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Geoff shares how Gong cha grew from a single tea shop in Taiwan to over 2,200 locations across 33 countries by staying obsessive about product quality, franchisee passion, and delivering a personalized guest experience at every touchpoint. He breaks down what it takes to scale a globally loved brand into the US market, how Gong cha 2.0 is redefining the in-store experience with technology and design, and why consistency from the tea farm to the handoff moment is the foundation of lasting brand loyalty. Welcome to Elevating Brick and Mortar. A podcast about how operations and facilities drive brand performance. On today's episode, we talk with Geoff Henry, President of the Americas at Gong cha. With over 20 years in the beverage industry spanning Colgate-Palmolive, Coca-Cola, and Jamba Juice, Geoff brings a rare combination of global brand-building expertise and franchise operations know-how to one of the world's fastest-growing bubble tea concepts. Guest Bio: Geoff is a seasoned executive with over 20 years of experience leading many of the world's most recognized consumer brands, including Jamba, Coca-Cola, Colgate, Dasani, Dunkin' bottled coffee, and Gold Peak and Honest teas. Adept at scaling businesses and cultivating collaborative teams, Geoff joined Gong cha in 2023 as President of the Americas region—which includes over 400 locations in the territory, and 225 in the U.S. Under his leadership, Gong cha grew its U.S. store count by 19% YOY, was ranked #1 in the Tea category on Entrepreneur magazine's prestigious Franchise 500® list for the third consecutive year (2024), and awarded category winner of Top Food & Beverage Franchises in the Global Franchise Awards (2023). Prior to taking the helm at Gong cha, Geoff was President of Jamba, where he successfully integrated the company into Focus Brands and led its digital transformation. During his tenure, he returned the brand to growth—driving topline sales, and increasing its development pipeline. Prior to Jamba, Geoff was a senior executive with Coca-Cola for over twelve years, where he oversaw the company's portfolio of water, tea and coffee brands for the U.S. He transformed their tea portfolio to capture the #2 market share position, while also pioneering the company's entrance into the ready-to-drink coffee category. Geoff received his undergraduate degree from Duke University and his MBA from Harvard Business School. He currently serves on the board of advisors for PayQuicker, a global payments platform. TIMESTAMPS: 00:59 - About Gong cha: Brand, services & history 03:14 - Geoff's career journey: Coca-Cola, Jamba Juice & the path to Gong cha 07:36 - Gong cha's North Star 15:20 - Gong cha 2.0: New store design, kiosks, & technology 21:20 - Franchise selection & site strategy 32:37 - Macro trends: Pace of innovation, social media, & AI 38:51 - What's next for Gong cha: Path to 1,000 US locations, licensing & brand expansion SPONSOR: ServiceChannel brings you peace of mind through peak facilities performance. Rest easy knowing your locations are: Offering the best possible guest experience Living up to brand standards Operating with minimal downtime ServiceChannel partners with more than 500 leading brands globally to provide visibility across operations, the flexibility to grow and adapt to consumer expectations, and accelerated performance from their asset fleet and service providers. LINKS: Connect with Geoff Henry on LinkedIn Follow Gong cha on Instagram Follow Gong cha on LinkedIn Connect with Sid Shetty on Linkedin Check out the ServiceChannel Website Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This episode is sponsored by FTV Capital and J.C. Flowers & Co Financial services is one of the most active sectors in private equity dealmaking, but getting the highest returns requires deep sector expertise, especially in today's challenging exit environment. In this episode, PE Hub editor-in-chief Mary Kathleen Flynn speaks with Peter Yordán, a managing director of J.C. Flowers & Co, and Kyle Griswold, a partner at FTV Capital, to find out what makes financial services different from other sectors. We also hear their strategies for successful dealmaking, including how AI is changing the landscape.

This week: While in New York for this year's Sustainable Apparel and Textiles USA, Innovation Forum's Niamh Campbell spoke with Jimmy Summers, vice-president for EHS and sustainability at Elevate Textiles. They talked about net zero ambitions in the apparel sector and why it's necessary to get away from the race-to-the-bottom approach that has become the norm.   Plus: World Cup emissions set to soar; SBTi's updated corporate net-zero standard; how to transform agricultural waste into carbon-negative products, in the news digest with Babette Pagès.    Host: Ian Welsh

