Podcasts about sas institute

Patrick Van Deven: The Frontier Firm Has a Data Problem In this episode of Scouting for Growth, Sabine VanderLinden sits down with Patrick Van Deven to unpack one of the biggest hidden blockers to becoming a true AI-native enterprise: legacy data infrastructure. As organizations rush toward the “Frontier Firm” vision championed by Microsoft — intelligence on tap, human-agent collaboration, and AI-powered workflows — Patrick argues that most regulated industries are still running on fragmented data pipelines built decades ago. Beneath the excitement around agentic AI lies a critical operational reality: data remains horizontally distributed across systems such as SAP, Salesforce, Guidewire, and legacy warehouses, stitched together by opaque code that no one fully understands anymore. Patrick explains why the future of AI in regulated industries depends less on flashy copilots and more on deterministic, governed, audit-ready data transformation. Drawing from his 35 years in enterprise software and his leadership at Volspeed, he outlines how AI is now reshaping data engineering itself — automating the “plumbing” layer while generating the metadata and lineage AI systems need to operate responsibly. Together, Sabine and Patrick explore why re-architecting does not require a dangerous core system replacement, how organizations can solve tractable business problems in months rather than years, and why the next generation of enterprise leaders must bridge business expertise and data intelligence. This conversation is a practical roadmap for any executive navigating AI transformation inside complex, regulated environments.   KEY TAKEAWAYS What stood out most to me in this conversation with Patrick was the reality that the “Frontier Firm” conversation is no longer about experimentation. It is about operational readiness. Every organization I speak to wants intelligence on tap, agentic workflows, and AI-enabled productivity, yet many are still constrained by fragmented legacy systems and undocumented data logic buried deep inside their infrastructure. Patrick made it very clear: if we do not solve the data foundation problem, we simply accelerate complexity and risk. One insight that resonated deeply was the idea that data engineering is entering the same transformation that software engineering experienced with generative AI. The real opportunity is not just automation, but abstraction — enabling smaller teams to solve historically impossible integration problems while creating governed, machine-readable metadata that AI systems can actually trust and consume responsibly. I was also struck by Patrick's perspective on talent. Rather than replacing expertise, AI elevates the importance of subject matter experts who understand the business context behind the data. The future belongs to professionals who can bridge operational understanding with technical fluency and collaborate effectively with AI-enabled systems. Most importantly, this conversation reinforced that becoming a Frontier Firm does not require ripping out every core system overnight. The no-regret move is to start solving tractable, high-value data problems now — especially those tied to governance, lineage, regulatory reporting, and customer intelligence. Organizations that modernize their deterministic data layer today will be the ones capable of building scalable, trustworthy AI tomorrow.   BEST MOMENTS “You can bolt all the AI you want on top of that. It will not make you a frontier firm. It will just make your regulatory problems arrive faster.” — Sabine VanderLinden “AI is coming to data engineering just like it came to software engineering.” — Patrick Van Deven “The board looks at AI at the end of the value chain of data. But how did that data come to be?” — Patrick Van Deven “There is no world where a company would run on one system.” — Patrick Van Deven “Treat the AI agent like an employee. Onboard it, brief it, give it a personality.” — Sabine VanderLinden “The dragon in the basement has finally reached the boardroom.” — Patrick Van Deven “No data lineage. No agent bosses. No governed transformation. No intelligence on tap.” — Sabine VanderLinden “This is a new era for subject matter experts.” — Patrick Van Deven   ABOUT THE GUEST Patrick Van Deven is the CEO of Vaultspeed and a veteran enterprise software leader with more than 35 years of experience in software engineering, predictive analytics, data infrastructure, and venture investing. Patrick began his career as a software engineer, building and selling his first commercial application at just 22 years old. He later spent 15 years at SAS Institute, where he helped build data and predictive analytics applications for enterprise environments. He then transitioned into venture capital as an Operating Partner and General Partner at Fortino Capital, investing in software and AI startups across Europe. In 2025, Patrick stepped back into an operational leadership role as CEO of Vaultspeed, driven by his belief that automating deterministic, governed data transformation is one of the most critical “no-regret moves” organizations can make in the age of AI. Today, Vaultspeed works with major global enterprises, including organizations operating across highly regulated industries such as insurance, banking, and financial services.   ABOUT THE HOST Sabine VanderLinden is a corporate strategist turned entrepreneur and the CEO of Alchemy Crew Ventures. She leads venture-client labs that help Fortune 500 companies adopt and scale cutting-edge technologies from global tech ventures. A builder of accelerators, investor, and co-editor of the bestseller The INSURTECH Book, Sabine is known for asking the uncomfortable questions—about AI governance, risk, and trust. On Scouting for Growth, she decodes how real growth happens—where capital, collaboration, and courage meet. If this episode sparked your thinking, follow Sabine VanderLinden on LinkedIn, Twitter, and Instagram for more insights. And if you're interested in sponsoring the podcast, reach out to the team at hello@alchemycrew.ventures

In this week’s What the Hack!, Arthur Goldstuck speaks to Lester Kiewit about his time in Dallas at SAS Innovate 2026, including the company’s data analytics partnership with Liverpool FC and what it reveals about AI in sport. He also reflects on early insights from Auto China 2026, where Chinese manufacturers are accelerating the global shift to electric vehicles, and highlights how AI-driven services could significantly boost revenue in the hotel industry. The segment wraps with the Samsung Galaxy A57 as Gadget of the Week, bringing high-end AI features to the mid-range smartphone market. Good Morning Cape Town with Lester Kiewit is a podcast of the CapeTalk breakfast show. This programme is your authentic Cape Town wake-up call. Good Morning Cape Town with Lester Kiewit is informative, enlightening and accessible. The team’s ability to spot & share relevant and unusual stories make the programme inclusive and thought-provoking. Don’t miss the popular World View feature at 7:45am daily. Listen out for #LesterInYourLounge which is an outside broadcast – from the home of a listener in a different part of Cape Town - on the first Wednesday of every month. This show introduces you to interesting Capetonians as well as their favourite communities, habits, local personalities and neighbourhood news. Thank you for listening to a podcast from Good Morning Cape Town with Lester Kiewit. Listen live on Primedia+ weekdays between 06:00 and 09:00 (SA Time) to Good Morning CapeTalk with Lester Kiewit broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/xGkqLbT or find all the catch-up podcasts here https://buff.ly/f9Eeb7i Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalkSee omnystudio.com/listener for privacy information.

John Carey, senior vice president of global channels at SAS Institute Recorded on site at SAS Innovate 2026 in Grapevine, Texas, this week’s In The Channel features John Carey, senior vice president of global channels at SAS Institute, in a conversation that covers the full arc of his four years building SAS’s channel program from the ground up. When Carey joined in 2022, SAS had a history with partners – advisory engagement, project delivery – but limited co-sell and no resell motion. His mandate was to change that. The conversation traces that journey: the introduction of a clear market segmentation (enterprise above the line, channel below the line), the decision to route transactions through partners while keeping end-user contracts with SAS intact, and the live project underway right now to migrate direct customers to indirect. A central theme is the distribution partnership with TD SYNNEX, which Carey frames as a leverage mechanism – moving from thousands of customers to hundreds of partners to one distributor – giving SAS the financial and operational flexibility it needs while giving partners financing terms, invoicing support, and credit options a software vendor is not built to provide. On the competitive landscape, Carey draws a sharp line between SAS and the AI tools crowding the market. Others turn up with an easy button and a black box. SAS turns up with a transparent box and a governance framework – and with SAS AI Navigator now tracking agent behaviour across the Viya platform, that framework is getting sharper. The episode closes with a candid look at the partner economics model – an inverted approach that makes it easy to start selling and lets services investment follow the book of business – and a direct invitation to Canadian solution providers with data, security, and infrastructure skills to get into the conversation now. Read Full Transcript Robert Dutt: Hello, and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca, and your host for the show. Still coming to you this week from Grapevine, Texas, from SAS Innovate 2026. If you caught our last episode with Ryan Macdonald, leader of SAS Canada, you heard the view from the Canadian perspective: the AI maturity story, OSFI E-21, and the mid-market channel opportunity. This time I’m going a level up. My guest today is John Carey, senior vice president of global channels at SAS Institute. John’s about four years into the role, and he came in with a specific mandate: to rethink what partnering looks like for a company with a long history of advisory and delivery through partners, but limited co-sell and essentially no resale motion. Four years later, the picture looks pretty different. There’s a clear market segmentation model, a distribution partnership with TD SYNNEX, an active project underway right now to migrate direct customers to indirect, and a 30% channel revenue target that’s already evolving into something even more ambitious. We talk about all of it: what he found when he arrived, how the direct-to-indirect transition is actually landing with customers, what the partner economics look like for a new SAS partner in 2026, how this week’s AI Navigator and agentic AI announcements change the channel opportunity, and what he thinks the SAS channel looks like in three years if things go well. Let’s get right into it. My chat with John Carey. John, thanks for taking the time. I appreciate it. John Carey: Appreciate it. Good to be here, Robert. Robert Dutt: You’re about four years into leading channels for SAS if memory serves and I’m able to do the math—both of which are somewhat suspect. Can you tell me a little bit about what you found when you got here and the quick version of the journey in building the channel from your point of view? John Carey: Got it. Well, first of all, you absolutely did get it right. It is, come June, four years since I joined SAS. Now, the first thing—I was brought in by the ELT, with an ELT remit to rethink partnering for SAS’s future. So we had a history of partnering. If you think about where SAS came from, a lot of advisory engagement, a lot of delivery through partners, but not necessarily a lot of co-sell and certainly no resell. So one of the remits coming in was to assess the business, understand what the opportunities were, and build a program that allows us to create a growing business that is driven by partners and owned by partners. And we get the acceleration and the leverage of the partner community that all software vendors are seeking and hope to take advantage of. When I came in, I would say we lacked maturity in our partnering in some areas. We were definitely mercurial in a way that wasn’t helpful. Partners didn’t have consistency, and we weren’t persistent in holding ourselves and our partners accountable. There was a lot of, “If only… it’s not me, it’s them.” So phase one: get to a single source of truth. So we introduced undisputed channel revenue. Let’s agree and measure together the value of the channel in our business. The other thing we did is we segmented, for the first time, our market. We had historically looked at our install base as a quadrant, an ABCD, thinking about propensity for growth and saturation. And we moved to the more traditional pyramid, but with a binary segmentation. So above the line: enterprise; below the line: channel. And that allowed us to prioritize routes to market. So in the enterprise, it’s very much a co-sell partner delivery model. GSIs are a very strong focus. Technology partners are a very strong focus up there. And then certain regional boutique consulting partners continue to be high value, particularly in our vertical industries—FSI, public sector, life sciences. Below the line, the story was: how do we give this business to the partners, give partners autonomy, and allow them to determine their own future? So that was really about taking business that was historically direct and making it indirect. Actually, this year, we have a whole project where we are moving our channel direct install base to indirect. So, communicating with the customer about why it’s good for them, communicating to the partner of what they need to do to be ready, and then putting that fuel into an engine that we’ve been building over the last few years with partners with strong SAS skills, but who were traditionally services partners and have had to build something of a resale muscle. We’re also starting to recruit some more traditional high-powered solution providers, as well as really focusing on managed service provider opportunities with partners who not only can sell the solution, but they host and operate the solution for the customer. And the nexus of this was finding ways to bring the enterprise value of SAS to the non-enterprise client base, and to do that through our local superpower, which is our partner community who understand those customers and their pain points in a way that we just don’t have the resources to do, and to make sure they’re empowered with the kind of tools and the right cost structure to be able to give that enterprise value at a non-enterprise price point. Robert Dutt: How has that direct-to-indirect transition gone? How does that land with customers? It’s got to be a bit of a communication challenge because you want to make sure you’re not positioning it as “we’re stepping away from you,” even if you’re introducing a partner into the mix. John Carey: Yeah. So this is what we’re going through right now. So first of all, there’s the angst as a vendor of saying, “I’m about to go to a customer and say our transactional relationship is going to change.” But really, our contractual relationship remains intact. The contract between the end user and the vendor stays in place. We are responsible for delivering on the value of the platform or the solution provided. What we’re doing is we’re rerouting the transaction through a partner, which means we can support more currencies. We can support different pricing conditions and payment terms that, as an enterprise, we’re just not able to entertain for anyone but the largest customers. And so our positioning is: it gives our customers far more flexibility and more intimate engagement than being part of a long tail of customers for a large enterprise that end up in this pool that you call “programmatic”—which we all use the words, but none of us like those words. And a way of avoiding that is to say, “This isn’t programmatic. This is channel-managed,” because this is where the partners are stepping in to make sure that that customer feels like the most important customer of that partner, rather than the not-most-important customer of a large vendor. Robert Dutt: Can you tell me a little bit more about the managed services motion and how you see that evolving, especially as SAS overall has become much more open in terms of the whole structure there—getting into MCP and acknowledging that a lot of times customers are going to be consuming SAS’s insights and abilities through the chatbots and other channels, for want of a better word? John Carey: Well, look, first of all, I’ve certainly lived through enough inflection points to recognize one as it comes along. And this is an inflection point where there’s opportunity and risk. When I think about the philosophy from the channel, certainly with channel customers, I want those customers hosted by partners. Why? Because a big part of their TCO challenge is just giving them access to software doesn’t mean they can afford the resources to operate and maximize return on that software. If they can be supported by a managed service provider, by a solution provider who’s hosting on their behalf, now they have access to actual educated, certified SAS resources who are dedicated to making sure they maximize the return on that investment. And so with that underpinning, you then think about the integration of the chatbots—the Anthropic’s, Copilot, Gemini integration. It’s pretty scary for mid-sized customers to be thinking about this. I mean, do most people know that if you put your data up on those things that it’s no longer privileged? Do most people know that there’s an element here which feels like social media, that we’ve since learned who’s being monetized here? This feels free, but actually I’m feeding this model all of my proprietary data to get a presumed efficiency which may or may not turn up, in the hope that it doesn’t hallucinate. Well, when I look at that and I think about SAS making data ready for the AI lifecycle, SAS having a governance infrastructure that allows us to identify bias, to make sure—now, as you heard announced yesterday, the AI Navigator that allows us to track these agents and ensure that we understand whether agents are behaving in a way that is copacetic with the intention of the business user. And if one fails or starts to behave in a way that is not aligned with the organization, you’re able to flag that. You’re able to communicate that to other connected agents so that you can source the problem and solve the problem. I think when we think of it in that way, this is a real opportunity for the channel to step in. These moments of “How do I bridge the technology into value?” is the perfect space for resellers, service providers, solution providers to step in, navigate that complexity for the customer, give the customer confidence with the technology choices that they’re making—that they are safe and secure with SAS. As I frame it, we’re a 50-year-old vendor who’s been in the most regulated industries. Others out there turn up with an easy button and a black box. We turn up with a transparent box and a governance framework that means we acknowledge nothing’s easy, but once you engage in this, you will survive audit. You will be able to understand where problems occurred and why, and you will be able to remediate. Robert Dutt: A few years ago, maybe about three, you guys signed on TD SYNNEX. I think that’s the first major global distribution partner for you guys. What was the hypothesis behind that move, and how has it worked out? John Carey: So the general hypothesis was—and again, I’ve been in the industry a long time. I think every year we hear the headline, “This is the year distribution is no longer relevant.” I actually did a column on that not too long ago. Robert Dutt: There you go. John Carey: And meanwhile, they continue to provide new and incremental value. One of the hypotheses was as we moved to indirect, there is obviously—from going from thousands of customers to hundreds of partners, going from hundreds of partners to one distributor allows us to get that leverage effect through quotes, transactions, credit. Something that provides a security to us as a vendor that allows us to lean in, but also provides structure and options at the partner level that they need, but are not a priority for us as a vendor. So TD SYNNEX offers financing terms. They will invoice on behalf of the partner. They will put together creative fiscal options that allow customers to stretch. They’ll even offer to assess credit based on the end user’s credit rather than the partner’s credit. Those are fantastic services that just, frankly, as a vendor, aren’t our core business. So what we’re able to do is to address more customers through more partners and do the thing that we’re really good at: solve their data and AI problems through Viya and our solution stack and bring value to those businesses. Robert Dutt: Given all that, a while ago the goal was set for 30%, I think, of revenues through channels. Where does that sit today? What’s the momentum looking like? And what do you see as sort of remaining obstacles along the way to that goal? John Carey: Yeah, so great progress. So if I think about segments—the channel segment, which is 100% indirect, is between 10% and 15% of our business. In the enterprise, there’s a lot of channel fulfillment and engagement. And so overall, we are very close to that 30% of the total business being with or through a partner. But we want to—the new goal is, as all goals change: I want to be 30% of the overall business with that channel segment. With that segment of customers that are exclusively partner, and therefore be a strong contributor into the enterprise accounts with partner co-sell, partner fulfillment, and partner delivery. So future’s bright. All goals, as they need to, change over time and the bar increases. And we are doing a great job of forcing that bar up every year so that we have to ask more of ourselves and our partners so that we make sure we focus on delivering value to our customers. Robert Dutt: Let’s talk about what it looks like to be a SAS partner today in terms of the economics and all that kind of good stuff. What does success look like economically for a partner today? And how is that story changing as the product portfolio and the goal shifts? John Carey: As you say, goals are made for changing. And especially in this industry, things change fast. So maybe a good way of thinking about this is: what’s the conversation with a new partner that we’re onboarding? And one of the things we’ve tried to do is to say, “Hey, look, we will have the packaging so that you can focus on sales readiness first and build a book of business with us.” So that’s where we leverage package service offerings from our SAS consulting organization that are resellable by partners. We are rationalizing our product portfolio for the SMB market to be far more prescriptive. We know what works, but we still have the full enterprise list of offers, and frankly, it doesn’t add value. It adds something of a confusing layer of options that aren’t really relevant for many of the use cases and customers that we and our partners specifically deal with. So phase one: build an annuity business on the resale model. As you become—and as it makes sense in your business—to invest in services headcount, then those package service offerings get replaced by your own services. And it is a services-rich business. The great thing about a data and AI platform is once you start answering questions and you’ve built that trust with the client, more and more questions occur. And models need to be refined; models need to be promoted. And as a partner, if you are doing this in a regular cadence, you are building a scenario where that customer trusts you as their trusted advisor and comes to you for those service elements. So the baseline is—and we pay more on New than we do on Renew. There’s an annuity business build out there that is driven by sales enablement and sales focus and strong investment in demand generation on our channel marketing center platform, where you can run co-branded campaigns and drive real top-of-the-funnel demand. We’ll work with you on getting that down into closed business, and we know how to do that very well. As it becomes reasonable for you to make investments in technical resources where you know you have a book of business, you can apply those resources too. That’s where we ask partners to lean in. And at that point, they are now attaching services, and that grows their—and we know that services are more profitable than the resale. So it’s table stakes: build a book of business that’s got an annuity associated, and then use that to catalyze investment in more profitable services over time, which is something of a sea change. When I came in, there was a lot of investment required before a partner was allowed to sell. And we’ve inverted that to say, “I want it to be easy for you to sell and we’ll support you.” And when you’ve got the right amount of business behind you, then it makes logical sense for you to invest. And that investment is the outsized return for you as a partner. Now, for our existing partners, it’s the inverse, right? They were already doing a lot of delivery. They know how to do the services. This now gives them a vehicle to attach those services to that’s more autonomous and less dependent on a SAS seller to pull them in after. And so with that, they’ve made great investments in sales functions within their organizations for product sale and attaching their own services straight out of the gate. Robert Dutt: Big announcement week this week with AI Navigator on governance, the new agentic AI capabilities across the board, the industry accelerators. From a channel strategy standpoint, do these announcements change who you’re looking for in terms of partners, or is it an opportunity to do more and different things with the base? John Carey: I think the honest answer is both. If I think about our GSIs, the accelerators, the models, the agentic capabilities are incredibly attractive to our global systems integrator partners. And it gives them a reason to lean in even more with us around account telemetry, account planning, and moving out of that advisory engagement into delivery engagement with them. And we are now a very modern platform that has been very considerate of where our customers are. We’re a company who reflects the personality of our founder. I think of that Teddy Roosevelt quote: “Walk quietly, but carry a big stick.” Well, we walk quietly, but with our platform and our solutions, that’s a very big stick. It makes a lot of noise. And I think what you saw at this Innovate was kind of something we’ve known for a while, but now the market is starting to recognize is that there’s a lot of significant growth value there for existing customers as they move to Viya and the Viya solutions with the agentic AI integrations, with the accelerators. So that’s happening, I think, on the other side. We are now at a point of inflection where enterprise capabilities are expected at non-enterprise accounts. And how we execute on that is through partners and through prescription and optimization, so that when we engage, we give those customers a very clear message of what they can do and what they can achieve and what it’s going to cost them. And that is all within their budgetary expectation, and we execute on that relentlessly and consistently with our partners. Robert Dutt: When I chatted with Ryan Macdonald, who heads up the Canadian operations, a bit earlier, he talked about—especially in competitive situations—what he called a “hidden SAS situation,” where organizations will find that they’re running business-critical decisions on stuff, on SAS, that they’ve almost forgotten about. It just kind of sits there, it just works. And the conversation becomes about: how do you upgrade and grow from that foundation? How do you find that conversation showing up in the partner community? And if it is, in fact, a partner conversation, how are you equipping partners to realize that opportunity? John Carey: Yeah, so I think that’s very much a conversation with our established enterprise industry accounts. And so how I think that shows up is our conversations with our global systems integrator partners. They’ve made investments in assessment tools and accelerators and migration pathways that help a customer understand how they are currently using their SAS estate and what critical functions are being run on that estate, so they can help a customer understand the actual relevance. It’s like, I live in Florida, right? I only notice the air conditioning when it doesn’t work. But you don’t switch off the air conditioning unless you’ve got an alternative ready to go. And their job is to make sure customers, when making strategic decisions, understand the impact of decisions they may make. And that, I think, creates an opportunity for how we’re talking about: “We’re going to actually upgrade you so that you have better climate control, right? You have new options. It can be more cost-effective as it scales and it can meet more of your needs. And you don’t lose the critical foundation that you’ve been building your business on.” I think there’s some of that recognition that we’re a relatively humble organization, but I’m starting to hear more of our customers acknowledge, more of our partners talk about, “Hey, let’s not shy away from the fact you’re running your business on SAS.” This is critical functionality. We hear billions being managed. When we think about our price book, we talk about billions of assets under management. I mean, that’s the order of magnitude of what we’re managing from a risk or a fraud perspective. And we want to make sure that we can meet customers where they are and make sure they make decisions that are good and solid for their business. Robert Dutt: Another one that came up with Ryan was the idea of increasingly seeing GSI plus niche specialist partner and kind of the ecosystem play. I’m curious if that’s a deliberate strategy. Is it something you’ve observing and adopting to? John Carey: For me, I think it’s always been there. I think GSIs have always really effectively subcontracted in specific expertise and niche value as needed when doing delivery. I think what’s happening now, again, with disruptive inflection points—what I believe we see happening is things that were already happening become very visible. So I think what we’re seeing right now is, rather than that being a subcontract relationship, it’s a more explicit contract with GSI, contract with boutique partner with very specialized expertise. And it’ll settle over time, and it may even go back to more of a subcontract model. But I think that’s great. We’re all acknowledging that there is value in industry expertise, and even within industry expertise, there is real value in some very niche expertise that requires that level of investment. And you should be paying to make sure you get the right value resource working on your project. Robert Dutt: If I’m a Canadian reseller or a system integrator who hasn’t worked with SAS to date listening to this and thinking, “All right, they have an interesting story, they’re in an interesting place.” What’s the right profile for a partner for you right now? What are you looking for? What do you actually need more of in the market? John Carey: I would say I’m looking for solution providers. So I’m looking for partners who can address mid-market organizations’ needs across data and AI. With a strong relationship with TD SYNNEX, great credit, skills in infrastructure, security, data, who are looking to an adjacent expansion where bringing in SAS as a way to modernize that data for the AI lifecycle and turn that data now into insight and from insight into workflow integrated with agentic capabilities. If that’s your bag, don’t just knock on the door, knock our door down. We want to talk to you. Robert Dutt: Fair enough. Final question: what does the SAS channel look like in three years if things go well and there aren’t additional changes along the way? What would you point to and say, “That’s the thing we’re building towards”? John Carey: I think the service provider in the mid-market and below will become a far more dominant motion. I think in the enterprise, we’ll see even more integration of partners from a fulfillment perspective as customers start to push vendors to engage with them through the advisors who have guided them through this transformative period. And I think as a vendor, you just have to acknowledge that the customer is going to tell you who they want to buy from. The customer is going to tell you who they want to work with. And as a vendor, what you want to say is, “Well, if they have the skills, we should lean in. If they don’t have the skills, we should be really honest about the fact that we think you could be better served by a partner that looks with this profile and skills, and here are some we would recommend.” But again, the customer is ultimately going to make the trade-offs. But I would say managed service providers are increasing, and partners building their own value on top of the Viya platform in industries where we have yet to unlock use cases are becoming more and more the norm. Robert Dutt: Especially since so much of the audience is in that MSP space, I think that’s going to be one that hits home. Well, John, I appreciate you taking the time on what I’m sure has been a very busy week. John Carey: I appreciate it, Robert. Thank you for the time. Robert Dutt: There you have it—John Carey from SAS Institute. I’d like to thank John for his time and thank you for listening. Few things I’m taking away from this one. First, the framing I kept coming back to is the transparent box versus the black box. Others turn up with the easy button and a black box. SAS turns up and says nothing is easy, but when you engage with us, you’ll understand where problems occurred and why, and you’ll be able to remediate. In an environment where AI governance is moving from a theoretical concern to an operational requirement, that’s a differentiated position and for channel partners, it means the conversation is not just about selling software. It’s about being the guide that helps the customer make confident technology choices. Second, the direct-to-indirect migration is live right now. The contract between the end user and SAS doesn’t change. What changes is the transaction route, and the pitch to customers is that instead of being part of a long tail at a large enterprise, you become the most important customer of a partner who’s dedicated to your success. It’s a strong repositioning and the kind of opening that partners who have not been in the SAS conversation before should be paying attention to. Third, John was pretty clear about where the next three years go. Managed service providers building up their own value on top of the Viya platform in industries where use cases are still being unlocked. If you’re an MSP with deep vertical expertise and data, security, or infrastructure skills, this episode makes the case for why you should be knocking on SAS’s door. We’ll be back on Monday with more from SAS Innovate as we hear the practitioner side of the story: my conversation with Nat D’Ercole from Deloitte Canada on what AI transformation actually looks like from inside a major Canadian enterprise engagement. If you found this one useful, follow or subscribe to the ChannelBuzz.ca podcast. We’re on Apple Podcasts, Spotify, YouTube, and most of the major directories. Ratings and reviews are greatly appreciated, especially when they have five stars. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

