FIVE HUNDRED FLEX SPINS and choose your slots! The Crown is Yours. In partnership with DraftKings Casino.