Markets finally delivered the correction we had been anticipating. After becoming extremely extended, the S&P 500 pulled back 4.5% from peak to trough, testing the 50-day moving average before buyers stepped back in. In today's pre-market update, we review why this pullback was healthy, how the 50-DMA provided critical support, and why the recent Iran peace agreement is helping fuel a return toward all-time highs. We also discuss the sector rotation out of technology and semiconductors into defensive areas during the correction, and what that tells us about market leadership going forward. With markets attempting to reclaim the 20-DMA and push back toward the 7,600 level, investors are asking whether the correction is already over and what could come next. We examine the seasonal backdrop, why July has historically been supportive for stocks, and why the next meaningful risk window may not arrive until late summer or early autumn. Topics covered: Why the 4.5% correction was normal and healthy The importance of the 50-DMA support test Reclaiming the 20-DMA and returning to bull mode Sector rotation during the pullback Impact of the Iran peace agreement on markets Why July tends to favor stock market gains Potential risks heading into August and September Hosted by RIA Chief Investment Strategist, Lance Roberts, CIO Produced by Brent Clanton, Executive Producer --- Watch the Video version of this report on our YouTube channel: https://youtu.be/rat_wi7b9eM --- Get more info & commentary: https://realinvestmentadvice.com/insights/real-investment-daily/ --- Do you enjoy our content? Rate us on Google: https://bit.ly/4b9JtEo --- * REGISTER for our next Candid Coffee, "Beyond Protection: What Life Insurance Can reall Do," 8am Saturday, June 20, 2026: https://streamyard.com/watch/WauFUig8HFtb --- Visit our Site: https://www.realinvestmentadvice.com Contact Us: 1-855-RIA-PLAN --- Subscribe to SimpleVisor : https://www.simplevisor.com/register-new --- Connect with us on social: https://twitter.com/RealInvAdvice https://twitter.com/LanceRoberts https://www.facebook.com/RealInvestmentAdvice/ https://www.linkedin.com/in/realinvestmentadvice/ #StockMarket #SP500 #MarketCorrection #Investing #TechnicalAnalysis

What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

Is Your Portfolio Missing Out? The Green Bond Boom ExplainedQuestion:How have green bonds evolved, what risks and opportunities do they present for investors, and what are the biggest misconceptions about this asset class?Answer:Green bonds have grown into a US $2 trillion global market, with Europe leading but APAC and emerging markets catching up. According to Johann Ple, senior portfolio manager at BNP Paribas Asset Management, green bonds now offer broad sector diversification and transparency, making them a credible alternative to conventional bonds. Risks are similar to traditional bonds (interest rates, credit spreads), but greenwashing and sector concentration require careful due diligence. Misconceptions about lower returns (“greenium”) are fading, and green bonds are increasingly viable for all investors, not just those focused on sustainability. Australian super funds and institutional investors can now build custom strategies, aligning portfolios with net zero ambitions without sacrificing performance.Why it matters:For investors, green bonds represent a way to combine positive environmental impact with competitive returns and transparency. The asset class is mature enough for custom strategies, with over 800 issuers and broad sector representation. Understanding the risks and debunking myths is crucial for informed allocation, especially as demand grows in Australia and globally.Sources:• Johann Ple, senior portfolio manager, BNP Paribas Asset Management• Michelle Baltazar, executive director of media, FS Sustainability• Responsible Investing Association Australia• EU Green Bond Standards, APAC market dataTimestamps:00:00 US as a missed opportunity for green bonds02:07 Market size: $2 trillion, Europe dominates, APAC and emerging markets rising03:50 Sector diversification: utilities, banks, real estate, transport, telecom06:54 Risks: conventional bond risks, greenwashing, sector concentration09:00 Greenwashing: issuer and project due diligence11:25 Australia's role: investor and issuer, custom strategies for super funds13:03 Misconceptions: returns, “greenium”, ESG backlash16:54 Growth drivers: APAC, emerging markets, not just EuropeWe record on Gadigal land and pay our respects to the traditional custodians of country and elders past and present.https://www.fssustainability.com.au/This podcast uses the following third-party services for analysis: OP3 - https://op3.dev/privacy

El Centro de Investigación y Tecnología Agroalimentaria de Aragón (CITA) y la asociación Paisajes del Jiloca organizan el 16 y 17 de junio las IV Jornadas ‘Paisajes del Jiloca. Vinificando el paisaje y su custodia' Las Nuevas Técnicas Genómicas (NTGs) representan una de las innovaciones más prometedoras para la agricultura europea. Precisamente por ello, la próxima votación del Reglamento europeo sobre plantas obtenidas mediante determinadas Nuevas Técnicas Genómicas constituye un momento clave para el futuro de la innovación agrícola en Europa. El estudiante del Campus de Huesca de Unizarla Universidad de Zaragoza, Víctor Casero obtiene un meritorio 22 puesto en el campeonato mundial de Ciencia del Suelo Aragón activaba este viernes la fase de máxima activación de medios del Dispositivo para la Prevención y Extinción de Incendios Forestales (Infoar), que se prolongará hasta el 13 de septiembre. Repasamos también la actualidad semanal en el sector cinegético aragonés y abrimos nuestra gestoría agrícola y ganadera.