Ryan MacDonald, country leader for SAS Canada Recorded on site at SAS Innovate 2026 in Grapevine, Texas, today’s In The Channel features Ryan MacDonald, country leader at SAS Canada, in a wide-ranging conversation about what the week’s major announcements mean for Canadian organizations – and where SAS sees its channel and partner opportunity growing. The conversation opens on the energy at SAS Innovate, which marks the company’s fiftieth anniversary, and what the announcement lineup – including the new SAS AI Navigator for AI governance and the expansion of agentic AI capabilities across the Viya platform – means for the Canadian market specifically. MacDonald describes Canadian enterprise AI maturity as strong in intellectual capital but still building toward consistent economic output, with the governance and trust framework a necessary foundation before organizations can scale. He draws a direct line between Canada’s regulatory environment – OSFI E-21 in particular – and the practical operational pressure organizations are feeling as model validation volumes have grown from two a week to multiple per day. On the competitive landscape, MacDonald addresses the challenge from Microsoft Fabric and Databricks with an argument about SAS’s existing footprint in business-critical decisioning layers – often invisible infrastructure organizations don’t always realize they’re sitting on, and an upgrade path through Viya designed to deliver incremental value rather than a rip-and-replace. The conversation also covers the evolution of SAS’s channel strategy, the managed services opportunity in a data sovereignty environment, and the MCP-based openness that is letting external AI agents call SAS analytics directly. Read Full Transcript Robert Dutt: Hello, and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca, and your host for the show. This week, I’m coming to you from Grapevine, Texas, where I’ve been on the ground at SAS Innovate 2026. It’s a significant week for SAS Institute on a couple of fronts. The company is marking its 50th anniversary this year, and the announcement lineup has been one of the more substantive in recent memory, with major moves in AI governance, agentic AI across the Viya platform, and a meaningful shift in how the platform opens up to external AI agents and frameworks. My guest today is Ryan Macdonald, country manager [CHECK: title recorded as “country manager” – should be “managing director” if you want to punch in] for SAS Canada. Ryan’s been with SAS Canada for about a decade, and has just stepped into a role leading the country this year. He has a front row seat to some significant strategic changes – the move to Viya, the expansion of the partner and channel program, and now what I think is a genuinely important moment as AI governance moves from theoretical concern to practical operational requirement, particularly in Canada’s regulated industries. We cover a lot of ground – what this week’s announcements mean for Canadian organizations, where Canadian enterprise stands on AI maturity right now, the OSFI E-21 story, how SAS is thinking about its channel ecosystem and the mid-market opportunity, and a candid conversation about managed services and data sovereignty. Let’s get right into it. My chat with Ryan Macdonald. [MUSIC] Robert Dutt: Ryan, thanks for taking the time, and what I’m sure is a busy week for you. Ryan MacDonald: Yes, of course. Thanks for having me, Robert. Robert Dutt: You guys turned 50 this year, and it feels like one of the bigger product lineup announcements at Innovate in a while. Curious what you felt from the room. What’s the energy, what’s the vibe that you’re getting from this year at Innovate, especially given that 50 years of SAS framing? Ryan MacDonald: I agree with the energy you’re feeling. Certainly a ton of energy around our 50th and just what we’re seeing in terms of AI tooling and where we fit into that ecosystem. So lots of conversations about the data estate, how that’s evolving, and then just really looking for the reality check on where practical value lives in the new AI ecosystem that’s being framed around, especially for enterprise technology stacks. Robert Dutt: Look at the announcement stack this week. You’ve got Navigator for AI governance. You’ve got the agentic AI expansion in Viya, the various industry solutions. Curious – and I’m sure you’ve seen some of these before they were announced to the public and been following their development – what is kind of activating your Spidey senses in terms of, “ooh, that’s going to play well at home right now.” What are we seeing as sort of the big early day opportunities out of those innovations? Ryan MacDonald: Certainly in Canada, the regulatory domain around model risk management and model management and lineage and explainability is front of mind for everybody. I think that’s the major limiting factor in terms of proliferating cost of AI, in terms of actually calculating a per unit cost of running a model or introducing intelligence to something that was maybe traditionally rules-based. And so I think not only is there a regulatory driver, but people are seeing that as a practical constraint. So a lot in the governance and trust domain is certainly a hot topic. Robert Dutt: And that kind of speaks to where I wanted to go next, actually, which is you guys have been in Canada across verticals for a long time, obviously. Curious how you would describe the overall kind of AI maturity of the Canadian market right now. Are we kind of leading, lagging? Or is there something distinctly Canadian to it? Ryan MacDonald: Yeah, great question. This is close to home. We have the benefit of working with thought leaders in AI, folks like Ajay Agrawal. And just knowing the pedigree of intellectual property around this conversation in Canada, we have so much there. Of course, Geoffrey Hinton and Ilya Sutskever and the folks at U of T have just delivered so much to this community. I think that said, enterprise adoption and converting this into economic output is still something that we’re figuring out. So I think our investments generally, relative to peer groups around the world, we’re still a little behind. I think we’re doing some advanced things. There are some exceptions to this, where use cases are at the forefront of what’s being delivered globally. But generally, I think the data estate and this trust dynamic and the need for establishing a scalable framework for trust and governance – it’s a responsible thing to do. But relative to other geographies, it’s setting a foundation before we really run away with some use cases and deliver. Robert Dutt: One thing we’re tracking – I’m sure a lot of people are – is the idea of AI initiatives that get a start and a lot of fanfare and then fizzle out before hitting production or certainly proving their worth. I’ve heard a lot of the framing of the idea of trust and governance as kind of the growth driver, rather than the compliance tax. How is that hitting in Canada? And is that any different than what you’ve seen in terms of reactions and feeling and overall motion in the states or elsewhere? Ryan MacDonald: I think there are certainly differences in the tone of this conversation. For me, the purview is mostly north and south of the border – the US and Canada. But I think in Canada, we have a regulatory domain that is really prioritizing these things. So it’s not optional for a lot of – especially in a regulated market, this isn’t really a luxury you’d have to say, do I comply with this or not? But I think it’s also putting a per unit cost parameter on this for folks that is important. We’re seeing a huge proliferation of AI. Everything – your microwave, your lawnmower, everything has some sort of AI enablement component to it. Is it necessary? Are you getting the appropriate uplift? And these teams that are validating and pushing these models through the organization – what we’re hearing from them – this went from two a week, to a month, to two a day, five a day, ten a day. And so the systems – it’s not just a luxury or a question really of the ethics. Are we doing the right thing? Is this responsible? It’s a framework that’s required for the validation process, even just table stakes, to really scale through the organization. Robert Dutt: To that point, in Canada we’ve got financial services, and particularly we’ve got OSFI E-21 coming up. That’s pretty scary – things attached to it if you’re not hitting the bar. Are you seeing that create urgency? Or are customers still in a wait and see kind of space around that? Ryan MacDonald: I think the regulatory conversations there are interesting. There’s a lot of assessment of what peers are doing. And I think OSFI, to their credit, really listens to the community. Rather than setting a standard blind lead, just based on their intellectual property and what they see as being a requirement, they really listen to the community and measure from where everybody is, taking stock of that. So I don’t believe there’s a lot of fear and panic. I think organizations – as we did a lot of work around E-21 [CHECK: transcript rendered as “E23” – confirm on playback] specifically in this space – they were really well prepared. They had some ideas on how to make this more efficient, really focus on the materiality of where the risk lives and develop a framework that’s consistent with the risk posture in other domains. And I think that’s really – nobody was suggesting, “hey, this isn’t a good idea. This is too much pressure. This is putting a cost burden on us.” That wasn’t really the dialogue. Robert Dutt: Beyond financial services and other regulated industries especially, what are you seeing in terms of how customers are wrestling with AI governance right now? Ryan MacDonald: I think the scale of maturity across industries just varies so greatly. You have some organizations that are really just getting started, and they’re acknowledging that. In some of the roundtables we’ve had the benefit of participating in, some folks are trying to find their first step in AI. What does this even mean? They’re trying to find the right resources that can guide them. They’re still building their technology estate. And then, conversely, you have folks that are, as we spoke about earlier, leading the world – the global community – in terms of things like automated decisioning frameworks and integrating what were previously siloed processes. We see this in risk and fraud domains merging together. So I think we’re seeing both ends of that spectrum in Canada, certainly. Robert Dutt: Analytics has become a crowded space lately – with Databricks, with Snowflake, with Microsoft Fabric getting in there, all in territory that you guys have been in for a long time. How do you make the case to Canadian organizations that have been told, especially by Microsoft, “hey, you can just have analytics as part of what you already have?” What’s the competitive message there? Ryan MacDonald: Yeah, that’s a regular conversation for us, of course. I think what we really offer institutions, especially given the scale of the organizations we support – and we work in almost every major industry, every major enterprise in Canada – we offer a very different risk posture in moving through this process. So they may have what were traditional analytics with SAS. Maybe we had dabbled in what was previously BI, something like that. But for a lot of institutions, we support business-critical payload. There is a core application to their business that’s being delivered with a component of SAS. And oftentimes, as our relationships diversify across the organization, maybe we have a specific technology sponsor that helped build this alongside their business counterpart. Maybe they’ve moved on. And that decisioning layer is sort of obfuscated. So we spend a lot of time identifying – hey, is this what looks like ETL work potentially, in a report or an assessment that’s performed? Is this really a decisioning layer in your organization? And that’s what we’re really finding is there. And what folks are really interested in is taking that framework – what was previously identified as legacy SAS – and seeing what we offer in terms of Viya. It’s scaling far beyond what the competition can offer in terms of decisioning frameworks and automating process and delivering core value. A lot of the AI discussion is focused now on where are you seeing ROI? How long do we have to wait? What is the roadmap to finally get something out of this? And I think that’s really the core difference. Yes, there’s a lot of tools. It’s a crowded space. The competition is fierce and they can do some very exciting things. I think what we offer organizations is really the opportunity to do those same things and more, and to take your current investments, your current intellectual property, through that framework – which delivers value incrementally rather than a build within a complete new paradigm. Robert Dutt: One of the announcements that really caught my eye this week was the addition of the MCP – in that essentially you guys are opening up the analytics engine to external AI agents like Claude to call it directly. It seems like a pretty significant shift in terms of thinking about openness, thinking about consuming SAS from wherever folks want to consume it. What does that motion mean for the Canadian organization and for your Canadian customers? Ryan MacDonald: I think this is an extrapolation of what we spoke about earlier, in the sense of we are providing these deterministic decision frameworks to these organizations today. And so we talk about this almost in the sense of the Apple/Android paradigm. This was a previously closed ecosystem. The SAS code base was proprietary. The compute infrastructure was proprietary. And the open source motion was the first move here – running Python and R and other code frameworks natively within SAS is something that we’ve supported now for years within Viya. And it’s an extrapolation of this – meeting our customers where they are. SAS did not endeavor to compete directly with the frontier labs and build LLM models. But we certainly see the benefit – this is providing the market the productivity increase, the creativity of use cases, and what this adds to decisioning frameworks. I think the shortcoming is still the deterministic component, where something can be built in a hard and trusted capacity, presented to a regulator with the appropriate lineage. That’s really where we see these worlds coming together. So I don’t think it’s a great strategic decision if SAS were to impose, “we have one specific framework, one partner in this space.” We’re seeing, in addition to the frontier labs, a lot of custom work in this space as well – enterprises that are building more small language models around their data sets. So imposing this integration framework, I think, allows us to really meet customers where they are. Robert Dutt: A few years ago there was a flurry of things going on on the channel side for you guys. You brought on TD SYNNEX as a distributor. I believe it was a worldwide, not Canadian-specific figure that you were going for – 30% of contribution through partners. Where’s the channel scene at for you today? How would you characterize where you’re at against those goals and others? Ryan MacDonald: I think we’re still making progress in that domain. The channel business is still growing very aggressively. It’s a big shift to turn, frankly, in terms of getting the allotment of customers we had when we segmented what work was going to the channel, how that was going to be developed. And we compare ourselves to our peers in the industry – they’ve been at this for a lot longer. So just the maturity continues to develop. I think we’re seeing great progress, great feedback from customers in terms of the way that the channel is able to support them. And we see proliferation of niche players here that have come out of the woodwork that are very industry-specific. So I think that’s really the opportunity – where we had a general technology-based approach for certain industry segments, what we’re seeing is these channel partners can really tie together these business outcome-driven discussions in a way that was much more expensive and difficult for SAS to scale to. Robert Dutt: What does the community look like today in terms of scale, profile of partners, what they’re doing, and where do you see that evolving over the near future? Ryan MacDonald: I think we’re seeing this change very quickly with the advent of AI in terms of what use cases are being prioritized. I think in Canada, a lot of organizations have hit a wall in terms of understanding their data foundations – they’re not necessarily ready to scale them towards all the outcomes they’re seeking to deliver. And so channel partners are that domain. What are our peers doing? And this is GSIs and niche consulting firms and everybody in between. So we’re really seeing those conversations take shape of almost a reset of the roadmap, a reprioritization of how they’re building out their target state ecosystem. And that industry expertise is, I believe, the real differentiator. There’s a lot of competition. It’s a crowded space in that sense. So having an outcomes-focused point of view, whether that’s from SAS directly or a channel partner, is really important. Robert Dutt: Is the changing nature of what you guys are focused on in terms of AI governance and all those kinds of things that we’ve been talking about changing the definition of who you’re working with as a partner? Or is that something that’s likely to happen in the near future? Ryan MacDonald: I don’t think it’ll necessarily change. We might add some things to it, but they’re really part of the same conversation. I don’t think you can have a conversation about scaling AI without a discussion about the governance framework. And in a lot of cases, model inventory work, and just being the core platform of delivering models in this decisioning layer, is something that SAS had a lot of experience and an existing footprint within. So I think it’s really germane to the way we’ve been working with these customers today. Robert Dutt: How does the service mix – how they actually bring this all to market as partners – change as kind of what you’re going after changes? Ryan MacDonald: I think there’s a lot more consultative work right now around these outcome-focused and prioritization discussions. So I think it certainly is changing. And if you’re seeing this sort of increased competition in the technology domain and more commoditization of certain tool sets, it just puts more weight on – how do I really navigate? It crowds the pathway and creates more obstacles in terms of delivering outcomes. And so I think just refocusing on outcome-oriented discussion – and a lot of times these are deep partnerships between a niche consulting vendor, or somebody that now is a channel partner to SAS, and these firms in sectors across Canada. So it’s not necessarily changing the way we’re working with them. It’s changing the prioritization of the discussion, putting consulting maybe ahead of technology. Robert Dutt: Before we sat down to record, just as we were getting to know each other, you mentioned that part of your path through SAS Canada was you had managed services, at least for a while – and I believe that to be internally. How has that shaped, and how does this moment shape, how you think about working with partners who are in that managed services kind of motion? Ryan MacDonald: Yeah, that conversation is changing everywhere in the world. The political landscape, of course, is relevant here – in terms of we’re seeing some location dictate where customers are willing to send or host data. We’re seeing geo-repatriation in that sense. We’re seeing movement to the cloud change the dynamics of the cost model, what folks are seeing in terms of stable applications that don’t necessarily need the scalability or proximity to data. We’re seeing them pull some things back on premises and build clouds internally with OpenShift and other technologies. So I think it’s a cycle like most things in technology, where we’ve had the gold rush of moving everything to the cloud. And I think especially enterprise customers are now deciding not only how do they divide that workload amongst hyperscaler partners, but what is appropriate for internal clouds, which are now growing in popularity. And I think in Canada, we’re not seeing a huge disruption in this space, but we’re seeing a lot more of our business grow in terms of managed services. And as we talk about more outcome-driven engagements – less just providing raw access to the technology – the managed service really bridges the gap in terms of the various integration points that need to be managed along the way. And so it’s not just simply providing the infrastructure and application support. We’re seeing the managed service domain, especially around SAS – where this is not a one-size-fits-all approach – really extrapolate into “can we help you really derive your outcome” with expertise in either transformations of data, or we’re providing models now in terms of a service offering, in addition to consulting work of building models custom to each application. So that’s really evolving quickly. Robert Dutt: One of the trends that we follow a lot is this move across the industry to look at partners less as a direct, straight-through channel and more as an ecosystem – a lot more multi-partner engagements, especially given where you guys sit in the complexity and custom nature of a lot of what customers are asking of you. How are you guys thinking about that ecosystem, multi-partner play? Ryan MacDonald: I think the list of partners is generally growing as we talk about extrapolating into channel and SAS’s ambition to have, as you stated, 30% of our revenue flowing through the channel in Canada. I think the customer really dictates the specific mix. And so customers in large enterprise have a preference of GSI and specific domains. And what we’re seeing more is the introduction of niche players alongside GSIs, where typically that was binary previously. They would typically – let’s say they work with Deloitte or EY, for example – that would be their preference to continue in that direction. And now we’re seeing them want to leverage the scale those organizations offer, but really like the thought leadership and expertise delivered by a niche partner, and want to bring us all together. So we’re seeing a lot more partners enter the conversation, which I think is very healthy for the competitive domain and just in terms of getting to specific outcomes very quickly. Robert Dutt: The traditional sweet spot for SAS has been clearly enterprise, and Canada’s a very SMB-heavy nation, obviously. But a lot of the stuff that’s going on right now between the Viya SaaS model and the stuff going up on GitHub and the move towards managed services suggests that there might be even more of a mid-market play than before. I’m curious what you see in terms of what a Canadian reseller can realistically and credibly pursue right now. Ryan MacDonald: That has been the way the economy has been structured in Canada for decades, of course, and something that I think our channel strategy really celebrates and prioritizes. SAS – it’s hard to work both ends of the spectrum. And so our legacy of working with enterprise customers, to explore some of the topics we’ve covered in the regulatory domain and how that takes shape, the reach to SMB customers has been something that we’ve candidly struggled with at times. The channel is really the resolution to that. So we’re seeing, as we talk about more entities in this space, the mix of consulting partners or partners in general proliferating – that’s really where we’re seeing it, down more towards the SMB segments, less on the enterprise side. Robert Dutt: Acknowledging that there’s going to be a wide range of things here, and it may even depend partner to partner, but looking at the channel as an aggregate – what do you need more of from your partners right now in terms of areas of focus, in terms of opportunities to be going at, in terms of skillsets? Ryan MacDonald: I think because we are trying to aggressively pursue this market in Canada and service this customer base – which, again, the channel is just better suited for, all around – to me, it’s the feedback loop. That’s something that we challenge, of course, our frontline in an enterprise setting. You have a consistent flow of communication that’s bidirectional. We’re getting feedback on what’s important to them, what they are doing with the platform at times in our tool sets. And having that flow through an additional intermediary is an additional step in the process in the channel segment. But I think that’s really important – just to make sure we’re collecting feedback not just from channel partners, but direct from customers – their experience with SAS, how our channel partners feel in terms of support and enablement, pricing and mechanics and the rest of it as well. Robert Dutt: Curious what you see success at SAS Canada looking like over the next 12 to 18 months. What are the conversations you want to be having that you aren’t yet? What are the measurements that you’re looking at? Ryan MacDonald: We have been growing the business – in terms of revenue, of course, is always important to us – but influence in the market, I think, is something else. SAS, having such a – as we celebrate 50 years – our legacy is something we’re incredibly proud of. It’s afforded us the opportunity to build these great partnerships in Canada, all across the country, various enterprises. I think at times the double-edged sword there is they may equate us to the way they had built with SAS previously and don’t necessarily take stock of some of the things you’re seeing us bring to market today and announcing here at Innovate. So I think that is really what we look for – not just in terms of revenue growth and are we delivering more outcomes and scaling the progress with these customers. Are we really – are they delivering within the new framework? Are we changing the narrative in terms of what they see from SAS and who we are to them? Robert Dutt: My last and definitely most important question – how many dinners did you have last night? Ryan MacDonald: I had one dinner. Robert Dutt: One? One dinner. Oh, that’s an accomplishment. I appreciate you taking the time, Ryan. Thanks. Ryan MacDonald: Thank you, Robert. Really, really nice to meet you here today. Thank you, I appreciate your time. Robert Dutt: There you have it – Ryan Macdonald from SAS Canada. I’d like to thank Ryan for his time. This was our first in-person recording with the new setup, and I think you can hear the difference. And thank you for listening. A few things I’m taking away from this one. First – the AI governance story in Canada is moving faster than it might look from the outside. Ryan’s framing stuck with me: the volume of models organizations are pushing through validation has gone from two a week to five to ten a day. The governance framework isn’t a compliance tax – it’s the operational infrastructure that makes any of this scalable. And for Canadian financial services firms, OSFI E-21 isn’t on the horizon anymore – it’s here. Second – SAS’s competitive argument is more interesting than the standard “we’ve been around longer” play. The pitch is that there’s already a business-critical decisioning layer in your organization that’s been built on SAS. And the real question is whether you’re going to upgrade and grow from that investment, or build something new from scratch alongside it. For a lot of Canadian enterprises, that’s a conversation worth having. And third – Ryan was candid that the direct sales model doesn’t reach the SMB, and the channel is the answer. What’s interesting is where the growth is coming from – niche, industry-specific partners alongside the big GSIs, with customers already wanting both in the room. If you’re a Canadian reseller or systems integrator with deep vertical expertise, SAS is worth a conversation. We’ll be back tomorrow with more from on the ground here at SAS Innovate 2026, as we chat with the global channel chief at SAS Institute, John Carey [CHECK: transcript rendered as “John Kerry” – confirm on playback before publishing]. If you found this one useful, follow or subscribe to In The Channel from ChannelBuzz.ca. We’re on Apple Podcasts, Spotify, YouTube, and most of the major directories. Ratings and reviews are always appreciated and genuinely help other people in the channel find the show. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

