Podcasts about service owner

Tom Arbuthnot and Mark Licinio, Service Owner of Video Conferencing & Teams devices at  BP dive deep into Marks' experience with Microsoft Teams Rooms and Digital Workplace.Discussion of transitioning to Microsoft Teams from Skype for businessThe journey to enabling Microsoft Teams in the meeting roomMark speaks about managing and operating multiple OEMs, BYOD, Android, and Windows. BP's approach to testing, operations and deploymentHow their teams evaluate and select equipment and OEMsThe significance of community engagement and networking which eases their decision-making process in the UC realm.Thanks to Neat, this episode's sponsor, for your continued support of the Empowering.Cloud community. 

In de aflevering van YellowChat, de podcast van Evolve, neemt Bram Koster dit keer niet de rol van gastheer op zich, maar die van gast. Peter ondervraagt hem over zijn rol als Service Owner bij Randstad. Een halfjaar voordat hij in deze functie begon, startte de wereldwijde uitrol van een intern communicatieplatform. Bram's missie? Zorgen dat de organisatie maximaal profijt haalt uit dit platform. Natuurlijk brengt dit de nodige uitdagingen met zich mee. Hoe overtuig je meer dan 45.000 mensen, verspreid over de hele wereld, om het intranet te adopteren? En als elke afdeling een eigen stempel drukt op het platform, hoe creëer je dan verbinding tussen die diverse afdelingen? En hoe breng je uniformiteit in deze gedecentraliseerde manier van werken? Deze en talloze andere vraagstukken worden besproken in deze aflevering van YellowChat.

Episode 29: Interview with Signing Service Owner Dillon True In this episode of The Loan Signing Hustle Podcast, I sit down with Dillon True, a successful signing service owner and notary public, to discuss his journey in the loan signing industry.Dillon shares his insights on how he built his signing service and advice for aspiring notary loan signing agents on how to differentiate themselves in a marketplace and build a successful business.Whether you're an aspiring loan signing agent looking to build your business or an established notary public looking to take your business to the next level, this episode of The Loan Signing Hustle Podcast is packed with valuable insights and advice. Tune in to hear from Dillon True and learn from his years of experience in the loan signing industry.Contact Dillon at: Dillon@trueclosings.comSupport the show⬇️The Official Notary Public Journal in 4 stunning colors can be purchased below! ⬇️Blue: Notary Public Journal: Official Notary Public Journal for Loan Signing Agents | 122 Single-View Secured Entries | Notary Public Logbook: Signatures USA, LLC: Amazon.com: BooksGreen: Notary Public Journal: Green Official Notary Public Journal for Loan Signing Agents | 122 Single-View Secured Entries | Notary Public Logbook: LLC, Signatures USA: Amazon.com: BooksPink: Notary Public Journal: Pink Official Notary Public Journal for Loan Signing Agents | 122 Single-View Secured Entries | Notary Public Logbook: LLC, Signatures USA: Amazon.com: BooksRainbow: Notary Public Journal: Rainbow Official Notary Public Journal for Loan Signing Agents | 122 Single-View Secured Entries | Notary Public Logbook: LLC, Signatures USA: Amazon.com: BooksQuestions or inquiries, send an email to Info@SignaturesUSA.comWant to work with my Signing Service?Go to SignaturesUSA.com & Click on the: NEW CLIENT/ NOTARY TAB ⬇️Please Support the Show in the Link Below!⬇️https://linktr.ee/TheLoanSigningHustle

Episode 28: Mistakes I See as a Signing Service OwnerIn this episode of The Loan Signing Hustle Podcast, I discuss common mistakes that loan signing agents make. From missing initials to incomplete documents.Aspiring loan signing agents can learn from these mistakes to avoid pitfalls and build a successful business.Tune in to this episode of The Loan Signing Hustle Podcast to learn from the mistakes ive seen as a signing service owner and take your loan signing business to the next level. Don't miss out on these valuable insights!Support the show⬇️The Official Notary Public Journal in 4 stunning colors can be purchased below! ⬇️Blue: Notary Public Journal: Official Notary Public Journal for Loan Signing Agents | 122 Single-View Secured Entries | Notary Public Logbook: Signatures USA, LLC: Amazon.com: BooksGreen: Notary Public Journal: Green Official Notary Public Journal for Loan Signing Agents | 122 Single-View Secured Entries | Notary Public Logbook: LLC, Signatures USA: Amazon.com: BooksPink: Notary Public Journal: Pink Official Notary Public Journal for Loan Signing Agents | 122 Single-View Secured Entries | Notary Public Logbook: LLC, Signatures USA: Amazon.com: BooksRainbow: Notary Public Journal: Rainbow Official Notary Public Journal for Loan Signing Agents | 122 Single-View Secured Entries | Notary Public Logbook: LLC, Signatures USA: Amazon.com: BooksQuestions or inquiries, send an email to Info@SignaturesUSA.comWant to work with my Signing Service?Go to SignaturesUSA.com & Click on the: NEW CLIENT/ NOTARY TAB ⬇️Please Support the Show in the Link Below!⬇️https://linktr.ee/TheLoanSigningHustle