Los representantes de UGT y CCOO en la negociación del convenio colectivo agradecen el apoyo de los trabajadores y trabajadoras que ha permitido llegar al acuerdo en el sector de limpieza de Valladolid

Sis empreses de Lloret de Mar han estat distingides amb l'acreditació d'Empresa Lingüísticament Responsable (ELR), un reconeixement que certifica el seu compromís amb l'ús i la promoció del català. Les empreses acreditades són els hotels Anabel i Acapulco, les agències Tastets de Món, Marmirada i Traveltec, i el complex esportiu Golf Lloret Pàdel Pitch & Putt. El reconeixement s'ha atorgat aquest dijous després que les empreses hagin superat una auditoria lingüística impulsada per l'Oficina de Català amb la col·laboració de Lloret Turisme. Cesca Cornellà, directora de l’Oficina de Català, afegeix que «un client o usuari catalanoparlant valora que els serveis siguin en llengua catalana». La iniciativa forma part d'un projecte del Consorci per a la Normalització Lingüística que té com a objectiu fomentar la incorporació i la presència del català en el teixit empresarial, especialment en sectors vinculats al turisme i als serveis. Núria Querol, de Tastets de Món, afegeix que «jo em comunico en català amb tothom que entra per la porta». L'auditoria avalua diferents aspectes relacionats amb l'ús de la llengua, com la retolació dels establiments, l'atenció oral als clients, la documentació escrita, els contractes, els webs corporatius, les xarxes socials o el marxandatge. Ariadna Pallàs, del Golf Lloret, explica que «tenim un grup de WhatsApp amb abonats en què al principi tot era en tres idiomes i va arribar un moment en què vam decidir posar-ho només en català». Més enllà de l'obtenció de l'acreditació, les empreses participants reben un informe detallat amb recomanacions i propostes de millora, independentment del resultat de l'avaluació. L'objectiu és afavorir una millora contínua de la qualitat lingüística i reforçar la presència del català en l'activitat econòmica local. Joan Gallart, de l‘hotel Anabel, subratlla que «som a Catalunya i és l’idioma de la terra, ho agraeixen els clients catalans i del sud de França». Mentre que Damià Font, de l’Acapulco i Marmirada, afegeix que «el català és un actiu». De part de l’Ajuntament, l’alcalde Lamelas destaca que amb aquesta iniciativa es vol contribuir a consolidar «el català com una eina de cohesió en un municipi amb el 40% de nouvinguts». El programa -que va néixer a La Garrotxa i ara s’ha estès a Lloret- està obert a noves incorporacions. Les empreses interessades poden contactar amb l'Oficina de Català de Lloret de Mar al correu electrònic lloret@cpnl.cat.

Scott Wapner and the Investment Committee debate where the tech sector is headed after hitting a rough patch this week.  Plus, the desk shares their latest portfolio moves. And later, Josh Brown spotlights Travelers in his "Best Stocks in the Market."   Investment Committee Disclosures Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Send us Fan MailThe fundraising capacity gap is the distance between what a nonprofit needs to raise money sustainably and what it's actually resourced to do. And, right now?... That gap is widening.In this episode, Britt Stockert, Fundraiser Coach at Donorbox, unpacks what it is, where it shows up in daily development work, and why it keeps getting misdiagnosed as a performance problem when it's actually a structural one.The numbers are stark. The Nonprofit Finance Fund found that 85% of nonprofits expect service demand to keep rising, while 36% ended last year at a deficit, the highest in a decade. First-year donor retention sits around 20%. Sector technology budgets allocate 54% to hardware and 1% to training. And nearly a quarter of nonprofit workers can't afford basic living expenses.Britt makes the case that donor attrition, burnout, and fundraiser turnover are not separate problems. They share the same root cause, and it belongs in the budget conversation, not the performance review.What You'll LearnWhat the nonprofit fundraising capacity gap actually isWhere it shows up in real development work, and what it costsWhy burnout and donor loss are structural problems, not individual onesWhat the nonprofit starvation cycle is and why it mattersWhat fundraisers, EDs, and board members can each do differently to break the cycleThe Core InsightThe gap is almost always invisible, which is exactly what makes it so hard to fix. When a major gifts portfolio goes cold, it gets labeled a performance issue. When a fundraiser burns out and leaves, leadership calls it a pipeline problem. The structural cause stays hidden, and hidden problems don't get fixed.The first move is naming it honestly, in budget conversations, in board meetings, before you pick up a new framework or invest in a new tool. What is it actually costing you to leave it the way it is?Chapters00:00 The Fundraising Capacity Gap01:34 Why Retention Is Slipping03:06 Capacity Problems Disguised as Performance Problems06:03 The Nonprofit Starvation Cycle09:34 How to Break the CycleResources and LinksBook a free one-hour strategy session with Britt hereNonprofit Finance Fund Survey DataFundraising Effectiveness ProjectBridgespan Group ResearchUrban Institute Nonprofit ResearchStanford Social Innovation Review: The Nonprofit Starvation CycleAbout the HostBritt Stockert is a Fundraiser Coach at Donorbox with more than 20 years in the public sector. She helps nonprofits build fundraising strategies that match real capacity, working with teams to strengthen donor relationships, refine systems, and simplify operations. Britt also serves on the board of an immigrant- and refugee-led nonprofit and stays closely connected to on-the-ground realities.About DonorboxDonorbox is a globally trusted online and on-location fundraising platform that helps nonprofits raise more. With easy-to-use donation forms, powerful donor management tools, and features designed to grow recurring giving, we have helped 100,000-plus organizations process over 3 billion dollars in donations worldwide.Enjoying the show? Subscribe for more practical fundraising strategies, leadership insights, and tools to help your nonprofit grow sustainably.The information provided in this series is for educational purposes only and does not constitute legal or financial advice. Please consult with a professional advisor for specific guidance.Support the show