Trust Is the Operating System of the Agentic Enterprise   In this episode, Sabine VanderLinden is joined by Franklin Manchester, Global Insurance Strategic Advisor at SAS, and Steven Abel, Global Technology Partner and Deputy Global Head of AI & Transformation at Oliver Wyman. Together, they unpack the concept of "trust by design" in the context of agentic enterprises and AI adoption.    The conversation pivots from traditional risk frameworks and compliance-based approaches to trust, to the urgent need for architectural and cultural transformations in which trust is embedded in every system and decision. They explore why organisations often confuse expanding AI tools with genuine readiness for autonomy, discuss why "human in the loop" is no longer sufficient, and offer perspectives on scaling trust, managing risk, and redefining organisational roles.    The trio debates actionable leadership moves for CEOs and boards, the evolving skills for insurance professionals, and how the frontier firm of the future will distinguish itself through intentional trust-building—not just AI deployment.   KEY TAKEAWAYS   Many organisations treat AI trust as a compliance issue, which hinders safe scaling. The fundamental shift involves deploying autonomous decision-makers, making trust by design an architectural and leadership mandate.   We, as an industry, over-invest in AI models and technology while under-investing in people and trust. Simply using more models or data doesn't guarantee higher trust, especially without architectures built for transparency and governance. Franklin noted a disconnect where insurers use AI but lack trustworthy systems, surprisingly favouring newer generative AI over established machine learning.   I question the efficacy of "human in the loop" controls in high-stakes industries, while Steven advocates embedded, infrastructure-level trust solutions. Franklin identified processes as primary failure points, particularly when tacit knowledge is overlooked (citing Cigna's mass claim denials).   The discussion explores the need for new AI risk and governance roles, akin to past actuarial practices. While human-centricity should drive design, scalability is challenging as organisations move toward agentic systems in which humans supervise, rather than directly control, risking brand integrity if governance fails.   For leaders, I urge you to shift focus from technology hype to foundational trust. Steven prioritises "under the water" capabilities, such as risk and regulatory expertise. Franklin recommends three people-centric actions: embracing new skills, breaking data silos, and protecting the brand.   The truly future-ready firm embeds trust into every decision system—a practice rooted in culture, governance, and leadership, not just technology. Scaling AI without trust is merely scaling risk; organisations must engineer trust as a core operating principle.   BEST MOMENTS   "Trust isn't what you say, it is what your system does." — Sabine VanderLinden   "The architecture of these models themselves don't lend themselves to a high trust environment." — Steven Abel   "We trust generative AI 200% more than machine learning. Which is bonkers to me because machine learning has been around for like 30 years." — Franklin Manchester   “There's still no more sophisticated sensor than a human being and a more powerful computer than the human brain.” — Franklin Manchester   “Auditability, transparency, and a connection with the human ecosystem and judgment—these things are non-negotiable.” — Steven Abel   "It is clear that the adoption is moving fast, and we need to make sure within regulated industry that we apply trust in everything we do. Otherwise, we are going to shun both customers." — Sabine VanderLinden   ABOUT THE GUEST   Franklin Manchester Prior to joining SAS, Franklin served as a Global Insurance Strategic Advisor at SAS Institute, bringing over 20 years of experience in insurance underwriting and analytics. Known for his deep industry insight and passionate advocacy for trustworthy AI, Franklin is currently focused on linking insurance expertise with AI-driven transformation, highlighting the importance of governance, ethical frameworks, and human-centricity in future-ready companies.   Steven Abel Global Technology Partner at Oliver Wyman and Deputy Global Head of AI and Transformation, Steven leverages his extensive background in tech innovation and large-scale enterprise change. As a self-proclaimed technology enthusiast, he offers critical perspectives on the infrastructural and professional challenges organisations face in scaling agentic AI responsibly and with embedded trust, urging leaders to rethink assumptions and prioritise under-the-surface architectural investments.   ABOUT THE HOST   Sabine VanderLinden is a corporate strategist turned entrepreneur and the CEO of Alchemy Crew Ventures. She leads venture-client labs that help Fortune 500 companies adopt and scale cutting-edge technologies from global tech ventures. A builder of accelerators, investor, and co-editor of the bestseller The INSURTECH Book, Sabine is known for asking the uncomfortable questions—about AI governance, risk, and trust. On Scouting for Growth, she decodes how real growth happens—where capital, collaboration, and courage meet.   If this episode sparked your thinking, follow Sabine VanderLinden on LinkedIn, Twitter, and Instagram for more insights.   And if you're interested in sponsoring the podcast, reach out to the team at hello@alchemycrew.ventures

With 25+ years guiding Fortune 100s, start‑ups, and non-profits through change management, culture transformation, and engagement, Dr. Patrick Farran, founder of Ad Lucem Group, former Consulting Director at SAS Institute, and former Notre Dame MBA faculty, brings impactful insight into purposeful leadership.Key Takeaways:Purpose drives performance. Focus on the "why" and "who" to align teams with a clear mission, not just tasks and tactics.Leadership is a shared journey. Involve team members in decision-making, embrace diverse perspectives, and co-create solutions.Coaching fuels growth. Building leadership capacity means creating space for reflection, learning, and adaptive challenge.Shift from fixing to flourishing. Great teams don't just solve problems—they unlock potential by valuing strengths and encouraging creativity.“Our culture is built one conversation at a time.”“The absence of conflict is not peace. It's apathy,”“The central task of leadership is to manage strengths such that the weaknesses become irrelevant.” - Patrick FarranReach out to Patrick Farran at:Website: https://adlucemgroup.com/LinkedIn: https://www.linkedin.com/in/patrickfarran/Ask for and receive all you want need and deserve without feeling rejected, ineffective, or pushy. Learn to manage your mindset, lead yourself and others more effectively and have the meaningful conversations that drive your most important work. Get your free starter kit today at www.theinfluentialnonprofit.comConnect with Maryanne about her coaching programs: https://www.courageouscommunication.com/connectBook Maryanne to speak at your conference:https://www.courageouscommunication.com/nonprofit-keynote-speaker Ask for and receive all you want, need, and deserve without feeling rejected, ineffective, or pushy. Learn to manage your mindset, lead yourself and others more effectively, and have the meaningful conversations that drive your most important work. Get your free starter kit today at www.theinfluentialnonprofit.com Connect with Maryanne about her coaching programs: https://www.courageouscommunication.com/connect Book Maryanne to speak at your conference:https://www.courageouscommunication.com/nonprofit-keynote-speaker

In this episode, Bob ‘n Joyce explore what it really takes to create a workplace where people thrive — and it's a lot more than free snacks and ping pong tables. They dive into the idea of on-site wellness centers, where employees can unplug, recharge, and access real support. Imagine a workplace that offers: ✅ Manicures and massage therapy ✅ On-site counseling for burnout or stress ✅ Flu and COVID shots without leaving the office ✅ Yoga, dance, and meditation sessions Bob ‘n Joyce make the case that this isn't a far-out fantasy. Companies like SAS Institute in Cary, NC, have been doing it for over 40 years — and it's a big reason they consistently rank among the best places to work in America. Tune in for fresh ideas on how your company can move beyond surface perks and start building a true culture of care. Come on in, grab a snack, and welcome!

Franklin Manchester, global insurance strategic advisor at SAS Institute explais how insurance leaders face a growing ethical responsibility to close the global protection gap — leveraging AI, data, and technology to build resilient communities while overcoming trust barriers and adapting to climate-driven risks.