Melissa Grabiec has had quite a journey since joining the Seaplane Pilots Association. As a traveling volunteer doing events across the country in her early 20's, to earning her ATP, and flying for a major airline, she is now starting her own seaplane service. Melissa started her seaplane journey, like many others, at Jack Brown's Seaplane Base in 2012. Eleven years later, she is flying for a major airline and launching Bel-Air Seaplane Service, which is operating off of Messalonskee Lake, in Maine.This a fun interview with a passionate Lifetime SPA member which is inspirational; especially, to young pilots looking for chase a career in aviation.https://belairseaplaneservice.com

 On today's episode of our women in tech spin-off series, we were joined by our host Maddy Norris and Medina Aganovic, Service Owner & Deputy Team Lead of Network Technologies at SPAR ICS.  During today's episode, the ladies discuss some pressing topics that are occurring in the industry at the moment. Medina talks about her experience in the tech industry being a woman and the challenges that have come with that.  She also delves into the technology she has been impressed with currently and what she's doing with that.  Learn more from Medina here: https://www.linkedin.com/in/medinaaganovic/ Want to stay up to date with new episodes? Follow our LinkedIn page for all the latest podcast updates!Head to: https://www.linkedin.com/company/the-route-to-networking-podcast/Interested in following a similar career path? Why don't you take a look at our jobs page, where you can find your next job opportunity? Head to: www.hamilton-barnes.com/jobs/

In dieser Folge sprechen wir mit Jan Saathoff. Er ist Service Owner für Organisationsentwicklung bei Seibert Media und arbeitet sehr eng mit den Hosts dieses Podcasts (Alina Liv Hamm, Jo Seibert und Ralf Janssen (externer Berater)). Doch was ist ein Service Owner bei Seibert Media, wie lebt er diese Rolle und warum ist ein Service Owner denn eigentlich keine Führungskraft? Darüber sprechen wir in dieser Folge!

In this episode of the Thoughtful Entrepreneur, your host Josh Elledge talks to the founder of https://www.thegardencontinuum.com/ (The Garden Continuum), Monique Allen.  The Garden Continuum builds and maintains beautiful landscapes. On their website, The Garden Continuum shares that landscape is more than a “thing” that surrounds a house or business. Your landscape can become a Life‑Scape™; a special, beautiful and functional part of your property. The Garden Continuum strives to enrich the human experience by considering your unique personality, the natural features of your land, and the environmental impacts of design and installation. This is what sets Monique and her company apart.  Monique shares the different types of providers within the landscaping space. She shares her story about how she fell into this space when she met someone in college who suggested she try her hand at landscaping. She realized for the first time that she felt alive while doing work and she hasn't steered away from that drive since.  Josh and Monique explore how this has typically been a male-skewed industry, especially back in the 80s when she started The Garden Continuum. Women tended to only work on the stylistic end of things back then – Monique shares that she wanted to break that mold and do all of the work, including the hard physical labor. The Garden Continuum has more females on their team and the space has seen more women in these roles, she shares. Monique also explains that she is nurturing and compassionate above all else. She's tough, but she also knows how to get results. She approached the trade without being hard on her team, and this has made all the difference. Monique and Josh also talk about the evolution of trade-based businesses. Most people are passionate about these trades and start as technicians. As you learn and become more adept, you become a master. That's when you start asking yourself why you shouldn't work for yourself. There has been a shift in the space and trade service owners need to understand that their teams are experiencing burnout – enough to put some companies out of business. It's the job of trade service owners to build the next generation of trade workers. Turnover is higher than ever in the trade services, so providing roles for technicians that encourage good company culture will result in retention. Don't HUNT for the perfect employee in a trade space; you have to attract them.  Want to learn more? Check out The Garden Continuum's website at https://www.thegardencontinuum.com/ (https://www.thegardencontinuum.com/).  Check out The Garden Continuum on LinkedIn at https://www.linkedin.com/company/the-garden-continuum-inc/ (https://www.linkedin.com/company/the-garden-continuum-inc/).  Check out Monique Allen on LinkedIn at https://www.linkedin.com/in/moniquetgc/ (https://www.linkedin.com/in/moniquetgc/).  Don't forget to subscribe to The Thoughtful Entrepreneur and thank you for listening. Tune in next time! More from UpMyInfluence: ✅ We are actively booking guests for our DAILY Entrepreneur Success Podcast.https://upmyinfluence.com/guest ( Schedule HERE). ✅ Are you a 6-figure consultant? Let us fill your sales schedule and move you to 7-figures.https://upmyinfluence.com/b2b ( Learn more here). ✅ Check out our freehttps://upmyinfluence.com/1 ( Authority Transformation Masterclass).