Gauteng police are investigating a mass shooting at Jumpers informal settlement in Cleveland, Johannesburg. Twelve people were killed and at least nine others injured after heavily armed suspects opened fire on residents. Rise Mzansi has called for greater accountability and reform in the security sector. Rise Mzansi Joburg mayoral candidate, Lukhona Mnguni joins us now to discuss restoring safety and trust in vulnerable communities

In this episode, Neil Fraser moderates a discussion on some of the most pressing developments shaping today's aviation market. Drawing on recent insights from Jonathan McDonald, and Xavier Baines, the conversation explores current conditions in the regional cargo sector, the opportunities and cost pressures facing Asia Pacific airlines, and the continued delays surrounding the Boeing 777X certification programme.The episode provides expert analysis on market demand, operational and financial pressures, and the wider implications for airlines, lessors, manufacturers, and investors across the global aviation industry.Sign up for the newsletter - https://www.iba.aero/sign-up/LinkedIn - https://www.linkedin.com/company/iba-aviation-consultancy/YouTube - https://www.youtube.com/channel/UCSkPhTf-05htY99V79fklMAWebsite - www.iba.aero

Motheo Khoaripe speaks to Zinhle Tyikwe about her leadership journey, the lessons she has learnt at the helm of the Consumer Goods Council of South Africa (CGCSA) and GS1 South Africa, and the critical role these organisations play in keeping the country’s retail and consumer goods sector running efficiently. Since taking over as CEO in 2022, Tyikwe has led an organisation that represents more than 9,000 companies across the consumer goods value chain, while also overseeing the standards and barcode systems that underpin modern commerce, product traceability and supply chain efficiency. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.    Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 18:00 and 20:00 (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Follow us on social media   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   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/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

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Send us Fan MailWelcome to the What's Up in Business Travel  podcast for Week 23 of 2026.  This weekly podcast is great for those who need to know what's happening in the world of business travel - in under 15 minutes.On this week's podcast, we cover the following stories:Business events sector worth $1.3TAir France, Airbus found guiltyIndia approves $1 billion fund to help airlinesInternational airfares hit a seven-week lowBCD Travel breach raises cybersecurity concernsEurope struggles with EES rolloutTravelport taps Cognizant and AnthropicPhilippine Airlines joins oneworldJuniper Group acquires DeemExpedia Group to acquire CarTrawlerMews partners with UberKayak for Business, Blockskye and FCM partnerTSA introduces Gold+ screening modelHilton debuts Undergraduate by HiltonAvianca adds a new top loyalty tierDelta Air Lines to debut AI ConciergeYou can subscribe to this podcast by searching 'BusinessTravel360' on your favorite podcast player or visiting BusinessTravel360.comThis podcast was created, edited and distributed by BusinessTravel360.  Be sure to sign up for regular updates at BusinessTravel360.com - Enjoy!Support the show

On Episode 633 of Impact Boom, Adele Stowe-Lindner of the Institute of Community Directors Australia discusses building confident and values-led governance, fostering leadership development within purpose-driven organisations, and why social cohesion, ethical decision making, and professional development are critical for the future of Australia's not-for-profit sector. If you are a changemaker wanting to learn actionable steps to grow your organisations or level up your impact, don't miss out on this episode! If you enjoyed this episode, then check out Episode 632 with Adele Stowe-Lindner on strengthening leadership and governance across Australia's community sector -> https://bit.ly/4uDtUMC The team who made this episode happen were: Host: Tom Allen Guest(s): Adele Stowe-Lindner Producer: Indio Myles We invite you to join our community on Facebook, LinkedIn or Instagram to stay up to date on the latest social innovation news and resources to help you turn ideas into impact. You'll also find us on all the major podcast streaming platforms, where you can also leave a review and provide feedback.

In this episode of IPS Finance, we highlight the top stocks that investors should keep on their radar and the key factors to consider before making investment decisions. The discussion also explores the sectors currently attracting the most capital and market attention, explaining where opportunities may be emerging in the current market environment. A concise and insightful breakdown to help investors identify trends, understand sectoral movements, and make informed investment choices.