This episode of AgNet NewsHour focuses on recent developments regarding the Corporate Transparency Act (CTA). Hosts Sabrina Halvorson and Lorrie Boyer discuss a recent Texas court ruling that issued an injunction, pausing the enforcement of the CTA, which requires businesses to disclose beneficial ownership information. Statements from key agricultural organizations, such as the American Farm Bureau Federation and the National Cattlemen's Beef Association, are shared, expressing concerns over the constitutionality and implications of the Act. The discussion also delves into broader questions around business privacy versus public right-to-know, and the potential complexities if court rulings on the Act conflict.  Sabrina interviews Dr. Meg Schaeffer, an epidemiologist and the National Public Health Advisor for the SAS Institute. They discuss the recent USDA federal order regarding raw milk and its connection to avian influenza. With the emergence of H5N1 in California's raw milk samples, the USDA mandates nationwide raw milk testing to ensure food safety. Dr. Schaefer explains the significance and risks of the avian influenza virus, its impact on agriculture and public health, and the importance of pasteurization. Dr. Schaeffer addresses misconceptions about raw milk, its safety concerns, and calls for a temporary pause in raw milk consumption. The conversation emphasizes the collaborative effort needed among producers and government agencies to control the outbreak and prevent potential pandemic scenarios. Lorrie talks with Isaiah Kisica from the University of California Davis to discuss his research on groundwater nitrates in California. Isaiah, a professor specializing in land, air, and water resources, elaborates on his work focused on optimizing water management in agricultural systems to minimize environmental impacts. The conversation delves into his study, part of the USDA SEAP project, monitoring water quality in critical watersheds, specifically the Central Valley aquifer system. The study employs cutting-edge technology, including a VEDOS zone monitoring system, to track nitrate migration, revealing that nitrates can reach groundwater in as few as 10 days under specific climatic conditions. Isaiah discusses the implications of his findings for growers and water managers, highlighting advanced techniques, like high-frequency fertigation, and sensor development for real-time soil nitrate measurement. He also addresses the role of agricultural fertilizers in nitrate presence and the validation of regulatory models for groundwater protection.

This week we welcome back; Reggie Townsend, Vice President of Data Ethics at SAS Institute and member of President Biden's National AI Advisory Council. We discussed AI development and regulation in the US. He stressed balancing innovation incentives with government restraint and cited the CHIPS Act as key for AI infrastructure, though most investments are private. He highlighted that AI trustworthiness varies, suggesting risk-based assessments. Townsend underscored the importance of AI education and common standards. On regulation, he noted a risk-focused, citizen-protective approach with inevitable dissent. Lastly, he urged AI to remain a bipartisan issue, avoiding politicization similar to electricity, with current bipartisan support.  

In this episode, Kevin Werbach is joined by Reggie Townsend, VP of Data Ethics at SAS, an analytics software for business platform. Together they discuss SAS's nearly 50-year long history of supporting business's technology and the recent implementation of responsible AI initiatives. Reggie introduces model cards and the importance of variety in AI systems across diverse stakeholders and sectors. Reggie and Kevin explore the increase in both consumer trust and purchases when they feel a brand is ethical in its use of AI and the importance of trustworthy AI in employee retention and recruitment. Their discussion approaches the idea of bias in an untraditional way, highlighting the positive humanistic nature of bias and learning to manage the negative implications. Finally, Reggie shares his insights on fostering ethical AI practices through literacy and open dialogue, stressing the importance of authentic commitment and collaboration among developers, deployers, and regulators. SAS adds to its trustworthy AI offerings with model cards and AI governance services Article by Reggie Townsend: Talking AI in Washington, DC Reggie Townsend oversees the Data Ethics Practice (DEP) at SAS Institute. He leads the global effort for consistency and coordination of strategies that empower employees and customers to deploy data driven systems that promote human well-being, agency and equity. He has over 20 years of experience in strategic planning, management, and consulting focusing on topics such as advanced analytics, cloud computing and artificial intelligence. With visibility across multiple industries and sectors where the use of AI is growing, he combines this extensive business and technology expertise with a passion for equity and human empowerment.   Want to learn more? ​​Engage live with Professor Werbach and other Wharton faculty experts in Wharton's new Strategies for Accountable AI online executive education program. It's perfect for managers, entrepreneurs, and advisors looking to harness AI's power while addressing its risks.  

Explore the newest Carrier Management issue featuring guest editor Michael Fitzgerald, Insurance Industry Advisor for SAS Institute, offering insights on preparing for an AI-driven future. Dive into some … Read More » The post Michael Fitzgerald Takes on Guest Editor Role for Current Quarter’s Carrier Management Issue appeared first on Insurance Journal TV.

Guest Joseph Castle Panelist Richard Littauer Show Notes In this episode, Richard welcomes Joe Castle, Executive Advisor for Strategic Partnerships and Technology at SAS, and he was previously featured on an episode in the FOSSY 2023 series podcasts. Today, they engage in conversations about various aspects of open source and Code.gov, exploring its history, budget changes, and challenges. Joe provides an overview of SAS Institute, its role in analytics and AI software, and its presence in the federal government. The discussion dives into the federal source code policy, its key aspects, and the allocation of the federal IT budget. They explore the idea of making government source code open source and the challenges associated with it, and there's a discussion on the importance of supporting open source projects and various initiatives in different countries and labs. Press download now to hear more! [00:01:23] Joe gives us an overview of SAS Institute, its focus on analytics and AI software, and its presence in the federal government and other sectors. [00:02:08] Joe talks about his background and how he became an advocate for open source software, especially Python, in both personal and professional context. He discusses his role at SAS, which involves promoting open source integration and education. [00:06:41] We learn about the history of Code.gov, which was born out of the U.S. federal source policy in 2016, and then Joe explains the three key aspects of the federal source code policy: creating a source code policy, updating acquisition language, and publishing an inventory of source code, including at least 20% as open source software. [00:10:03] Richard mentions the size of the federal IT budget and asks about the allocation of the remaining 93% of the budget. Joe explains that the 93% of the budget goes towards labor, infrastructure, commodity IT, and various IT-related expenses. [00:14:31] Richard inquires about the availability of a manifest listing all open source packages on Code.gov, and Joseph explains that Code.gov provides agency inventories of their source code, and each agency can decide what to include or exclude from the list based on various factors, including security. [00:16:31] Joe discusses his involvement with Code.gov, which started when he worked at the White House and volunteered to help implement the federal source code policy. [00:19:21] Richard asks about the budget for Code.gov and its changes over the years and Joe clarifies that Code.gov had a budget of about a million dollars a year for platform, staff, and related expenses. [00:20:09] Joe discusses the rise and fall of Code.gov, including policy changes and a decrease in funding, resulting in downsizing and limited maintenance of the website and code. [00:22:30] The role of the CIO at OMB is brought up and Joe explains that the focus of the federal CIO can shift with changing priorities and administrations. [00:23:23] Richard asks about how to reinvigorate Code.gov and whether it's possible to influence the CIO to prioritize it. Joe mentions an interaction with a Senate committee staffer and suggests that getting attention from key decision-makers is essential for pushing such initiatives. [00:27:34] Richard wonders if there are any internal efforts to track multiple contracts for the same vendors and improve code management. Joe tells us he's not aware of specific internal efforts but mentions the existence of similar projects in other places. [00:31:47] Joe notes that there weren't discussions about financially supporting open source projects at Code.gov, and the focus was on making the code available to the public and raising awareness of its existence. [00:32:52] Richard discusses the importance of supporting open source projects used by the government and mentions governmental efforts like the Sovereign Tech Fund in Germany. Joe talks about how certain agencies and labs, such as NASA and the Department of Energy, fund open source projects. He also mentions that he once considered making Code.gov an open source project separate from the government but didn't proceed with the idea, and he mentions the GitHub Government website. [00:37:06] Find out where you can follow Joe on the internet. Quotes [00:07:06] “Code.gov was born out of the U.S. Federal source code policy.” [00:18:37] “It's basically holistically the OSPO for the U.S. federal government.” Spotlight [00:37:45] Richard's spotlight is a book series he read called, Bloody Jack by L.A. Meyer. [00:38:27] Joe's spotlight is some great books he read: The Work by Wes Moore, Still Standing by Larry Hogan, and Bridgebuilders by William D. Eggers and Donald F. Kettl. Links SustainOSS (https://sustainoss.org/) SustainOSS Twitter (https://twitter.com/SustainOSS?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor) SustainOSS Discourse (https://discourse.sustainoss.org/) podcast@sustainoss.org (mailto:podcast@sustainoss.org) SustainOSS Mastodon (https://mastodon.social/tags/sustainoss) Open Collective-SustainOSS (Contribute) (https://opencollective.com/sustainoss) Richard Littauer Mastodon (https://mastodon.social/@richlitt) Joseph Castle Twitter (https://twitter.com/jrcastle_vt) Joseph Castle, PhD LinkedIn (https://www.linkedin.com/in/jrcastle/) Sustain Podcast-Episode 197: FOSSY 2023 with Joe Castle (https://podcast.sustainoss.org/197) SAS (https://www.sas.com/en_us/home.html) Code.gov (https://code.gov/) Data.gov (https://data.gov/) Defense Finance and Accounting Service (https://www.dfas.mil/) U.S. Department of Defense (https://www.defense.gov/) GitHub and Government (https://government.github.com/) Bloody Jack by L.A. Meyer (https://en.wikipedia.org/wiki/Bloody_Jack_(novel)) The Work: Searching for a Life That Matters by Wes Moore (https://www.amazon.com/Work-Searching-Life-That-Matters/dp/081298384X) [Still Standing: Surviving Cancer, Riots, a Global Pandemic, and the Toxic Politics That Divide America by Larry Hogan](https://www.amazon.com/Still-Standing-Surviving-Pandemic-Politics/dp/B08CFVK3VK/ref=sr11?) Bridgebuilders: How Government Can Transcend Boundaries to Solve Big Problems by William D. Eggers and Donald F. Kettl (https://www.amazon.com/Bridgebuilders-Government-Transcend-Boundaries-Problems-ebook/dp/B0B5Y8XZKR) Credits Produced by Richard Littauer (https://www.burntfen.com/) Edited by Paul M. Bahr at Peachtree Sound (https://www.peachtreesound.com/) Show notes by DeAnn Bahr Peachtree Sound (https://www.peachtreesound.com/) Special Guest: Joseph Castle, PhD.

Christina Stathopoulos is a leading voice in the data community, participating regularly as an international public speaker and educator in the field. Previously at Google and Waze, as well as Nielsen and SAS Institute, Christina is now the Founder of Dare to Data - a new start-up focused on helping businesses reach the next level in their data journey. In this episode of the EM360 Podcast, Head of Content Matt Harris speaks to Christina about:Important takeaways from 2023The rise of AI and data democratisationPredictions for the next 12 months in data

Conhecimento técnico nem sempre é simples de ser compartilhado, ainda mais por pessoas que não são da área de educação. Se você é Dev e já teve a oportunidade de palestrar em um evento, falar em um workshop ou até mesmo participar de um webinar como speaker, você sabe do que estamos falando. Aqui no Google Cloud, nossa comunidade de desenvolvedores está ativamente empenhada nessa função. Neste episódio especial gravado diretamente do palco do TDC (The Developers Conference), Luciano Martins, Developer Advocate do Google Cloud, conversa com Taís Silva, Arquiteta de Soluções do SAS Institute e Fernando Sedrez, Data Engineer da Globo - que foram palestrantes no evento - contam como eles se preparam para esses momentos, quais são suas referências, inspirações e dão dicas valiosas para isso! O Devs na Sala faz parte do hub de conteúdo do Google Cloud Cast. Nesse podcast, nós discutimos assuntos técnicos para o público técnico com foco na jornada de aprendizado, detalhes de projetos, futuro da tecnologia e muito mais! Confira os links deste episódio: Leia a transcrição desse episódio: ⁠https://bit.ly/3MQcXe1 Participe da comunidade de desenvolvedores do Google Cloud: https://cloud.google.com /innovators Conheça o blog técnico do Google Cloud: medium.com/google-cloud-brasil Leia a transcrição desse episódio: https://bit.ly/3u9hLor

In this episode, we are hosting two great guests, Reggie Townsend, Vice President, Data Ethics Practice. Member of the Biden AI Advisory Committee, and Josefin Rosén, Head of AI at the SAS Institute. We discussed broadly how we can benefit from the technology of artificial intelligence and at the same time make sure that it's used for the benefit of mankind, as well as what measures we should take to prevent the malicious use of AI. Read more: https://ai-podden.se/

AI-podden with Stephanie Ora and Mark Thundercliffe, SAS Institute. Stephanie and Mark discuss the role of AI, data, and analytics for risk management. We get some examples of how AI could be used to mitigate risks such as fraud and money laundering in financial services. Read more: https://ai-podden.se/

Hear from Dr. Donald van Deventer, Managing Director--Risk Research and Quantitative Solutions at SAS, and Professor Robert Jarrow of Cornell University's SC Johnson College of Business as we continue our discussion of the current banking climate as it relates to integrated balance sheet management — and specifically asset and liability management (ALM). This special two-part podcast series will explore conditions under which a bank is at risk of a “run” by looking internally at their assets and liabilities. We will also consider how to model simulations to project when assets will become negative relative to liabilities and determine how to ensure resiliency within financial institutions. Part 1 of this series will tackle the following topics: Introduction to deposit models for FDIC insurance How to handle hedging and mismatched balance sheets Determining what analytical methods are essential to "doing it right"  An introduction to non-maturity demand deposit runoff that will be a key component for part 2 of this series   Speaker Bios Dr. Donald van Deventer, Managing Director--Risk Research and Quantitative Solutions @ SAS He joined the Risk Research and Quantitative Solutions group at SAS Institute, Inc. in June 2022 through SAS' acquisition of his previous firm, the Kamakura Corporation. He founded Kamakura in 1990 and served as Chairman and Chief Executive Officer until the acquisition. Dr. van Deventer's emphasis at SAS Institute, Inc. is enterprise-wide risk management and modern credit risk technology. His primary financial consulting and research interests involve the practical application of leading-edge financial theory to solve critical financial risk management challenges.   Robert Jarrow is the Ronald P. and Susan E. Lynch Professor of Investment Management at Cornell University's SC Johnson College of Business. He is a co-creator of the Heath-Jarrow-Morton (HJM) model, the reduced form credit risk model, and the forward price martingale measure, the standards for pricing and hedging derivatives at major financial institutions. Jarrow is a pioneer of arbitrage-pricing theory and has written seven textbooks and over 225 pieces for academic journals. Jarrow is on the advisory board of numerous academic journals including the Frontiers of Mathematical Finance. His research has won many awards, and he was named IAFE Financial Engineer of the Year in 1997. Jarrow is in the Fixed Income Analysts Society Hall of Fame, Risk Magazine's 50-member Hall of Fame, is listed in the Who's Who of Economics, and received Risk Magazine's Lifetime Achievement Award in 2009. He is currently an IAFE senior fellow and serves on various industry advisory boards.   Over the years, GARP and SAS have worked together to bring risk practitioners unique insights on a variety of topics related to risk management. This time, we are partnering on a brand-new podcast, Risk and Resiliency to take a closer look at ways to face the challenges ahead, to be more agile, vigilant, and quickly adapt to shifting market conditions.  About SAS As a leader in analytics, SAS' award-winning capabilities in analytics, risk management, and other technology areas have helped customers across the globe solve their toughest and ever-evolving business problems. Its unrelenting commitment to innovation enables organizations across financial services to modernize and sustain a competitive edge. Through the latest developments in machine learning, natural language processing, forecasting, and optimization, SAS supports diverse environments and scales to meet changing needs. Learn more about how SAS is driving innovation and business value for risk and finance professionals at www.sas.com/risk

Welcome back for the conclusion of this special two-part podcast series featuring Dr. Donald van Deventer, Managing Director--Risk Research and Quantitative Solutions at SAS, and Professor Robert Jarrow of Cornell University's SC Johnson College of Business. We continue the discussion of the current banking climate as it relates to integrated balance sheet management — and specifically asset and liability management (ALM). Part two of this series will tackle the following topics: A further exploration of non-maturity demand deposit runoff Deeper understanding of the estimated default probabilities for a bank that funds investments in Treasury securities with deposits Examples of how those default probabilities vary by maturity and the bank's initial capital position Tangible actions for aligning your balance sheet and optimizing your risk profile    Speaker Bios Dr. Donald van Deventer, Managing Director--Risk Research and Quantitative Solutions @ SAS He joined the Risk Research and Quantitative Solutions group at SAS Institute, Inc. in June 2022 through SAS' acquisition of his previous firm, the Kamakura Corporation. He founded Kamakura in 1990 and served as Chairman and Chief Executive Officer until the acquisition. Dr. van Deventer's emphasis at SAS Institute, Inc. is enterprise-wide risk management and modern credit risk technology. His primary financial consulting and research interests involve the practical application of leading-edge financial theory to solve critical financial risk management challenges.   Robert Jarrow is the Ronald P. and Susan E. Lynch Professor of Investment Management at Cornell University's SC Johnson College of Business. He is a co-creator of the Heath-Jarrow-Morton (HJM) model, the reduced form credit risk model, and the forward price martingale measure, the standards for pricing and hedging derivatives at major financial institutions. Jarrow is a pioneer of arbitrage-pricing theory and has written seven textbooks and over 225 pieces for academic journals. Jarrow is on the advisory board of numerous academic journals including the Frontiers of Mathematical Finance. His research has won many awards, and he was named IAFE Financial Engineer of the Year in 1997. Jarrow is in the Fixed Income Analysts Society Hall of Fame, Risk Magazine's 50-member Hall of Fame, is listed in the Who's Who of Economics, and received Risk Magazine's Lifetime Achievement Award in 2009. He is currently an IAFE senior fellow and serves on various industry advisory boards.   Over the years, GARP and SAS have worked together to bring risk practitioners unique insights on a variety of topics related to risk management. This time, we are partnering on a brand-new podcast, Risk and Resiliency to take a closer look at ways to face the challenges ahead, to be more agile, vigilant, and quickly adapt to shifting market conditions.  About SAS As a leader in analytics, SAS' award-winning capabilities in analytics, risk management, and other technology areas have helped customers across the globe solve their toughest and ever-evolving business problems. Its unrelenting commitment to innovation enables organizations across financial services to modernize and sustain a competitive edge. Through the latest developments in machine learning, natural language processing, forecasting, and optimization, SAS supports diverse environments and scales to meet changing needs. Learn more about how SAS is driving innovation and business value for risk and finance professionals at www.sas.com/risk

Navigating Economic Challenges: Lessons from Companies That Prioritize Their People  In this Leadership365° podcast, we discuss how companies can respond to economic challenges without sacrificing their employees' well-being. We highlight the examples of companies which implemented pay cuts rather than layoffs during difficult times. We also explore how companies can leverage economic downturns as opportunities to innovate and gain market share, as demonstrated by SAS Institute during past recessions. Overall, we emphasize the importance of prioritizing people in times of economic turbulence, and how doing so can benefit both employees and the company in the long run. Check out some of Nicky Dare's most recent published books: The Kaizen Currency of Success - An Ecosystemic Approach to Life available in Kindle and Paperback here. Also Situational Leadership - Incorporating Situational Awareness for Effective Decision-Making and Adaptability in Dynamic Environments available in Kindle here.    

Hear from Dr. Donald van Deventer, Managing Director--Risk Research and Quantitative Solutions @ SAS, as we discuss the impact of current market trends on asset liability management With a possible recession looming and inflation near its highest levels since the 1980s, navigating around balance sheet issues remains complex. In this first of a series of podcasts on asset and liability management (ALM) featuring academic and industry experts, we will tackle the following topics: ·         The current regulatory and marketplace-driven challenges for risk analytics ·         How to handle term structure modeling in times of rising interest rates and inverted yield curves ·         Requirements for quantitative approaches in ALM in the current environment Speaker Bio Dr. Donald van Deventer, Managing Director--Risk Research and Quantitative Solutions @ SAS Dr. Donald van Deventer joined the Risk Research and Quantitative Solutions group at SAS Institute, Inc. in June 2022 through SAS' acquisition of his previous firm, the Kamakura Corporation. He founded Kamakura in 1990 and served as Chairman and Chief Executive Officer until the acquisition. Dr. van Deventer's emphasis at SAS Institute, Inc. is enterprise-wide risk management and modern credit risk technology. His primary financial consulting and research interests involve the practical application of leading-edge financial theory to solve critical financial risk management challenges. Over the years, GARP and SAS have worked together to bring risk practitioners unique insights on a variety of topics related to risk management. This time, we are partnering on a brand-new podcast, Risk and Resiliency to take a closer look at ways to face the challenges ahead, to be more agile, vigilant, and quickly adapt to shifting market conditions.   About SAS As a leader in analytics, SAS' award-winning capabilities in analytics, risk management, and other technology areas have helped customers across the globe solve their toughest and ever-evolving business problems. Its unrelenting commitment to innovation enables organizations across financial services to modernize and sustain a competitive edge. Through the latest developments in machine learning, natural language processing, forecasting, and optimization, SAS supports diverse environments and scales to meet changing needs. Learn more about how SAS is driving innovation and business value for risk and finance professionals at www.sas.com/risk  

Co w obecnych czasach decyduje o przewadze konkurencyjnej? Technologia, umiejętne wyciąganie wniosków z danych, ale przede wszystkim ludzie i relacje, które firma nawiązuje z klientami. Bo w świecie, w którym coraz więcej zadań można zautomatyzować, to właśnie autentyczność i relacyjność sprawiają, że klient pamięta o marce i wraca po kolejne produkty. O tym, jak technologia wspiera więź firmy z kupującymi, a także o potędze storytellingu w budowaniu wizerunku marki rozmawiają Bartek Pucek i Jarosław Kuźniar, a także goście podcastu Technologicznie: Beata Magdziarz, Chief Digital Officer w Havas Media Group Poland, Piotr Frankowski, dyrektor w SAS Institute, odpowiedzialny za obszar Customer Advisory, a także Arkadiusz Seredyn, CEO Persooa. Partnerem Audycji jest Persooa. Persooa wspiera firmy e-commerce, które chcą zwiększyć sprzedaż, oferuje rozwiązania Marketing Automation 2.0. Więcej informacji na: www.persooa.com

Here is a replay of the #1 most downloaded episode of 2022. Struggling to hire and keep talented marketers in Australia? Recruitment expert Alicia Lykos reveals where you should advertise open positions, how to be recruitment ready, and why a graduate program could be the best thing for your business!Guest:Alicia Lykos is the owner and founder of Red Wolf Group and is the trusted advisor to CEO's across the country, helping them to optimise their talent to deliver on their strategy. Alicia has been in numerous executive HR roles across leading global IT organisations including Unisys, SAS Institute and Object Consulting. She is now the right hand to dozens of CEOs across Australia and is seen as their strategic talent advisor helping them drive growth and high performance using people data and leadership frameworks. Red Wolf Group in a leading Talent & Leadership Consultancy in Australia and she is focusing on helping organisations lead with confidence. Follow her on LinkedIn [https://www.linkedin.com/in/alicialykos/] and on Instagram [@redwolfgroup], or visit her website [redwolfgroup.com.au].Find Us Online:James Lawrence LinkedIn: https://www.linkedin.com/in/jameslawrenceoz/ Smarter Marketer Website: https://www.smartermarketer.com.au/ Rocket Agency Website: https://rocketagency.com.au/ Rocket Agency LinkedIn: https://www.linkedin.com/company/rocket-agency-pty-ltd/Buy Smarter Marketer:Hardcover: https://amzn.to/30O63kg Kindle: https://amzn.to/2ZqfCWm About the Podcast:This is the definitive podcast for Australian marketers. Join Rocket Agency Co-Founder and best-selling author, James Lawrence in conversation with marketers, leaders, and thinkers about what it takes to be a smarter and more successful marketer.

I dagens avsnitt av Mattesnack berättar Ulf Hertin och Mathias Lanner om sitt arbete med att skapa insikter ur de enorma mängder data som genereras inom tex sjukvården. ”Ska hälso- och sjukvården leva upp till sitt namn och gå mot att inte bara upptäcka och förstärka symptom, utan även kunna göra riskbedömningar och motverka sjukdom i tid så behövs AI. AI-modeller är egentligen matte som inte räknar linjära samband utan kausala samband och komplexa relationer som i sin tur ger oss ett mönster för att vi ska förstå sådant våra hjärnor inte kan räkna ut” säger Ulf Hertin. Förutom matematikens betydelse pratar de om analysfällan, gapet mellan data och verklighet och den ledarskapsutmaning som ligger i att få matematiken att genomsyra en organisation. Vilka goda exempel finns på branscher som ligger före? Och hur kan då data omvandlas till kundnytta?   Ulf Hertin och Mattias Lanner arbetar på mjukvarubolaget SAS Institute vars programvara fokuserar på avancerade dataanalysmodeller. De är först ut i Mattecentrums re-brandade podcast Mattesnack (tidigare namn HardubeSTEMtdig).  

As a marketer it is important to consider how (and why) you should have a strategy to promote yourself within your organisation. Leading Australian HR and talent optimiser Alicia Lykos shares applicable strategies to position yourself as a highly valuable member of your workplace. Guest: Alicia Lykos is the owner and founder of Red Wolf Group and is the trusted advisor to CEO's across the country, helping them to optimise their talent to deliver on their strategy. Alicia has been in numerous executive HR roles across leading global IT organisations including Unisys, SAS Institute and Object Consulting. She is now the right hand to dozens of CEOs across Australia and is seen as their strategic talent advisor helping them drive growth and high performance using people data and leadership frameworks. Red Wolf Group in a leading Talent & Leadership Consultancy in Australia and she is focusing on helping organisations lead with confidence. Follow her on LinkedIn [https://www.linkedin.com/in/alicialykos/ (https://www.linkedin.com/in/alicialykos/)] and on Instagram [@redwolfgroup], or visit her website [redwolfgroup.com.au]. Find Us Online: James Lawrence LinkedIn: https://www.linkedin.com/in/jameslawrenceoz/ (https://www.linkedin.com/in/jameslawrenceoz/)  Smarter Marketer Website: https://www.smartermarketer.com.au/ (https://www.smartermarketer.com.au/)  Rocket Agency Website: https://rocketagency.com.au/ (https://rocketagency.com.au/)  Rocket Agency LinkedIn: https://www.linkedin.com/company/rocket-agency-pty-ltd/mycompany/?viewAsMember=true (https://www.linkedin.com/company/rocket-agency-pty-ltd/) Buy Smarter Marketer: Hardcover: https://amzn.to/30O63kg (https://amzn.to/30O63kg)  Kindle: https://amzn.to/2ZqfCWm (https://amzn.to/2ZqfCWm)  About the Podcast: This is the definitive podcast for Australian marketers. Join Rocket Agency Co-Founder and best-selling author, James Lawrence in conversation with marketers, leaders, and thinkers about what it takes to be a smarter and more successful marketer.

W dzisiejszym odcinku Marta Makowska z Polskiego Instytutu Spraw Międzynarodowych przybliża data act, czyli regulację, która ma zapewnić firmom równy dostęp do danych. W drugiej części Zuzanna Karolak i Marcin Nadolny z SAS Institute opowiadają, jak nowa technologia i wymiana informacji może pomóc w zwalczaniu finansowych oszustw. Rozmowy prowadzą Ryszard Łuczyn i Karol Tokarczyk. Zapraszamy do słuchania

“Vi brukade bara samla in hälsodata när någon känner sig sjuk. Ny teknik gör det möjligt att samla in data också när vi mår bra,” säger Mark Wolff, chief health analytics strategist på SAS Institute, en av deltagarna på Future of Democracy i Helsingborg. Och med möjligheten att samla in data också när vi är […]

Think you deserve a pay rise but have no idea how to ask for one? Have you been asked to present a dollar figure but don't know how to measure your worth? Alicia Lykos is back on the podcast to give you tangible tips for your next salary review! Guest: Alicia Lykos is the owner and founder of Red Wolf Group and is the trusted advisor to CEO's across the country, helping them to optimise their talent to deliver on their strategy. Alicia has been in numerous executive HR roles across leading global IT organisations including Unisys, SAS Institute and Object Consulting. She is now the right hand to dozens of CEOs across Australia and is seen as their strategic talent advisor helping them drive growth and high performance using people data and leadership frameworks. Red Wolf Group in a leading Talent & Leadership Consultancy in Australia and she is focusing on helping organisations lead with confidence. Follow her on LinkedIn [https://www.linkedin.com/in/alicialykos/ (https://www.linkedin.com/in/alicialykos/)] and on Instagram [@redwolfgroup], or visit her website [redwolfgroup.com.au]. Find Us Online: James Lawrence LinkedIn: https://www.linkedin.com/in/jameslawrenceoz/ (https://www.linkedin.com/in/jameslawrenceoz/)  Smarter Marketer Website: https://www.smartermarketer.com.au/ (https://www.smartermarketer.com.au/)  Rocket Agency Website: https://rocketagency.com.au/ (https://rocketagency.com.au/)  Rocket Agency LinkedIn: https://www.linkedin.com/company/rocket-agency-pty-ltd/mycompany/?viewAsMember=true (https://www.linkedin.com/company/rocket-agency-pty-ltd/) Buy Smarter Marketer: Hardcover: https://amzn.to/30O63kg (https://amzn.to/30O63kg)  Kindle: https://amzn.to/2ZqfCWm (https://amzn.to/2ZqfCWm)  About the Podcast: This is the definitive podcast for Australian marketers. Join Rocket Agency Co-Founder and best-selling author, James Lawrence in conversation with marketers, leaders, and thinkers about what it takes to be a smarter and more successful marketer.

Michael Friendly is a Fellow of the American Statistical Association, a Professor of Psychology, founding Chair of the graduate program in Quantitative Methods at York University, and an Associate Coordinator with the Statistical Consulting Service. He received his doctorate in Psychology from Princeton University, specializing in Psychometrics and Cognitive Psychology. In addition to his research interests in psychology, Professor Friendly has broad experience in data analysis, statistics, and computer applications. He is the author of Discrete Data Analysis with R: Visualization and Modeling Techniques four Categorical and Count Data. He is also the author of SAS for Statistical Graphics, 1st Edition and Visualizing Categorical Data, both published by SAS Institute, and an Associate Editor of the Journal of Computational and Graphical Statistics and Statistical Science His recent work includes the further development of graphical methods for categorical data and multivariate linear models, as well as work on the history of data visualization. Howard Wainer is an independent statistician and author with experience in educational testing and data visualization. He received his PhD from Princeton University in 1968. He has taught at The University of Chicago, Princeton University and the Wharton School of the University of Pennsylvania. He was employed by the Educational Testing Service from 1980 until 2001 and was the Distinguished Research Scientist at the National Board of Medical Examiners from 2001 until 2016. He is a fellow of the American Statistical Association and American Educational Research Association. Episode Notes Michael Friendly and Howard Wainer, A History of Data Visualization & Graphic Communication Michael Friendly GitHub | https://friendly.github.io/HistDataVis/ Milestones Project: https://datavis.ca/milestones/ Michael Friendly Site | https://www.datavis.ca/ John W. Tukey, Exploratory Data Analysis Sandra Rendgen, The Minard System: The Complete Graphics of Charles-Joseph Minard Brit Rusert, Silas Munro, W. E. B. Du Bois's Data Portraits: Visualizing Black America Leland Wilkinson, The Grammar of Graphics Isabel Wilkerson, The Warmth of Other Suns: The Epic Story of America's Great Migration

Clicks and Bricks Podcast #197 About John Standish: John Standish is a Co-Founder and Chief Innovation Officer for Infinilytics, Inc., and is responsible for the development of Charlee TM advanced analytics solution for the insurance and health- care industries. Prior to joining Infinilytics, John was a consultant and Alliance Partner to the SAS Institute, in the State and Local Government, Security and Intelligence, and the Financial and Insurance Practices. John also consults the insurance industry for first-party bad-faith litigation involving fraud investigations and state-mandated compliance and has testified as an expert for fraud, investigations, and accident reconstruction in legal proceedings. Jump Ahead: 00:00 Intro 00:27 About John Standish 02:14 What is Charlee.ai 08:50 Rebranding Infinilytics to Charlee.ai 11:13 How John decided to rebrand his company 12:36 Difference between the board of directors and board of advisors and their importance 17:05 Challenges that John overcome in handling different industries 18:16 What is AI and machine learning 30:43 Significant breached way outside the insurance industry 33:33 Companies should value the intellectual property 34:10 Advice on how to get started being a business owner 41:40 Being passionate about what you're doing 46:58 Primary clients of Charlee.ai 47:38 How to connect with Charlee.ai 48:02 John's last thoughts 49:13 How to contact Ken Reach out to John: https://www.linkedin.com/in/john-standish-a1b5489 Email: jstandish@charlee.ai See Ken at PodFest Expo in Orlando Florida! May 26th - 29th 2022 Want to go to PodFest Expo visit https://podfestexpo.com #GetToWork #charleeai Learn more about your ad choices. Visit megaphone.fm/adchoices

Clicks and Bricks Podcast #197 About John Standish: John Standish is a Co-Founder and Chief Innovation Officer for Infinilytics, Inc., and is responsible for the development of Charlee TM advanced analytics solution for the insurance and health- care industries. Prior to joining Infinilytics, John was a consultant and Alliance Partner to the SAS Institute, in the State and Local Government, Security and Intelligence, and the Financial and Insurance Practices. John also consults the insurance industry for first-party bad-faith litigation involving fraud investigations and state-mandated compliance and has testified as an expert for fraud, investigations, and accident reconstruction in legal proceedings. Jump Ahead: 00:00 Intro 00:27 About John Standish 02:14 What is Charlee.ai 08:50 Rebranding Infinilytics to Charlee.ai 11:13 How John decided to rebrand his company 12:36 Difference between the board of directors and board of advisors and their importance 17:05 Challenges that John overcome in handling different industries 18:16 What is AI and machine learning 30:43 Significant breached way outside the insurance industry 33:33 Companies should value the intellectual property 34:10 Advice on how to get started being a business owner 41:40 Being passionate about what you're doing 46:58 Primary clients of Charlee.ai 47:38 How to connect with Charlee.ai 48:02 John's last thoughts 49:13 How to contact Ken Reach out to John: https://www.linkedin.com/in/john-standish-a1b5489 Email: jstandish@charlee.ai See Ken at PodFest Expo in Orlando Florida! May 26th - 29th 2022 Want to go to PodFest Expo visit https://podfestexpo.com #GetToWork #charleeai Learn more about your ad choices. Visit megaphone.fm/adchoices

I 41. episode af EDB 5.0 kommer Pernille Hertel, som til daglig arbejder ved softwarevirksomheden SAS Institute, i studiet. Pernille blogger på Computerworld og speaker på konferencer om ansvarlig kunstig intelligens, og hvordan hun ser en fremtid hvor kunstig intelligens, uomtvisteligt vil være omkring os hele tiden. Hun vil gerne undgå at blive til USA og Kina, og giver samtidige sine bud på, hvor kunstig intelligens virkelig kan gøre en forskel, og hvordan man undgå polarisering i befolkningen. Shownotes: 00.00-10.39: Intro til Pernille, SAS Institute og intelligent automation 10.39-38.48: Ansvarlig kunstig intelliens, EU regler & regulativer, syntetisk data, AI som beslutningsstøttende og forskel på forskellige slags kunstig intelligens 38.48-46.27: En fremtid med AI Vært: Mathias Mengesha Emiliussen

Welcome to the Fraudian Slip…the Identity Theft Resource Center's podcast where we talk about all-things identity compromise, crime, and fraud that impact people and businesses. Here to help us find the line between fact & fiction is Diana Rothfuss, a Principal, Global Product Marketer in the Fraud and Financial Crimes space for the SAS Institute; and the ITRC's own CEO Eva Velasquez. Follow on LinkedIn: www.linkedin.com/company/idtheftcenter/ Follow on Twitter: twitter.com/IDTheftCenter

Struggling to hire and keep talented marketers in Australia? Recruitment expert Alicia Lykos reveals where you should advertise open positions, how to be recruitment ready, and why a graduate program could be the best thing for your business! Guest: Alicia Lykos is the owner and founder of Red Wolf Group and is the trusted advisor to CEO's across the country, helping them to optimise their talent to deliver on their strategy. Alicia has been in numerous executive HR roles across leading global IT organisations including Unisys, SAS Institute and Object Consulting. She is now the right hand to dozens of CEOs across Australia and is seen as their strategic talent advisor helping them drive growth and high performance using people data and leadership frameworks. Red Wolf Group in a leading Talent & Leadership Consultancy in Australia and she is focusing on helping organisations lead with confidence. Follow her on LinkedIn [https://www.linkedin.com/in/alicialykos/ (https://www.linkedin.com/in/alicialykos/)] and on Instagram [@redwolfgroup], or visit her website [redwolfgroup.com.au]. Find Us Online: James Lawrence LinkedIn: https://www.linkedin.com/in/jameslawrenceoz/ (https://www.linkedin.com/in/jameslawrenceoz/)  Smarter Marketer Website: https://www.smartermarketer.com.au/ (https://www.smartermarketer.com.au/)  Rocket Agency Website: https://rocketagency.com.au/ (https://rocketagency.com.au/)  Rocket Agency LinkedIn: https://www.linkedin.com/company/rocket-agency-pty-ltd/mycompany/?viewAsMember=true (https://www.linkedin.com/company/rocket-agency-pty-ltd/) Buy Smarter Marketer: Hardcover: https://amzn.to/30O63kg (https://amzn.to/30O63kg)  Kindle: https://amzn.to/2ZqfCWm (https://amzn.to/2ZqfCWm)  About the Podcast: This is the definitive podcast for Australian marketers. Join Rocket Agency Co-Founder and best-selling author, James Lawrence in conversation with marketers, leaders, and thinkers about what it takes to be a smarter and more successful marketer.

Rep. Gale Adcock has served in the NC House since 2015, but she was no stranger to the General Assembly when she took office.  As a Family Nurse Practitioner, she walked the legislative halls for decades advocating for the NC nursing profession.   The centrist Democrat from Cary talks about her early life in southwestern Virginia, how she put herself through college and graduate school, her work as the Chief Health Officer at SAS Institute, and her centrist politics that puts her in the middle of many high profile debates.   Brian and Skye also discuss the Superior Court decision on the redistricting case and what it could mean, an American Idol jumps in a NC congressional race, a U.S. Senate poll, a new legislator is coming to Raleigh, and more.   The Do Politics Better podcast is sponsored by New Frame, the NC Travel Industry Association, and the NC Beer & Wine Wholesalers Association.    