In this episode, we discuss how behind the recent rally in energy credit lies a multi-year story of management discipline, restrained capital spending, and sector consolidation.The discussion and content provided within this podcast is intended for informational purposes only and may not be appropriate for all investors. Reliance upon information provided in a podcast is at the sole responsibility of the listener. The information included herein is not based on any particularized financial situation, or need, and is not intended to be, and should not be construed as, a forecast, research, investment advice or a recommendation for any specific PIMCO or other security, strategy, product or service. Past performance is not a guarantee of future results. All investments contain risk and may lose value. Investors should speak to their financial advisors regarding the investment mix that may be right for them based on their financial situation and investment objective. Podcasts may involve discussions with non-PIMCO personnel and such content contain the current opinions of the speaker but not necessarily those of PIMCO. Other podcasts may consist of audio recording of an existing PIMCO article and such material contains the current opinions of the manager. The opinions expressed in all podcasts are subject to change without notice. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed. PIMCO as a general matter provides services to qualified institutions, financial intermediaries and institutional investors. This is not an offer to any person in any jurisdiction where unlawful or unauthorized. For additional important information go to www.pimco.com/gbl/en/general/legal-pages/podcast-disclosures CMR2026-0521-5513952-T

The Moneywise Radio Show and Podcast Thursday, June 4th  BE MONEYWISE. Moneywise Wealth Management I "The Moneywise Radio Show & Podcast" call: 661-847-1000 text in anytime: 661-396-1000 website: www.MoneywiseGuys.com facebook: Moneywise_Wealth_Management LinkedIn: Moneywise_Wealth_Management Guest: Jaubrae Dixon, Motivational Speaker & CEO of C.H.A.N.G.E.S.  instagram: https://www.instagram.com/_c.h.a.n.g.e.s/ The opinions voiced in this podcast are for general information only and are not intended to provide specific advice or recommendations for any individual. To determine which strategies or investments may be suitable for you, consult the appropriate qualified professional prior to making a decision. Jaubrae Dixon and C.H.A.N.G.E.S. are not affiliated with nor endorsed by LPL Financial or Moneywise Wealth Management].

Carlota Rebelo reports from the Urban Land Institute’s 2026 Europe Conference in Berlin, where we hear the most interesting voices in the real estate sector assess the challenges facing our cities.See omnystudio.com/listener for privacy information.

One Sector Is Driving Everything The S&P 500 continues to make new highs, but the story beneath the surface is far different. Technology and semiconductors have become the dominant force behind market performance, creating a widening gap between the S&P 500 and nearly every other major sector and factor. In today's pre-market update, we compare the S&P 500 to Momentum, Value, Quality, Energy, Healthcare, Utilities, Materials, and Technology. The results reveal just how concentrated market leadership has become and why many diversified portfolios may appear to be lagging despite owning fundamentally strong companies. We also discuss the risks of performance-chasing, why semiconductor stocks have become such a large part of the index, and what investors should expect when market leadership eventually rotates into other sectors. Hosted by RIA Chief Investment Strategist, Lance Roberts, CIO Produced by Brent Clanton, Executive Producer --- Watch the Video version of this report on our YouTube channel: https://youtu.be/mRXYN5YlgdI --- Get more info & commentary: https://realinvestmentadvice.com/insights/real-investment-daily/ --- Do you enjoy our content? Rate us on Google: https://bit.ly/4b9JtEo --- * REGISTER for our next Dynamic Learning Series presentation, "A SimpleVisor Tutorial," Thursday, June 4, 2025 at Noon: https://streamyard.com/watch/MwairsimgmnS --- Visit our Site: https://www.realinvestmentadvice.com Contact Us: 1-855-RIA-PLAN --- Subscribe to SimpleVisor : https://www.simplevisor.com/register-new --- Connect with us on social: https://twitter.com/RealInvAdvice https://twitter.com/LanceRoberts https://www.facebook.com/RealInvestmentAdvice/ https://www.linkedin.com/in/realinvestmentadvice/ #SP500 #Semiconductors #StockMarket #Investing #MarketOutlook

Programa 4/06/26: Conversamos con una microbióloga sobre los recientes brotes de enfermedades infecciosas. Hablamos del Candombe de Mesa, que llega a teatros de Sídney por primera vez, del aumento salarial para millones de empleados australianos y deportes.Escucha SBS Spanish / Australia en español:Por radio o Internet 7 días a la semana de 1:00 a 2:pm (AEST)Escucha también por Apple Podcasts, Spotify y YoutubeExplora nuestra extensa colección de podcasts haciendo clic aquíEn redes: síguenos en Facebook e Instagram.

El gusano barrenador llegó a Estados Unidos después de 60 años. Este parásito devora los animales de sangre caliente y representa una grave amenaza para la industria ganadera. Mas de 40 personas fueron detenidas en un mega operativo de ICE en una planta metalúrgica de Carolina del Sur.  Estados Unidos impuso nuevas sanciones al gobernante de Cuba Miguel Díaz-Canel. Ciudad de México enfrenta una nueva jornada de protestas por parte de maestros, para exigir una mesa de diálogo con la presidenta Sheinbaum. La administración Trump está impulsando el uso de IA para realizar diagnósticos y recetar medicamentos a pacientes, sin intervención humana.