Michael King shared great insight into how to become a successful business leader in Japan. Mr. King's arrival in Japan may have been accidental but this did not stop him from having a long and prosperous career within Japan that has lasted 22 years. Despite originally being from Ohio, he began to work in the Asia Pacific 25 years ago within APAC in Sydney Australia before eventually moving to Japan as the General Manager for Sterling Commerce as Japan was the hot spot for business action and opportunity.   His time at Sterling was integral as it was his sink or swim moment. With no experience of business in Japan and leadership skills, he quickly adapted to the environment around him and began to grow and develop his skills. Mr. King began to understand the importance of hard work ethic. His work increased ethic allowed him to understand the sales process better and interact with Japanese business.   Despite not knowing the language at first, he did study, but he realised it was not necessarily important to know Japanese when working in Japan. Mr. King learnt that as a leader of a team to succeed, he needed to learn how to listen to his team and read the non-verbal cues his team would send his way and thus, developing trust.   After his time at Sterling and later Borland he became the President of Citrix Systems for 7 years which reinforced the necessity of listening to the team and creating trust. Through his experience as a leader, he came to Citrix knowing how he can grow the company, which he succeeded in doing. After a stagnant 5 years, he formed a vicious and successful sales team which led to the acceleration of revenue growth. Through this team, he learnt to become proactive and lead rather than sit and take orders which allowed the team to create widespread awareness of who Citrix are.   After his time at Citrix, he spent a year at Autodesk using his previous knowledge to help them change their business model to allow them to grow and increase revenue. While at Autodesk he learnt more about managing large groups of people and bridging the gap between the expectation of headquarters and the channels. After his short but fruitful year at Autodesk, he began working at the Japanese company Rakuten.   While at Rakuten Mr. King developed a more intense understanding of working in Japanese business and leading a team of 1200 people as the CIO. Mr. King had become interested in what it would be like as an end-user which drove him to Rakuten in combination with working for one of Japan's best CEO's and businessmen Hiroshi Mikitani. Mr. King learnt a variety of lessons at Rakuten such as using data to optimise customer experience and developing new solutions to problems. His time at Rakuten was the gap to where he is now at SAS as the President. At SAS he strives to drive the engagement of his team and consumers.   Mr. King's 22-year long career in Japan has taught him a range of valuable lessons that have helped him become the successful businessman he is today. He claims that in order to succeed in Japan you need to understand that accountability, listening, and trust are integral.

On the Soul of Business, as organisations come to terms with the Great Resignation phenomenon, a focus on curiosity within both corporate and managerial practices is becoming a valuable trait in employees. Claressa Monteiro speaks to Deepak Ramanathan- Vice President, Global Technology Practice, SAS Institute for further insights from their recent SAS Curiosity@Work survey. See omnystudio.com/listener for privacy information.

“If CEO's are not spending 30-40% of their time on innovation, innovation won't happen” – Alex Osterwalder. In this episode, Pernille Hertel, Director of Customer Advisory for SAS Institute in the Nordics, interviews, Alex Osterwalder, Author, Speaker, Entrepreneur and Business Thinker, and Arild Spandow, CEO of Amesto Group who for the last two years has been ranked as one of Norway's 25 most innovative companies. In this episode we talk about out why leaders need to radically rethink innovation. This podcast was recorded on September 29th at Oslo Business Forum 2021 where the theme was Rethinking Business. See acast.com/privacy for privacy and opt-out information.

Tema hybridarbete! Ola Ringström och medarbetarna på SAS Institute i Sverige har haft 18 månader på sig att testa och utvärdera fördelarna med distansarbete. Nu står de inför utmaningen att bibehålla allt bra de har lärt sig – och fylla luckorna med det som har saknats. Vi följer med ut till Solna för att höra mer om återgången till kontoret och kraften i övertygelsen om att det är ”all about the people”. | Great Place To Work

What's holding you back from moving forward with the ideas swirling around your head? Venus Liles loves new ideas, whether thinking of them for herself or supporting those of other entrepreneurs. Venus has many passions, including law, entrepreneurship, and tech. Over the years, Venus is an active member of the Senior Legal Counsel for SAS Institute and has founded over three companies; including qcard, DanceHer, Liles Law, and others. She also wrote a children's book to support family conversations about the coronavirus and social distancing. While keeping a mission to help as many parents as possible have honest and loving conversations with their children about important these issues. During episode 14 of the Next Matters Most podcast, Nick, Venus, and Emily talked about how their journeys all had similar findings and thoughts on becoming an entrepreneur. From taking more risks, shipping ideas early, and getting strong feedback they each share stories of overcoming obstacles and finding peace with imperfection. This episode is full of awesome stories from the team! - Want to take this episode with you? anchor.fm/nextmattersmost To learn more about Venus Liles & Nick Jordan: nextmattersmost.com/blogs/ We've got more to offer on our social platforms! linktr.ee/_nickjordan Thank you for watching this episode of the Next Matters Most Podcast! What did you think of this episode? Let us know in the comments!

Neste episódio conversamos com Téo Calvo, Head of Data na GamersClub. O Téo é bacharel em estatística pela FCT-UNESP, pós-graduado em Data Science & Big Data pela UFPR e realiza lives na Twitch sobre Data Science, trazendo aplicações voltadas à sua experiência profissional. No mercado de trabalho já passou por diversas posições e empresas como: Coordenador de Customer Centric e Especialista em Ciência de Dados na Via Varejo, Analista de CRM no Grupo Boticário, Consultor Analítico no SAS Institute. Também faz parte do corpo docente da escola ASN.Rocks.Falamos sobre a experiência de live coding na área de data science, o uso de livros para o aprendizado, como não cair na armadilha da hype de dados, como o Exército influenciou sua trajetória para adquirir disciplina e perseverança, e muito mais!Acesse nosso post para ter acesso a links e referências: https://medium.com/lets-data/

President Biden blasts new GOP-backed state voting rules. Senate Democrats agree to about $3.5 trillion in spending for their healthcare and antipoverty plan. More big U.S. banks are set to report earnings today. Fed Chairman Jerome Powell is scheduled to deliver a semiannual report on the economy to Congress. Keith Collins hosts. Learn more about your ad choices. Visit megaphone.fm/adchoices

US equities finished higher in a quiet session Monday, with the Dow, S&P, and Nasdaq all setting fresh record highs. Value slightly outperformed growth. Broadcom is reportedly in talks to acquire privately held software maker SAS Institute. Liberty Mutual to acquire State Auto Financial for $52 per share. Busy week of macroeconomic data ahead with June CPI expected Tuesday, Fed Chair Powell giving the semi-annual monetary policy testimony to Congress on Wednesday and Thursday, and June Retail Sales data out on Friday. This week also marks the start of Q2 earnings season.

If you're thinking of calling Raleigh home, today's guest is somebody you should connect with for sure. Doug Stewart is the Author of 5 1/2 MENTORS, he is a TEDx speaker, certified Dale Carnegie Instructor, performance coach, and mentorship thought leader. He is best known for utilizing original and adaptive methods to help people pursue a life of purpose through enthusiastic discovery. Most importantly, Doug is a devoted husband to his best friend, Merideth, and proud father to Kendall and Kendrick. And he knows a thing or two about building community which is why he is on today's episode. In this chat Doug and I sit down for the second time to talk about all things Raleigh. And if there is somebody that LOVES this area...it's this guy. So much so that he's got our area code (919) in everything he does. I feel like this might be one of the best conversations for somebody to listen to that is moving to a new area without much of a support system and without knowing many people. If I were moving someplace new, this would be the first place I would start to get confidence and a plan on how to connect with strangers in a strange place. After you listen to the episode please connect with Doug here: www.YouTube.com/DougStewart919 www.Instagram.com/DougStewart919 https://www.linkedin.com/in/dougstewart919/ DougStewart919.com And now go try out some of his favorite places. Oh, and tell them he sent you and maybe you'll get hooked up. Downtown Raleigh: https://downtownraleigh.org/ Raleigh Raw: https://www.raleighraw.com/ Raleigh Founded: https://raleighfounded.com/ Warehouse District: https://downtownraleigh.org/districts/warehouse-district Morgan Street Food Hall: https://www.morganfoodhall.com/ 321 Coffee: https://321coffee.com/ Raleigh Farmer's Market: http://ncagr.gov/markets/facilities/markets/raleigh/ Jubala Coffee: http://www.jubalacoffee.com/ Pullen Park: https://raleighnc.gov/places/pullen-park Harris Lake: https://www.visitnc.com/listing/mn9P/harris-lake-county-park Jordan Lake: http://www.jordanlakenc.org/ Fuquay Varina: https://fuquay-varina.org/ Cary: https://www.townofcary.org/ Holly Springs: https://www.hollyspringsnc.us/ Apex: http://www.apexnc.org/ The Provincial: http://www.theprovincialapex.com/ Common Grounds: https://commongroundsapex.com/ SAS Institute: https://www.sas.com/en_us/home.html Research Triangle Park: https://www.rtp.org/ Umstead Park: https://www.ncparks.gov/william-b-umstead-state-park/home

Show Notes(2:20) Pier shared his college experience at the University of Southampton studying Electronic Engineering.(3:46) For his final undergraduate project, Pier developed a suite of games and used machine learning to analyze brainwaves data that can classify whether a child is affected or not by autism.(11:26) Pier went over his favorite courses and involvement with the AI Society during his additional year at the University of Southampton to get a Master’s in Artificial Intelligence.(13:40) For his Master’s thesis called “Causal Reasoning in Machine Learning,” Pier created and deployed a suite of Agent-Based and Compartmental Models to simulate epidemic disease developments in different types of communities.(26:51) Pier went over his stints as a developer intern at Fidessa and a freelance data scientist at Digital-Dandelion.(29:21) Pier reflected on his time (so far) as a data scientist at SAS Institute, where he helps their customers solve various data-driven challenges using cloud-based technologies and DevOps processes.(33:37) Pier discussed the key benefits that writing and editing technical content for Towards Data Science to his professional development.(36:31) Pier covered the threads that he kept pulling with his blog posts.(38:50) Pier talked about his Augmented Reality Personal Business Card created in HTML using the AR.js library.(41:12) Pier brought up data structures in two other impressive JavaScript projects using TensorFlow.js and ml5.js.(44:19) Pier went over his experience working with data visualization tools such as Plotly, R Shiny, and Streamlit.(47:27) Pier talked about his work on a chapter for a book called “Applied Data Science in Tourism” that is going to be published with Springer this year.(48:37) Pier shared his thoughts regarding the tech community in London.(49:19) Closing segment.Pier’s Contact InfoWebsiteLinkedInTwitterGitHubMediumPatreonKaggleMentioned Content“Alleviate Children’s Health Issues Through Games and Machine Learning”“Causal Reasoning in Machine Learning”Andrej Karpathy (Director of AI and Autopilot at Tesla)Cassie Kozyrkov (Chief Decision Scientist at Google)Iain Brown (Head of Data Science at SAS)“The Book Of Why” (By Judea Pearl)“Pattern Recognition and Machine Learning” (by Christopher Bishop)

Show Notes(2:20) Pier shared his college experience at the University of Southampton studying Electronic Engineering.(3:46) For his final undergraduate project, Pier developed a suite of games and used machine learning to analyze brainwaves data that can classify whether a child is affected or not by autism.(11:26) Pier went over his favorite courses and involvement with the AI Society during his additional year at the University of Southampton to get a Master’s in Artificial Intelligence.(13:40) For his Master’s thesis called “Causal Reasoning in Machine Learning,” Pier created and deployed a suite of Agent-Based and Compartmental Models to simulate epidemic disease developments in different types of communities.(26:51) Pier went over his stints as a developer intern at Fidessa and a freelance data scientist at Digital-Dandelion.(29:21) Pier reflected on his time (so far) as a data scientist at SAS Institute, where he helps their customers solve various data-driven challenges using cloud-based technologies and DevOps processes.(33:37) Pier discussed the key benefits that writing and editing technical content for Towards Data Science to his professional development.(36:31) Pier covered the threads that he kept pulling with his blog posts.(38:50) Pier talked about his Augmented Reality Personal Business Card created in HTML using the AR.js library.(41:12) Pier brought up data structures in two other impressive JavaScript projects using TensorFlow.js and ml5.js.(44:19) Pier went over his experience working with data visualization tools such as Plotly, R Shiny, and Streamlit.(47:27) Pier talked about his work on a chapter for a book called “Applied Data Science in Tourism” that is going to be published with Springer this year.(48:37) Pier shared his thoughts regarding the tech community in London.(49:19) Closing segment.Pier’s Contact InfoWebsiteLinkedInTwitterGitHubMediumPatreonKaggleMentioned Content“Alleviate Children’s Health Issues Through Games and Machine Learning”“Causal Reasoning in Machine Learning”Andrej Karpathy (Director of AI and Autopilot at Tesla)Cassie Kozyrkov (Chief Decision Scientist at Google)Iain Brown (Head of Data Science at SAS)“The Book Of Why” (By Judea Pearl)“Pattern Recognition and Machine Learning” (by Christopher Bishop)

Connect to all your data sources here: panoply.ioIn this podcast episode John David interviews Christina Stathopoulos and gets to hear about how she landed her analyst job at Google. She has also worked in an analytics position at other big name companies like the SAS Institute. A big part of bringing in new opportunity into your life is being able to communicate effectively. Developing an elevator pitch explaining who you and where you're heading is a great way to communicate when networking and during the interview process. During the interactive portion of the podcast episode Christina critiques two Greensboro College student's elevator pitches.Welcome to the How to Get an Analytics Job channel. Discover how you fit into the analytics marketplace, what skills you should build, and how to land your analytics dream job. Analytics agency owner John David Ariansen and Economics Department Chair Dr. Hall will give you tips and tricks to land your dream job and level up your analytics career.Check Out Our PlaylistsHow to Get an Analytics Job Podcast:https://www.youtube.com/playlist?list=PLBvzkZLydYX0D28bbnfRCV6M4zMQrhXsdPower BI Exam DA-100 : https://www.youtube.com/playlist?list=PLBvzkZLydYX1rV9w6BHHivpqr5Kjqp2lNLooking to land an analytics job? Sounds like you need a solid resume... Sign up for our email list to get a free analytics resume guide: https://mailchi.mp/df01df1e8856/analyticsjobFollow us on LinkedIn:John David Ariansenhttps://www.linkedin.com/in/johndavidariansen/Daniel Hallhttps://www.linkedin.com/in/daniel-hall-088b1115/Want to learn some analytics skills? Check out John David’s courses below:Tableau Desktop Specialist Guidehttps://www.udemy.com/course/tableau-desktop-specialist-certification-guide/?referralCode=AC6F2FDED8C5A0040276Power BI Top Skillshttps://www.linkedin.com/learning/power-bi-top-skills/top-skills-for-power-bi

In this podcast Melanie Boylan spoke with Antonion Grasso, Founder & CEO of Digital Business Innovation Srl. Antonio is regarded as one of the top Digital Transformation influencers on artificial intelligence, cybersecurity, digital transformation, the Internet of Things, and blockchain. He is an advisor, and enterprise and public sector consultant and mentor to numerous startups. He is currently collaborating with Siemens, Intel, The European Commission, Atos, Cisco, Ericsson, IBM, Talend, Huawei, Automation Anywhere, Oracle, Splunk, HPE, ASG tech, Ant Financial, Almawave, SAS Institute, Adobe and many others as Content Advisor, B2B Influencer, Author and Software Innovator. He is a Global Juror for the United Nations' SDGs - Global Entreps Award, Antonio is an Accredited and Qualified Global Mentor for Startups and Scaleups by the World Business Angels Investment Forum. His ethical vision regarding digital transformation has seen him active on numerous social channels, all dedicated to spreading knowledge, most notably to developing countries. Antonio aims to help spread the concept of digital transformation. He actively engages on social media to bring the latest content on new, emerging technologies and their uses to secure a better future. Antonio Grasso has over 37 years of experience handling numerous projects in information technology for both enterprise and public sectors. He believes that digital transformation is a digital evolution process that involves many aspects, and technology is only a component of the puzzle. The biggest hurdle is a cultural change, and a strategic approach to face this epochal change is paramount. His business, Digital Business Innovation Srl is a digital business transformation consulting firm. Striving in the three pillars: #Strategy #Technology #Influence# About Disintermediation, briefly simplified: It is the attitude of people to trust other people against trusting organizations, institutions or classic media.

Curious about how modern leaders respond, innovate, and use technology to lead in times like this, to come out better on the other side? Tune in to this episode – our most popular aftertalk from OBF 2020 – now available in podcast format! Together with our main partner SAS Institute we invited Matts Johansen in Aker BioMarine and Kristine Hofer Næss in Amesto to a great discussion on leadership in the new normal. See acast.com/privacy for privacy and opt-out information.

In this interview, we discuss how Jay differentiates the IT department in a company where technologists are everywhere. We also cover how SAS uses its own products internally. We discuss the company's response to COVID, including how Jay looked to coach his team through the isolation of working from home and keep them engaged and the COVID-19 dashboards the company created to make the analytics available to anybody. Finally, we discuss the company's partnership with Microsoft, SAS' cloud strategy, and a variety of other topics.

In this interview, we discuss how Jay differentiates the IT department in a company where technologists are everywhere. We also cover how SAS uses its own products internally. We discuss the company’s response to COVID, including how Jay looked to coach his team through the isolation of working from home and keep them engaged and the COVID-19 dashboards the company created to make the analytics available to anybody. Finally, we discuss the company’s partnership with Microsoft, SAS’ cloud strategy, and a variety of other topics.

I denne podcast zoomer vi ind på, hvordan kunstig intelligens kan bane vejen for mere innovation i den offentlige sektor. - Hør om de muligheder og perspektiver, der er i kunstig intelligens. - De vigtige overvejelser i anvendelsen af kunstig intelligens. - Få et indblik i Region Syddanmark, der er langt fremme med brugen af kunstig intelligens - og har gang i flere spændende projekter. Denne episode er sponseret af SAS Institute i forbindelse med OffDig Week. Medvirkende: Ivan Brandslund, professor ved Sygehus Lillebælt i Region Syddanmark. Morten Krogh Danielsen, Director, Cross Sales, Nordic Center of Excellence - Healthcare, SAS Institute. Christian Hardahl, EMEA Healthcare Industry Leader, SAS Institute. Vært: Kim Stensdal. Læs mere på www.sas.com

Sista avsnittet för säsongen och podden gästas av Josefin Rosén från SaS Institute. Josefin är AI expert och jobbar som rådgivare och evangelist inom AI med speciell inriktning på etiska frågeställningar, dvs fördomsfri, ansvarsfull och hållbar AI.  Vi diskuterar många områden där AI används idag, både inom och utanför HR, och att allt börjar med datat som du föder applikation med. 