With trade negotiations, labour shortages, and food affordability all under the spotlight, Canada’s meat processing sector is navigating a complex environment. For an industry that exports roughly half of its beef production and nearly two-thirds of its pork production, international market access remains critical. In this conversation with RealAgriculture’s Shaun Haney, Kyle Larkin, president and... Read More

This week, Miles Clark and Ian Saunders discuss the S&P 500, sector rankings and technology's rapid rise, new IPOs over the next few months, and Bitcoin's lack of strength.Get Our Weekly Newsletter:NDW Lite: https://nd.nasdaq.com/Index-Preference-Center-LP-.htmlHow to Find Us:Twitter: https://x.com/DorseyWrightNDWLinkedIn: / nasdaqdorseywrightResearch: https://dorseywright.nasdaq.com

Vanesa Santos, responsable de comunicación de Crédito y Caución, presenta el último informe de la compañía en el que destaca que en Europa la producción del sector de consumo duradero apenas crecerá un 0,7% en 2026 por la reducción del gasto de los hogares

Denise Chisholm, Director of Quantitative Market Strategy, brings her unique insights and perspectives on the sectors to watch in global markets. Recorded on May 28, 2026. At Fidelity, our mission is to build a better future for Canadian investors and help them stay ahead. We offer investors and institutions a range of innovative and trusted investment portfolios to help them reach their financial and life goals. Fidelity mutual funds and ETFs are available by working with a financial advisor or through an online brokerage account. Visit fidelity.ca/howtobuy for more information. For a fifth year in a row, FidelityConnects by Fidelity Investments Canada was ranked #1 podcast by Canadian financial advisors in the 2025 Environics' Advisor Digital Experience Study.

Eva Soriano creía estar preparada para comprar un piso hasta que se topó con el lenguaje inmobiliario. La presentadora de Cuerpos especiales reconoce estar perdida y asegura que hay muchas palabras que no conoce. ¿Qué son los metros útiles? ¿Y hay metros inútiles? ¿Y la nota simple? ¿Y el Tin? ¿Y el Tae? "Y luego te dicen que el piso no ha pasado la ITE, no sabía que le había quedado para septiembre", ha reflexionado en Eva le grita a una nube.

Pictured at the launch of the report, "Digital Infrastructure for the Future We Want", were Darren Maher, Managing Partner, Matheson LLP, Jim Power, Amárach Research, Minister of State Timmy Dooley, Michelle Wallace, Interim CEO, Digital Infrastructure Ireland and Maurice Mortell, Chairperson, Digital Infrastructure Ireland. An economic study on the data centre industry has revealed the critical role the centres play in Irish corporate tax windfalls and in the €107.5 billion in taxes paid here by the ICT industry. The study by economist Jim Power and statistician Gerard O Neill from Amárach Research has also sounded a warning bell that the ongoing limitations on the development of datacentres are now posing a considerable risk to Ireland's attractiveness as a location for foreign direct investment. Speaking at the launch of the report, Minister of State at the Department of Climate, Energy and the Environment, Timmy Dooley, said: "Ireland's data centre ecosystem is and will continue to be a critical driver of national economic performance, underpinning high?value sectors, foreign direct investment, digital competitiveness, operational resilience, and export growth, while supporting tens of thousands of jobs." Maurice Mortell, Chairperson of Digital Infrastructure Ireland added: "Ireland has a long history of attracting investment and has positioned itself as one of Europe's leading locations for digital infrastructure. Sustaining Ireland's taxes and its role as a leading investment hub requires a National Digital Strategy that integrates digital infrastructure, energy, planning and industrial policy to support long term competitiveness. The Government's announcements must now translate into tangible actions. With a renewed approach, Ireland can lead the next generation in developing sustainable, high performance digital infrastructure – but delivery is essential. The reality is that considerable taxation is paid where IP assets are located and this has been instrumental to the strong growth in corporation tax revenues since 2015. The risk is that if data centres are going to be built in other locations, because they cannot be built in Ireland, the IP assets could follow the data centres, with very negative implications for Irish corporation tax revenues. Ireland is losing business and global companies are moving their investment pipelines elsewhere." The study, "Digital Infrastructure for the Future We Want", says there has been €18 billion in investment from Ireland's data centre ecosystem, spanning across 105 facilities and 35 operators. It finds that the economic significance of data centres is greater than the direct employment they create and the vital element of critical infrastructure that they provide. "Data centres are essential for the Government's AI and digital strategy, the modernisation of the public sector and the indigenous business economy," the report notes. "Ireland has a high dependence on foreign-owned companies in terms of employment, corporation and income tax receipts, and general economic activity. Given this high level of 'concentration risk' there is considerable pressure on Ireland to preserve its status as a good country in which to do business. That is now under considerable pressure," the authors say. The report highlights that a lot of global intellectual property is stored in Ireland and is a major contributor to tax revenues. "Many of the largest corporations in Ireland are in high-tech industries like pharmaceuticals or information technology that rely heavily on IP. Unlike a building or a machine, it is very easy to move Intellectual Property into or out of a country. There is a lot of Intellectual Property held in Ireland. Some of it has been produced here, while much is imported between different arms of the same multinational corporation." "The location of IP in Ireland makes a significant contribution to exports of goods and services from Ireland. In 2024, exports of computer services...

In deze aflevering legt Denzel Aboraa uit hoe Cleanz by dr. Abo ontstond. Hij was altijd al bezig met sneakers: hij hield zijn eigen schoenen proper, volgde YouTube-tutorials en leerde zichzelf verschillende reinigingstechnieken. Op een bepaald moment vroeg hij zich af of er in die passie een business zat. Zijn moeder bood haar garage aan als eerste werkplek, en Cleanz startte met schoenen van familie en vrienden. Mond-tot-mondreclame en socials deden de rest. Vandaag krijgt Cleanz tussen veertig en zeventig paar schoenen per week binnen. Mensen kunnen langskomen in Antwerpen, pakketten versturen of gebruik maken van ophaling. Er is al een drop-off point in Hasselt en de ambitie is om dat netwerk in heel België uit te bouwen. Klanten komen zelfs uit Duitsland naar Antwerpen om hun schoenen te laten reinigen, wat voor Denzel bevestigt dat hier een echt gat in de markt zit. Hij biedt intussen ook reiniging aan van tassen, petten en accessoires, en bouwt daarmee verder aan het merk Cleanz. Branding is een bewuste strategie. Voor Denzel is Cleanz niet zomaar een kuisdienst, maar een naam die moet staan voor vertrouwen, snelheid en kwaliteit. Hij investeert in content, cameramensen, drones, special effects en zelfs guerilla-acties — denk aan een grote vlag op de Boerentoren om zijn opening aan te kondigen. Dat kost geld, maar bouwt ook iets op dat verder gaat dan schoenen schoonmaken alleen. Zijn grootste leerschool? Het administratieve werk dat zoveel verder gaat dan waar hij in het begin aan had gedacht. Denzel spreekt open over vooroordelen: zijn omgeving zag de visie niet altijd, vroeg of er wel geld in zat, behandelde het soms alsof het een bijverdienste was. Maar hij zag het potentieel vanaf dag één en gelooft dat duurzaamheid een sterke extra laag aan zijn verhaal geeft: schoenen krijgen een tweede leven in plaats van weggegooid te worden. Zijn droom is klaar: Cleanz als vertrouwd merk in heel België, financiële vrijheid om tijd door te brengen met familie en te helpen wie hij wil helpen. CEO van je leven zijn begint voor hem bij discipline — aan jezelf werken, goed eten en drinken, sporten en je goed voelen in je eigen vel. Trends is een podcastkanaal van de redactie van Trends.--- --- Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

La Mesa de Análisis Político - 02.06.2026 - Sector D Centro plantea que el Partido Nacional empiece ya a pensar una estrategia de país sin esperar “al último año para un plan de gobierno”. by En Perspectiva

Entrevista Nicolás Olivera - Intendente de Paysandú, dirigente del sector DCentro del Partido Nacional by En Perspectiva

In this episode of IPS Finance, we analyze the sudden turnaround in the market after 12:30 PM and the factors that triggered the sharp shift in sentiment. The discussion also focuses on the 4% rally in the IT sector, examining whether this is the right time for investors to consider IT stocks or remain cautious. A quick and insightful breakdown to help investors understand market movements and identify potential opportunities.

This episode explores the intersection of UK welfare reform and gambling policy, featuring insights from industry experts and political analysis. We discuss proposed welfare measures, their potential impact on the gambling sector, and broader economic implications.Key TopicsUK welfare reform proposalsImpact of welfare policy on gambling sectorPolitical strategies and industry implicationsHost: Charlie HornerGuests: Ted Menmuir & Ted Orme-ClayeProducer: Anaya McDonaldEditor: Anaya McDonaldLearn how Optimove's Positionless Marketing is changing how iGaming teams operate. Discover how operators are using Optimove's Positionless Marketing Platform to launch personalised CRM campaigns, dynamically change casino lobbies and bet slips, and create engaging gamified experiences. Learn more at optimove.com.Finally, remember to check out Optimove at https://hubs.la/Q02gLC5L0 or go to Optimove.com/sbc to get your first month free when buying the industry's leading customer-loyalty service. 

Manufacturing production, new orders, imports, and exports were all up in May, according to the latest PMI report. The only piece of the manufacturing business that didn't grow was the labor force — payrolls contracted for the 32nd month in a row. In this episode, how much can a sector grow without hiring more humans? Plus: Dollar stores dip into delivery, college campuses turn into robot training grounds, and new jobs data will tell us whether inflation growth keeps outpacing wage growth.Every story has an economic angle. Want some in your inbox? Subscribe to our daily or weekly newsletter.Marketplace is more than a radio show. Check out our original reporting and financial literacy content at marketplace.org — and consider making an investment in our future.

Manufacturing production, new orders, imports, and exports were all up in May, according to the latest PMI report. The only piece of the manufacturing business that didn't grow was the labor force — payrolls contracted for the 32nd month in a row. In this episode, how much can a sector grow without hiring more humans? Plus: Dollar stores dip into delivery, college campuses turn into robot training grounds, and new jobs data will tell us whether inflation growth keeps outpacing wage growth.Every story has an economic angle. Want some in your inbox? Subscribe to our daily or weekly newsletter.Marketplace is more than a radio show. Check out our original reporting and financial literacy content at marketplace.org — and consider making an investment in our future.