Nadja talks about how it is possible to rise above fractured circumstances sharing “There’s no way for our past to not define us, It is a part of our fabric, our psyche and our personality, but it doesn’t have to paralyze us. We can use it to fuel us, build grit and a growth mindset, turning it into a positive.” Nadja has done just that, developing perspicaciousness at a very young age, and using the practice throughout her life to achieve influential success every step of the way.Nadja Young is the Director of Education Practice and Federal Government Teams, Public Sector, for the SAS Institute. She leads national education analytic projects in all 50 states, and across six Federal Civilian Departments including the U.S. Department of Education, U.S. Department of Transportation, U.S. Department of Agriculture, U.S. Department of Commerce, U.S. Department of Housing and Urban Development, and the Social Security Administration.Nadja began as a Career and Technical Education Teacher, along with Varsity Dance Team Coach, at Chaparral High School in Parker, CO. She became a Certified Teacher for the National Board for Professional Teaching Standards at Wake County Public School System, Raleigh, NC. Prior to her post with SAS, she was the Curriculum and Assessment Development Contractor for the North Carolina Department of Public Instruction. For three years Nadja was part of the professional dance team for the Denver Nuggets Basketball Team. She is an accomplished national speaker. Her B.S. degree is in Marketing Management from Virginia Polytechnic Institute and State University, and her M.A. in Secondary Education is from the University of Phoenix in Denver. Nadja and her husband Tony have two daughters and live in North Carolina.

This episode dives into the Five Ideals, key principles for success in a digital age, as they are introduced with two eminent experts that Gene admires greatly. For years, Dr. Mik Kersten’s work on dev productivity and digital disruption informed many of the core concepts found in The Unicorn Project. Peter Moore is a business strategy and technology advisor who specializes in helping companies compete in the age of digital disruption. Newly acquainted within the last year, Peter has already shared so much with Gene and Mik about how we can best use technology to win in the marketplace, from the business leadership perspective which is something every technology leader needs to know and embrace.   ABOUT THE GUESTS Dr. Mik Kersten started his career as a Research Scientist at Xerox PARC where he created the first aspect-oriented development environment. He then pioneered the integration of development tools with Agile and DevOps as part of his Computer Science PhD at the University of British Columbia. Founding Tasktop out of that research, Mik has written over one million lines of open-source code that is still in use today, and he has brought seven successful open-source and commercial products to market. Mik’s experiences working with some of the largest digital transformations in the world has led him to identify the critical disconnect between business leaders and technologists. Since that time, Mik has been working on creating new tools and a new framework for connecting software value stream networks and enabling the shift from project to product. Mik is the author of the book Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework. Mik lives with his family in Vancouver, Canada, and travels globally, sharing his vision for transforming how software is built.   Visit Mik’s Website Peter D. Moore is a business and digital technology strategy advisor specializing in helping companies manage for exponential revenue, margin and net income growth. Over the past 15 years, Mr. Moore has worked with CEO’s, COO’s and other C-Suite executives from Citigroup, Charles Schwab, Johnson & Johnson, Mead Westvaco, Microsoft, Tommy Hilfiger, SAP, SAS Institute and U.S. Trust.  Over the past five years he has collaborated with his brother Geoffrey Moore to develop new models and tools to enable companies to effectively compete in the new age of digital disruption. He has introduced a new 4 Zone Model to help C-Suite executives and their senior leadership teams maximize the business value of digital technology within their organizations. Client engagements include Amgen, Box, Clorox, FedEx,  ICANN, Intuit, Molina Healthcare, SpaceX, Splunk, UBER and VMware.  Visit Peter’s Website YOU’LL LEARN ABOUT How DevOps and digital disruption will bring in the Age of Software and Data. A way to organize your technology portfolio and free its future from the pull of the past The about First Ideal, the “lunch factor, and what is required to unleash developer productivity About the Second Ideal, flow, and the conditions that allow developers to be orders of magnitude more productive than the competition About the Fifth Ideal, core vs. context, and ensuring that context doesn’t starve core  About Sarah Moulton, the SVP of Retail Operations, who we must either work with, or compete with RESOURCES The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim Zone to Win: Organizing to Compete in an Age of Disruption by Geoffrey A. Moore Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework by Mik Kersten The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr, and George Spafford Technological Revolutions and Financial Capital by Carlota Perez “Project To Product: Beyond the Turning Point,” presentation by Mik Kersten at DevOps Enterprise Summit Las Vegas, 2019 “How Value Stream Networks Will Transform IT and Business,” presentation by Mik Kersten at DevOps Enterprise Summit London, 2018

Nadja shares her compelling story of growing up with all the odds stacked against her - low income family, fatherless home, parents without college degrees, mother with significant mental illness, father in federal prison from robbing banks, chronically absent from school, in and out of social services protection - only to become a strong, confident woman. She learned to be perspicacious at a very young age when most are shielded by their parents, connecting dots to create a pathway out of chaos that led to a happy, secure life. Nadja Young is the Director of Education Practice and Federal Government Teams, Public Sector, for the SAS Institute. She leads national education analytic projects in all 50 states, and across six Federal Civilian Departments including the U.S. Department of Education, U.S. Department of Transportation, U.S. Department of Agriculture, U.S. Department of Commerce, U.S. Department of Housing and Urban Development, and the Social Security Administration.Nadja began as a Career and Technical Education Teacher, along with Varsity Dance Team Coach, at Chaparral High School in Parker, CO. She became a Certified Teacher for the National Board for Professional Teaching Standards at Wake County Public School System, Raleigh, NC. Prior to her post with SAS, she was the Curriculum and Assessment Development Contractor for the North Carolina Department of Public Instruction. For three years Nadja was part of the professional dance team for the Denver Nuggets Basketball Team. She is an accomplished national speaker. Her B.S. degree is in Marketing Management from Virginia Polytechnic Institute and State University, and her M.A. in Secondary Education is from the University of Phoenix in Denver. Nadja and her husband Tony have two daughters and live in North Carolina.

At our upcoming forum in February, IEI will explore strategies to ensure that people across North Carolina can take full advantage of broadband, the digital economy and new technology. This week's First in Future guest is one of the 50 most powerful women in technology, as recognized by the National Diversity Council. Oita Coleman, a vice president with SAS Institute in Cary, shares with us her optimistic perspective on the future of tech.

In this episode of Tales from the PROS, I chat with Fritz Lehman, who is a business leader and currently the Chief Operating Officer at Zencos. Fritz brings 34 years of experience in all aspects of solutions sales, delivery and customer support from his time at SAS culminating with the role of Executive Vice President and Chief Customer Officer. We talk about Fritz's journey to becoming a leader in customer experience and support, his insight on what it takes to create long-term trust and customer retention for enterprise-level clients, the future of big data, and more.   Questions: Fritz, give us a little background on your story and how you got to where you are today as a business leader. Tell us what you currently do at Zencos and what Zencos does, and why you chose to be a part of the Zencos team instead of retiring. Where do you feel big data is headed in the US and even the global market?  With your experience in building and working with customer support teams, and fostering trust with large enterprise-level clients, what is your best advice on ensuring the customer is happy? What do you recommend to other managers, leaders, and anyone working with customers directly to build trust the right way? What is your definition of building a great customer experience? What do you feel people do wrong when they deal with customers? What was it like working as an executive at SAS Institute for so many years, was there a specific memory or story that you would like to share? You being a strong business leader, do you have any advice or tips for future or current leaders on what they need to do to ensure and maintain success? Three How's: How do you define failure? How do you define business? How do you define success? Follow Fritz Lehman: Website - https://www.zencos.com LinkedIn - https://www.linkedin.com/in/fritzlehman/ Twitter - https://twitter.com/lehmanfritz Follow Me: iTunes - https://podcasts.apple.com/us/podcast/tales-from-the-pros/id1371067192  Podcast Website - https://www.talesfromthepros.com  Company Website - https://www.imaginovation.net   Soundcloud - https://soundcloud.com/talesfromthepros LinkedIn - https://www.linkedin.com/in/mgeorgiou22/  

How can AI benefit the healthcare industry? From hospital care to clinical research, drug development and insurance, AI applications are revolutionizing how the healthcare sector works to reduce spending and improve patient outcomes.   Our special guests today are Rune Simensen, Director of Technology and e-health at Helse Sør-Øst and Ulf Hertin, Nordic Customer Advisor for the Healthcare Industry in SAS Institute.  See acast.com/privacy for privacy and opt-out information.

How AI can help detect and prevent fraud within the public sector? Can data bridge the gap between governments and citizens, through improving services? Tune in to this episode of Analytic4Society with Catherine Lyngstad, head of the Norwegian labor and welfare administration’s AI-lab and Christopher Broxe, a business expert in Government Fraud in SAS Institute.     See acast.com/privacy for privacy and opt-out information.

2010: David Russo, author of "17 Rules Successful Companies Use to Attract and Keep Top Talent: Why Engaged Employees Are Your Greatest Sustainable Advantage," spent 19 years as VP of human resources for SAS Institute, which won numerous quality-of-work and quality-of-life awards during his tenure. More recently, he founded Eno River Associates to consult on best practices and workforce strategies with companies of all sizes.

Veckans avsnitt är live-inspelning av min konversation med Christer Bodell från SAS Institute på scen på Nordstan i Göteborg som en del av programmet på Vetenskapsfestivalen. Konversationen är uppdelad i två delar. Under första delen pratar vi om vad AI är, varför det händer idag i termer av möjliggörande teknologi samt kärnteknologi. Under den andra delen diskuterar vi tillämpningar som händer idag, men spånar även in i  framtiden hur AI kommer påverka vårt samhälle och vårt levnadssätt. Dessa två delar utgör två avsnitt av AI-podden. Läs mer: https://ai-podden.se/

Veckans avsnitt är live-inspelning av min konversation med Christer Bodell från SAS Institute på scen på Nordstan i Göteborg som en del av programmet på Vetenskapsfestivalen. Konversationen är uppdelad i två delar. Under första delen pratar vi om vad AI är, varför det händer idag i termer av möjliggörande teknologi samt kärnteknologi. Under den andra delen diskuterar vi tillämpningar som händer idag, men spånar även in i  framtiden hur AI kommer påverka vårt samhälle och vårt levnadssätt. Dessa två delar utgör två avsnitt av AI-podden. Läs mer: https://ai-podden.se/

Jones Day's Dave Cochran and Matt Johnson discuss recent developments in patent litigation and appeals, including the continuing importance of the PTAB as a jurisdiction of first choice for patent disputes in the United States, and the impact of the Precedential Opinion Panel ("POP") introduced late last year. They also describe how filing strategies, as well as preliminary response strategies, should be altered as we mark one year since the U.S. Supreme Court's landmark decision in SAS Institute v.  Iancu. Read the full transcript on the Jones Day website.

Doyenne of Data Science Laura Edell visits the pod with new-word-crafter / AI-expert Anthony Franklin to talk about how to use Azure AI to "game" March Madness.  Can you say Bwwaaahhh ha ha HA HA? ----more---- Laura Edell's recent multi-year success at fantasy football play/bench models have spurred her on to attack other sports leagues like March Madness bracket predictions, PGA Player Fedex Points predictions and more. Laura is an avid lover of all things analytical and will respond to the moniker "Annielytics" in lieu of her name anytime. When it’s time to turn her brain off, she loves to travel off-the-beaten-track, especially to known "wind" rich destinations to appease her inner kite-boarding child.  When not traveling, Laura enjoys being with her family, gaming together & teaching her 8 year old how to spin EDM tracks into mashup magic. Anthony Franklin is an accomplished analytics expert, consultant and trainer who has trained hundreds of students and professionals for various statistical and analytics concepts.  He worked as a student instructor for the Institute of Advanced Analytics at North Carolina State University teaching R programming, SAS programming and advanced modeling techniques, while he finished his doctoral studies.  He spent 5 years as an employee at SAS Institute, training and enabling enterprise companies on major data intensive solutions.  He serves as a board member and partnered with Matrix TRC for over 5 years leading multiple big data, machine learning, and programming courses.  Anthony currently works at Microsoft as a Big Data and AI Architect. He is a cofounder of Fanalytical Inc., a data and analytics platform aimed at college athletic departments in the USA.  Anthony is an experienced public speaker and a former Division 1 college football player.  Most notably, Anthony coined his own genuine word on our show: incomprehensive. During the episode we talk about all sorts of things related to Machine Learning and AI, including: A Very Extensive NCAA Exploratory Analysis Musings on ML, Deep Learning & AI Machine Learning Studio Azure Machine Learning Service Azure Bot Service LinkedIn: Laura Edell; Anthony Franklin PLEASE VISIT http://azureability.com for show notes and additional episodes.  Also, if you like (or even hate!) what we're doing, please take the time to share your comments and suggestions either by the Podbean App (see links, below), email (lberman@microsoft.com) or Twitter (@azureability).  CREDITS: Louis Berman (Host); Laura Edell and Anthony Franklin (Guests); Gretchen Huebner (Kodable PSA), Simon Hillvo (MakeCode PSA); Megan Hochstatter (Code.org PSA); Vincent Tone / PremiumBeat (Music); Heather Walsh (Intro/Outro); Louis Berman (Engineer); East Coast Studio (Editing) TRANSCRIPT: https://www.videoindexer.ai/accounts/1c5a0342-11e8-4e1d-b656-d0bf35b80614/videos/bce483e708.  PODCAST CLIENTS: You can find AzureABILITY on Apple Podcasts, Google Play and Spotify, or simply use our RSS Feed (http://www.azureability.com/feed.xml) and plug it into your podcast client of choice.

In its April 2018 decision in SAS Institute, Inc. v. Iancu, the U.S. Supreme Court held that when conducting an inter partes review, the U.S. Patent Office must determine the patentability of each of the claims challenged by the petitioner.   Jones Day partners Dave Cochran  and Matt Johnson explain how SAS Institute reverses prior interpretations of the inter partes review statute and discuss where it has already affected litigation strategies for petitioners and patent holders. (Running time: 24:51)   Visit Jones Day's PTAB Litigation Blog.

In a Supreme Court matter argued on behalf of software developer SAS Institute Inc., Jones Day successfully challenged part of how the U.S. Patent Office's Patent Trial and Appeals Board conducts its inter partes review proceedings. But that's just half the story. Jones Day partners Greg Castanias, Dave Cochran, and John Marlott explain why the Supreme Court's decision has significant implications for cases involving government agency overreach. 

For the first edition of our Business of Collaboration podcast, we interviewed Prof. Erik Mannens, who specialized in data science at Ghent University, and Mieke De Ketelaere, Director of Consumer Intelligence at the SAS Institute. We will talk about innovation, AI, how and why to work together, business, and life. Mieke is a strong woman in tech […] The post PODCAST: Prof. Mannens & De Ketelaere Discuss the Impact of AI on Businesses appeared first on KNOWCO by collabwith.

When Congress directs the Patent Office to resolve “any” patent claims a petitioner challenges, must the Patent Office resolve every challenged claim or does the Director have the discretion to only resolve some of the claims? And if the Director chooses to only resolve some claims, is that decision entitled to any Chevron deference? Those questions took center stage in SAS v. Iancu, resulting in a rare 5-4 decision in an intellectual property case. Writing for the majority, Justice Gorsuch found that “[i]n this context, as in so many others, any means every.” If Congress wanted to allow the Patent Office to select certain claims for inter partes review, it could have done so. Inter partes review was created as part of the 2011 Leahy-Smith America Invents Act, creating a litigation-like proceeding before the Patent Office where a petitioner can ask the Patent Office to reexamine one or more issued patent claims. If the Patent Office finds a question of patentability as to at least one challenged patent claim, it institutes inter partes review. Until now, the Patent Office interpreted the statute as allowing it to review some claims but decline to review others. A decision not to review claims is not judicially appealable, but a final decision on patentability in an IPR proceeding estops the petitioner from challenging validity in later district court litigation. Under the new regime, the Patent Office will be forced to review all challenged patent claims and issue a final written decision. This will change strategies for patent litigations. This will also create more work for the Patent Office, a point Justice Breyer emphasized in his dissent, arguing for “respect [for the] leeway which Congress intended the agencies to have.” This teleforum discusses both the statutory interpretation and Chevron deference issues raised by this case, as well as the practical implications for inter partes review proceedings before the Patent Office. Featuring:Mr. Matthew J. Dowd, Founder, Dowd PLLCMr. Brian Pandya, Partner, Wiley Rein LLP Teleforum calls are open to all dues paying members of the Federalist Society. To become a member, sign up here. As a member, you should receive email announcements of upcoming Teleforum calls which contain the conference call phone number. If you are not receiving those email announcements, please contact us at 202-822-8138.

When Congress directs the Patent Office to resolve “any” patent claims a petitioner challenges, must the Patent Office resolve every challenged claim or does the Director have the discretion to only resolve some of the claims? And if the Director chooses to only resolve some claims, is that decision entitled to any Chevron deference? Those questions took center stage in SAS v. Iancu, resulting in a rare 5-4 decision in an intellectual property case. Writing for the majority, Justice Gorsuch found that “[i]n this context, as in so many others, any means every.” If Congress wanted to allow the Patent Office to select certain claims for inter partes review, it could have done so. Inter partes review was created as part of the 2011 Leahy-Smith America Invents Act, creating a litigation-like proceeding before the Patent Office where a petitioner can ask the Patent Office to reexamine one or more issued patent claims. If the Patent Office finds a question of patentability as to at least one challenged patent claim, it institutes inter partes review. Until now, the Patent Office interpreted the statute as allowing it to review some claims but decline to review others. A decision not to review claims is not judicially appealable, but a final decision on patentability in an IPR proceeding estops the petitioner from challenging validity in later district court litigation. Under the new regime, the Patent Office will be forced to review all challenged patent claims and issue a final written decision. This will change strategies for patent litigations. This will also create more work for the Patent Office, a point Justice Breyer emphasized in his dissent, arguing for “respect [for the] leeway which Congress intended the agencies to have.” This teleforum discusses both the statutory interpretation and Chevron deference issues raised by this case, as well as the practical implications for inter partes review proceedings before the Patent Office. Featuring:Mr. Matthew J. Dowd, Founder, Dowd PLLCMr. Brian Pandya, Partner, Wiley Rein LLP Teleforum calls are open to all dues paying members of the Federalist Society. To become a member, sign up here. As a member, you should receive email announcements of upcoming Teleforum calls which contain the conference call phone number. If you are not receiving those email announcements, please contact us at 202-822-8138.

Wayne Thompson was into big data, before big data was cool. Now the world — even much of our GPU Technology Conference — revolves around the kinds of challenges the 25-year veteran of analytics software developer SAS Institute has made a career of helping enterprises master. How did that happen? We asked Thomson, Chief Data Scientist of SAS Data Science Technologies to talk about the big data, big models, and big computations driving deep learning, and to give us some perspective about what makes today’s deep learning technologies different.

This week's episode covers oral arguments and recent decisions with varying degrees of stakes.  Brett and Nazim discuss Abbott v. Perez (which might decide the fate of modern democracy) Jesner v. Arab Bank PLC (which may facilitate terrorism), SAS Institute v. Matal (which deals with paperwork), and Trump v. Hawaii (which has something to do with the President).  Law starts at (04:18).

SAS Institute lägger 8 miljarder kronor på artificiell intelligens. I detta avsnitt möter AI-podden Josefin Rosén, principal advisor analytics på SAS Institute. Hon berättar bland annat att AI utgör största delen av forskning och utveckling på SAS Institute, som motsvarar 8 miljarder kronor, och där deras satsning omfattar allt från att hjälpa banker med att upptäcka bedrägerier till att hjälpa företag med att effektivisera deras interaktioner med kunder. Josefin Rosén delar med sig av sina tankar kring det positiva med AI, men även farhågorna. – Glöm mördarrobotar – partiskhet är den riktiga AI-faran, säger Josefin Rosén. Läs mer: https://ai-podden.se/

Founder and Lead Consultant with Mariposa Consulting International, working in Organization Effectiveness, Business Support Services, HR Excellence, Change Management, M&A's and Executive Search & Coaching.  Chris has held senior international HR roles in Honeywell, Intermec Technologies, SAS Institute, and Fujitsu ICL.  An Environmental Studies graduate from Sheffield University, a Chartered Fellow of the CIPD, SHRM-SCP and GPHR accredited, and former global advisory board member with SHRM. A regular Judge for: International Business Awards, HR Awards, and a member of Workforce Business Intelligence board. He is a frequent presenter and panelist at global conferences, seminars and webinars.  A keen supporter of charitable causes and organizations including: Save the Children and International Red Cross. Located in Germany for the past 19 years and a long-time mobile worker.

"V" is the letter of the day today, as we are covering VOCABULARY this week on the Citizen's Guide to the Supreme Court.  Brett and Nazim cover three current cases which debate the meanings of statutory text, including Murphy v. Smith (how much is 25%?), Digital Realty Trust v. Somers (what is a whistle blower?), and SAS Institute v. Matal (what is a final written decision?).  Law starts at (04:25).

Oil States Energy Services v. Greene’s Energy GroupHas the administrative state gone too far into disputes over innovation and technology? That question animates Oil States Energy Services v. Greene’s Energy Group. The Supreme Court will hear arguments on Monday, November 27 over whether the Patent Trial & Appeal Board violates the Constitution by extinguishing private property rights through a non-Article III forum without a jury. SAS Institute v. MatalIn SAS Institute v. Matal, the question presented is, in the context of post-grant review of a patent under the America Invents Act (“AIA”), whether the Patent Trial and Appeal Board (“PTAB”) must issue a final written decision on the validity of every patent claim challenged, or can the PTAB rule on only some of the patent claims challenged. This case involves a relatively confined question of statutory construction, but, assuming the Supreme Court does not dismantle the AIA’s post-grant review system in Oil States, SAS Institute has the potential to dramatically change post-grant patent challenges. The statute at issue, 35 U.S.C. 318(a), mandates: “If an inter partes review is instituted . . . , the Patent Trial and Appeal Board shall issue a final written decision with respect to the patentability of any patent claim challenged by the petitioner . . . .” The Patent Office interprets this provision to mean that the PTAB need provide a final written decision on only the claims the PTAB reviews in full. Thus, under current practice, a patent challenger can ask the PTAB to cancel all claims of a patent when filing an IPR petition, but the PTAB may institute full review of only some of the claims. The final written decision is limited to only those claims the PTAB reviews in full. Petitioner in SAS Institute challenges this practice, arguing that the plain text of the statute, along with the statutory text and purpose, requires a decision on all challenged claims. The case has important implications about the AIA process, the degree to which AIA review of patents creates finality to patent validity determinations, and the applicability of Chevron deference to the Patent Office’s rules and procedures.Featuring:Mr. Matthew J. Dowd, Founder, Dowd PLLCMr. Brian H. Pandya, Partner, Wiley Rein Teleforum calls are open to all dues paying members of the Federalist Society. To become a member, sign up here. As a member, you should receive email announcements of upcoming Teleforum calls which contain the conference call phone number. If you are not receiving those email announcements, please contact us at 202-822-8138.

Oil States Energy Services v. Greene’s Energy GroupHas the administrative state gone too far into disputes over innovation and technology? That question animates Oil States Energy Services v. Greene’s Energy Group. The Supreme Court will hear arguments on Monday, November 27 over whether the Patent Trial & Appeal Board violates the Constitution by extinguishing private property rights through a non-Article III forum without a jury. SAS Institute v. MatalIn SAS Institute v. Matal, the question presented is, in the context of post-grant review of a patent under the America Invents Act (“AIA”), whether the Patent Trial and Appeal Board (“PTAB”) must issue a final written decision on the validity of every patent claim challenged, or can the PTAB rule on only some of the patent claims challenged. This case involves a relatively confined question of statutory construction, but, assuming the Supreme Court does not dismantle the AIA’s post-grant review system in Oil States, SAS Institute has the potential to dramatically change post-grant patent challenges. The statute at issue, 35 U.S.C. 318(a), mandates: “If an inter partes review is instituted . . . , the Patent Trial and Appeal Board shall issue a final written decision with respect to the patentability of any patent claim challenged by the petitioner . . . .” The Patent Office interprets this provision to mean that the PTAB need provide a final written decision on only the claims the PTAB reviews in full. Thus, under current practice, a patent challenger can ask the PTAB to cancel all claims of a patent when filing an IPR petition, but the PTAB may institute full review of only some of the claims. The final written decision is limited to only those claims the PTAB reviews in full. Petitioner in SAS Institute challenges this practice, arguing that the plain text of the statute, along with the statutory text and purpose, requires a decision on all challenged claims. The case has important implications about the AIA process, the degree to which AIA review of patents creates finality to patent validity determinations, and the applicability of Chevron deference to the Patent Office’s rules and procedures.Featuring:Mr. Matthew J. Dowd, Founder, Dowd PLLCMr. Brian H. Pandya, Partner, Wiley Rein Teleforum calls are open to all dues paying members of the Federalist Society. To become a member, sign up here. As a member, you should receive email announcements of upcoming Teleforum calls which contain the conference call phone number. If you are not receiving those email announcements, please contact us at 202-822-8138.

SAS Institute Inc. v. Matal | 11/27/17 | Docket #: 16-969

Argued 11/27/2017. Description from Oyez.org: "A case in which the court will determine if the Patent Trial and Appeal Board must address every claim that is challenged in a claimant’s petition in its final written decision, or if it may address only a subset of those claims, pursuant to 35 U.S.C. § 318(a)."

Episode 107: Mark Wilcox is the Senior Manager of Security for SAS Institute where he coordinates the enterprise’s physical security and responses to emergencies.This includes oversight of proprietary and contract security teams, company police and a Global Security Operations Center (GSOC). SAS Institute is the world’s largest privately held software company.SAS employs nearly 15,000 people with about 75 offices in over 50 countries. Mark works from the 450-acre corporate headquarters campus in Cary, NC. Mark brings 20 years in public safety and has held numerous positions within the sector. Mark is a fast learner as well as he is very creative as he defined and created numerous firsts during these 20 years. Mark came to Cary Area EMS as a volunteer paramedic and today he is one of the Board of Directors. Our discussion includes making sure that 15,000 employees stay safe, being the first paramedic for an organization and how he ended up at Cary Area EMS.

In this interview, Keith Collins, CIO of SAS Institute, discusses World Class IT Principle Two, Infrastructure and World Class IT Principle Four, IT and Business Partnerships. Some of the topics discussed include: • Orienting IT towards value • Differentiating IT within a company whose business is technology • The transformation and evolution taking place in the data analytics space • Perspectives on the cloud first strategy • Being “Customer Zero” • Internal and external security concerns • Eye on the trends: sensor-enabled IoT; the continued use of data to provide a holistic view in order to improve companies’ forecasts and decision-making

Social Selling och Big Data, det är vad den framgångsrike och moderna säljaren Pontus Henningsson på SAS Institute jobbar med dagligen. I det här avsnittet av Säljpodden, så förklarar Pontus dels vad Big Data är och vad det kan användas till nu och i framtiden och hur han jobbar med Social Selling för att nå högt uppsatta beslutsfattare på olika företag.Pontus förklarar initialt hur SAS Institute hjälper bolag att hitta mönster och göra predikteringar med hjälp av deras mjukvara och han ger ett antal exempel på vad Big Data kan användas till när det samlats in. Vi får en inblick i hur man som bolag kan starta att samlat in data för att visualisera flöden, möjligheter och problem genom att enkelt börja med ett Excel ark.Han beskriver också hur han arbetar med metoden Social Selling för att nå nya potentiella kunder, på såväl börsbolag som mindre företag. Han lägger i det här avsnittet ut sin steg-för-steg-metod för hur han lyckas få tag i personer som annars hade varit väldigt svåra att nå via telefon eller e-mail och som ger en enklare väg till kontakt. En metod som du kan börja applicera direkt.Vi pratar om möjligheter med Social Selling, när metoden inte fungerar så bra och vad man kan lära sig av sin egen och andras närvaro i sociala medier.Vill du komma i kontakt med Pontus Henningsson och veta mer om Big Data och Social Selling, så når du honom via ett Inmail på LinkedIn på profilen: https://se.linkedin.com/in/pontushenningsson eller på Twitter: @carlpontush, alternativt ett vanligt e-mail till pontus.henningsson@sas.com/Mattias See acast.com/privacy for privacy and opt-out information.

The retail sector is a prime market for use of analytics -- tracking and predicting sales success -- in support of great products and management experience. Some retailers are making the most of what data and analytics offer them, as they strive to understand customer trends and preferences.Pioneering retailers recognize that products that seem to have strong customer appeal don't make for a successful strategy on their own. Those organizations are making their mark by using all the tools available to them, including advanced analytics.Brittany Bullard, a Solutions and Analytical Consultant in the Retail and Consumer Packaged Goods Practice at SAS Institute, is author of the new book Style & Statistics, which will be featured at January's National Retail Federation's Big Show in New York.Bullard joins All Analytics Radio on Tuesday, December 6, at 2 pm EST to discuss her experiences utilizing analytics in the retail sector and some of the best practices highlighted in her book. 

The retail sector is a prime market for use of analytics -- tracking and predicting sales success -- in support of great products and management experience. Some retailers are making the most of what data and analytics offer them, as they strive to understand customer trends and preferences.Pioneering retailers recognize that products that seem to have strong customer appeal don't make for a successful strategy on their own. Those organizations are making their mark by using all the tools available to them, including advanced analytics.Brittany Bullard, a Solutions and Analytical Consultant in the Retail and Consumer Packaged Goods Practice at SAS Institute, is author of the new book Style & Statistics, which will be featured at January's National Retail Federation's Big Show in New York.Bullard joins All Analytics Radio on Tuesday, December 6, at 2 pm EST to discuss her experiences utilizing analytics in the retail sector and some of the best practices highlighted in her book. 

Leaders That Work In Their God-Given Strengths Are High Impact Click Here for the resources from our interview with Chad “I really believe God intended work to be a part of a thriving life. A life in which we flourish and experience well-being. It's so important that we work. It's just meaningful. But like anything else we can overdo it, we can do it in some misguided ways and what God intended as a good becomes a harmful aspect of life.” - Chad Hall Chad Hall felt called to the ministry at the young age of 19 years old. He started off as an associate pastor, became a pastor, and later became a staff member in the Baptist denomination. It was here that he stumbled upon the career of Christian coaching and drawing out other people’s expertise. On this episode, Chad will discuss strategies on how to be an effective coach. God is not only working in the church, but He is working in the business community and other non-profits. Being a ministry leader often does and should extend behind the church doors into our professional lives. Our outreach is through our “water cooler” conversations, our attitudes in team meetings, and the way we care for our co-workers. What you will learn: The difference between coaching, training and consulting That one of the most important leadership skills is the ability to say “no” The core issues that challenge the ability to say “no” How to balance your own confidence without edging God out The importance of being a humble leader How to look at your life like a story. What chapter are you in? “Sometimes we think that work can only be important if I can share Christ and get someone saved. And that's great. I mean, certainly love to see that, workplace evangelism. But I think we also need to be equipped with a vision for how our work really connects to what God's doing in the world.” - Chad Hall Resources: Coach Approach Ministries Western Seminary Experiencing God by Henry Blackaby Every Good Endeavor by Timothy Keller Bio: Chad Hall has been coaching leaders in ministry and business since 2002 and currently serves on faculty and as Director of Coaching at Western Seminary in Portland, OR.  He has applied coaching first as a denominational leader with the Baptist State Convention of NC and later as an internal coach with software leader SAS Institute.  He has also served as a pastor and church planter.  His publications include Coaching for Christian Leaders: A Practical Guide (2007, Chalice Press) and Faith Coaching: A Conversational Approach to Helping Others Move Forward in Faith (Coach Approach Ministries, 2009).  He has also written frequently for Leadership Journal.  He lives with his wife Holly and three children in Hickory, NC.

SAS Institute - The Millennial Career Playbook

Episode number 6: What future beyond our imagination?. A conversation on creativity with Mikael Hagström (SAS Institute, US), Arthur I. Miller (Author, UK), Peter Norman (Minister for Financial Markets, Sweden), Maria Strömme (Uppsala University, Sweden) Adam Hochschild (Author and Historian, University of California, USA). Moderated by Nora Bateson (Filmmaker, US) and Bo Ekman (Tällberg Foundation).

Stephens, Mia – Exploration, Visualization and Data Analysis with JMP - JMP, developed in the late 1980's by a SAS Institute, is desktop software for data exploration and analysis. JMP is a stand alone product, with point-and-click graphical user interface. However, JMP can also be integrated with SAS, providing an easy to use and flexable front end. Intuitive, interactive and graphical, JMP lets researchers move quickly from numbers to meaningful statements about findings and results. JMP provides a complete array of statistical procedures, from basic to advanced, providing a vast framework for making rational decisions from data. All JMP output is dynamic and visual, making it easy to graphically explore data and interpret statistical results. In this tutorail Mia will demonstrate popular JMP tools for exploratory data analysis, including graph linking, Tabulate, Graph Builder®, Bubblr Plots, the data filter, and new mapping tools. She will provide an overview of inferential methods commonly used by behavior analysts, and will introduce JMP tools for modeling, data mining and simulation.

These should be heady times for Jim Goodnight founder and CEO of SAS Institute an analytics software and services firm. His company bucked the economic downturn to make 2009 its third most profitable year on record and it is currently working on cutting-edge solutions to problems that range from advising Macy's on product pricing to tracking a handful of endangered hippos in Africa. But during a recent presentation at Wharton Goodnight noted that his biggest priority these days is helping American schools turn out more scientists and mathematicians a goal he said is critical if the U.S wants to remain competitive. See acast.com/privacy for privacy and opt-out information.

Welcome to the Software Process and Measurement Cast 86! The interview in the SPaMCAST 86 is with Bob Thames.  Bob is a co-author of Chasing Change: Building Organizational Capacity in a Turbulent Environment. Bob and I talked about change.  No one is immune from change therefore understanding how to deal with change makes good sense. Bob Thames has 34 years of experience in the technology and consulting industries.  He is currently a Senior Program Manager at SAS Institute, a leading global supplier of Business Analytics software solutions.  He has been with SAS for 7 years, with previous positions at KPMG LLP, IBM Consulting Group, Arthur Andersen Business Consulting, and Digital Equipment Corporation. He is also the founder and CEO of Pathways to Transformation LLC, an executive and life coaching company that helps individuals enhance their life purpose and step into greater balance and fulfillment in their lives.  Bob has been involved for the past 17 years in CAM-I, an international research consortium for cost, process, and performance management.  After observing the unacceptably high rate of failure in many organizational performance improvement initiatives over the years, he led an interest group within CAM-I to research best practices on facilitating organizational change and developing resilient change capabilities.  The results of this research effort culminated in the book Chasing Change, published by John Wiley and Sons.  Passionate about helping individuals navigate the turbulence of personal change, Bob became a Certified Professional Coactive Coach through Coaches Training Institute and a certified coach with Blueprint for Life.  Periodic blogs on personal change and contact information can be found on his website:   www.pathwaystotransformation.com Remember to check out GoTo Assist Express! The essay is . . . not a bout collaboration.  I finished reading David J. Anderson's book on  kanban and have recorded a review.  I will be back to the second part of Collaboration: Business's Duct Tape in SPaMCAST 87. Contact information for the Software Process and Measurement Cast Email:  spamcastinfo@gmail.com Voicemail:  +1-206-888-6111 Website: www.spamcast.net Twitter: www.twitter.com/tcagley Facebook:  http://bit.ly/16fBWV Conferences and Speaking Engagements in 2010 (To Date)  ISMA Cinco in São Paulo September 13-15.  I will be one of the featured speakers.  More on the topic the near future.  The website to get more information is http://www.ifpug.org/conferences/  I hope to see you there! Next! The interview in the Software Process and Measurement Cast 87 is with Hans Sassenberg.  We discussed his paper "Affordable Software Quality Assessment" and why typical process improvement programs are not enough.

This Podcast for the Neurology Journal begins and closes with Dr. Robert Gross, Interim Editor-in-Chief, briefly discussing highlighted articles from the print issue of Neurology. In the second segment Dr. Russell Swerdlow interview Dr. Charles Hall about his paper on how cognitive activities delay onset of memory decline. In the next segment, Dr. Ryan Overman is reading our e-Pearl of the week about paraspinal myotonic discharges in acid maltase deficiency. The podcast concludes where Dr. Winn Cashion interviews Mr. Azhar Nizam for the Lesson of the Week segment about fixed effects and random effects. The participants had nothing to disclose except for Drs. Hall, Cashion and Mr. Nizam. Dr. Hall serves on the editorial board of The Open Neurology Journal; has received honoraria for serving on peer review panels for the National Cancer Institute, the Breast Cancer Research Program, Congressionally Directed Medical Research Programs, the U.S. Army Department of Defense, the National Institute of Child Health and Human Development, and the NIA; has received salary support from the NIH [P01 AG03949 (Core Leader), P01 AG027734 (Biostatistician), UL1-RR025750-01 (Biostatistician), K30 HL 04110 (Biostatistician), P30 CA13330-35 (Biostatistician), R01 AG017854 , National Alzheimer's Coordinating Center project 2008-01 (Biostatistician), P30 CA13330-33 (Biostatistician), the U. S. Department of Defense grant BC043301 (Biostatistician), the US National Institute of Occupational Safety and Health grant U1O-OH008242 (Biostatistician)]; receives research support from the Breast Cancer Research Foundation, the American Cancer Society, and the NIH [5R01HL070785-05 (Consultant) and 5R01AG022092-05 (Consultant)]; and is a member of the American Statistical Association Media Experts List. Dr. Cashion received academic sponsorship from the Emory University MD/PhD Program. Mr. Nizam received royalties from Duxbury/Cengage for applied regression analysis and other multivariable methods in 2007; is a consultant/instructor for SAS Institute (2001 to present); has received research support from the NIH completed support [0000655466 (Principal Investigator), 2000009946 (Principal Investigator), 8311-97649-5 (Co-investigator), 1U01GM070749 (Co-Investigator), NIH ongoing support [5 R01 MH066767-06 (Biostatistician), MUSC08-041 (Biostatistician), and 4 U10 EY013287-06 (Biostatistician).