Amnesty International says it's entirely possible for New Zealand to take on big tech. Several media companies, industry groups and other organisations have signed an Amnesty open letter, calling for a stronger crack down on digital platforms like TikTok and Facebook. They're calling for an independent regulator to manage risks like fraud, extremist content, and misinformation. Amnesty International NZ Movement Building & Advocacy Director Lisa Woods told Heather du Plessis-Allan we already hold other big companies to account. She says they want big tech platforms to face requirements such as a duty of care, to identify and reduce risks, and explain how their systems work. LISTEN ABOVE See omnystudio.com/listener for privacy information.

On this episode, Scott Lewit and Joni Richards of Structural Composites, Inc., join the show to discuss one of their latest projects, which includes a $9 million contract with the U.S. Army Corps of Engineers for the Canaveral Fiber Reinforced Polymer (FRP) Sector Gate Project at Port Canaveral. It represents a significant milestone in the adoption […] The post Inside the $9 Million FRP Sector Gate Project: Interview with Scott Lewit and Joni Richards of Structural Composites first appeared on Composites Weekly. The post Inside the $9 Million FRP Sector Gate Project: Interview with Scott Lewit and Joni Richards of Structural Composites appeared first on Composites Weekly.

Birmex asumirá distribución de medicamentos en México Decomisan más de un millón de litros de huachicol en NLPutin asegura que guerra en Ucrania se acerca al finalMás información en nuestro podcast#grc

US commercial real estate started 2026 on steady footing, but the story varies considerably depending on what part of the market you look at. In this episode of CRE Exchange, our hosts are joined by Alex Jaffe and Mike Amthor from Altus Group's Valuation Advisory practice to discuss Q1 2026 ODCE index results alongside REIT earnings themes. The team also takes a look at the residential market inversion between Sun Belt and gateway cities, the SoCal industrial softness that isn't clearing yet, and what fund managers are saying about 2026 and 2027 as a potential entry point for long-term capital deployment.Key moments01:27 Meet the guests02:25 ODCE data primer03:17 Q1 returns and CapEx06:38 REIT crosscheck08:43 Sector pecking order11:08 Multifamily market split13:55 Industrial soft spots16:12 SoCal strategy and REIT themes19:14 Office leasing reality22:21 Retail strength and risks28:31 Self storage spotlight31:50 Client questions and outlook35:00 Rates leverage and wrap upResources mentionedAltus' Q1 valuation and performance trends analysis of the NCREIF ODCE Index: https://www.altusgroup.com/webinars/ncreif-odce-index-quarterly-analysis/#featured Alex Jaffe: https://www.linkedin.com/in/alexander-jaffe-mai/ Mike Amthor: https://www.linkedin.com/in/michael-amthor-40865154/

The First Water Sector Unicorn Wants to IPO. But Wall Street kinda forgot how to buy water... Early-stage water tech funding quadrupled in seven years. Private equity's share of water M&A doubled in a decade, with a record 165 PE-led acquisitions in a single year. The bench of PE-owned water platforms grew from 42 companies in 2015 to nearly 600 in 2025. And the sector just minted its first twice-unicorn - Gradiant - with a Series E at a $2 billion valuation on Day 1 of the Global Water Summit 2026! So, will Gradiant IPO?Four all-time highs at once... but the fifth dimension - the public market - went the other way. IPOs in the 2020s are a pale echo of the 2010. So I flew to Madrid to ask the people building the machine (the VCs, the PE platforms, the strategics, the bankers, the entrepreneurs) a single question: is this closed-loop water-capital machine a feature of a mature sector, or a $300 billion pressure cooker about to crack?

Today we bring back a favorite to the podcast as Damien Becton returns with an homage to Recess, Dexter's Laboratory, and 00's era Cartoons with the All ages Graphic Novel Ruth Avenue Raiders vs. The Robots of Sector 7. This project is personal as Damien's Father grew up on Ruth Avenue in Akron, Ohio and his football team was the Raiders. Every character in the book symbolizes his friends that he grew with on that team. The Raiders as a collective are of the same personality as Damien puts it the 2012 Patriots. Undefeated, great talents, maybe a lil arrogant. In a great deal in need of a humbling as hey meet their match when Dre Droid and the Robots of Sector 7 make there way to the neighborhood for a challenge.Written by Damien BectionArtwork by Marina Otegui Ruiz

Jonathan Corpina breaks down this morning's market action as futures soar and the S&P 500 looks to extend its eight-week winning streak. He discusses middle east headlines, labor market fluctuations, investor rotation out of tech and into sectors like financials, and why every AI headline continues to move stocks.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Veronique de Rugy argues that tariffs function as taxes paid by Americans, with costs passing to consumers at a 96% rate. Despite promises to revive manufacturing, employment in that sector has continued to decline. The policy is described as a "catastrophe" resulting in billions in unconstitutional levies that require federal refunds. (13/16)1921 WALL STREET