In dieser Episode berichten wir über die Überraschungen bei den kollegialen Rollenwahlen bezgl. unseres Portfoliokreises. Dann gehen wir darauf ein, wie wir uns in der Organisationsentwicklung (OE) bei //SEIBERT/MEDIA organisieren und welche Leitthesen (“weg von … hin zu”) wir für uns gefunden haben. Ein weiteres Thema sind Rollen im OE-Kreis, kollegiale Rollen in Kreisen allgemein im Gegensatz zu fachliche Rollen im Unternehmen. In diesem Zusammenhang gehen wir auch noch auf eine Hörerfrage ein, wie wir die Rolle des Service Owners verstehen (nein, nicht der Service Owner aus ITSM, auch wenn es da vielleicht Ähnlichkeiten gibt). Vielen Dank an Christian und Matthias für ihre Hörerfragen! Wir entschuldigen uns für die Audioqualität dieses Mal. Ralfs Mikro hatte irgendein Problem... Hier noch ein paar Links zu den angesprochenen Themen: Kanban-Flightlevels: https://www.leanability.com/de/blog/2017/04/flight-levels-die-verbesserungsebenen-der-organisation/ Systemische Konsensierung: https://www.sk-prinzip.eu/methode/ Ein Blogartikel zur Widerstandsabfrage: https://montags-impulse.de/2020/05/04/entscheidungsfindung-in-gruppen-die-widerstandsabfrage/ Transkript des Podcasts und Blogartikel zu den Episoden findet ihr unter: https://seibert.biz/echtjetzt

At this month's event, the 21st in our series, the speakers presented their work in an exciting, quickfire format. Each speaker had eight minutes, followed by eight minutes of questions from the audience. This month's speakers were: Adam Brocklesby, EY Partner, UK&I Consulting, on how government can improve policy decisions and citizen services by being 'insight led' and 'data enabled' Pye Nyunt, Head of Insight & Innovation at the London Borough of Barking & Dagenham, on insight-led action on reducing homelessness and improving financial resilience Madeline Lasko, Service Owner, Trading Environment, and Simon Worthington, Chief Data Architect, Trading Environment, Department for International Trade, on publishing the UK tariff as open data Ben Lyons, Head of External Affairs and Insight at the Centre for Data Ethics and Innovation, on public engagement research to scope standards on public sector algorithmic transparency The event was chaired by Gavin Freeguard, Associate at the Institute for Government.

Vanessa Schneider: Hello and welcome to the Government Digital Service podcast. My name is Vanessa Schneider and I am Senior Channels and Community Manager at GDS. Today we will be talking about the Clinically Extremely Vulnerable People Service and we will be joined by several guests.   You'll be hearing from Sally Benson from the Department of Work and Pensions [DWP], Martin Woolhead from the Department for Environment, Food and Rural Affairs [DEFRA], Kate Nicholls from the Ministry of Housing, Communities and Local Government [MHCLG], and Nick Tait from GDS. As you can tell by this long list of participants, the Clinically Extremely Vulnerable People Service involved a lot of people working for a lot of departments - it was truly a cross-government effort.    But you might not be clear on what it is. In March 2020 as a critical response to the developing COVID-19 pandemic, GDS rapidly built the Clinically Extremely Vulnerable People Service, also known as VPS, to provide support for clinically extremely vulnerable people in England, who had been advised to shield. The service was stood up over one weekend and then continuously iterated to support emerging policy and user needs.   The service enables clinically extremely vulnerable people to register their personal details and support needs, which are securely stored, validated against NHS shielded patient lists for eligibility and securely transferred to frontline service providers. During the period of national shielding from 23 March to 30 July, that is wave one of shielding, the Vulnerable People Service facilitated more than 4.2 million deliveries of essential supplies, support with basic health and care needs, as well as providing priority supermarket deliveries.   Joining me now are Kate Nicholls and Nick Tait. Thank you for being here. Would you mind introducing yourselves to the listeners? Let's start with Kate.   Kate Nicholls:  Sure. Hi, I'm Kate Nicholls. I've been working in the Ministry of Housing, Communities and Local Government as part of the shielding programme, particularly on the Data Policy Team. So we work really closely with GDS on the kind of ongoing development of the Vulnerable People Service.    Vanessa Schneider:  Amazing. Thanks for joining us Kate. Nick, would you mind introducing yourself?    Nick Tait:  Absolutely. Hello everybody. My name is Nick Tait. I'm the Service Owner for the Clinically Extremely Vulnerable People Service here in GDS. And I've been with the programme since 5 May 2020.   Vanessa Schneider:  Thank you. So both of you work for parts of government that have been instrumental in the development of the service. I was wondering how you came to join the teams that were working on this?   Nick Tait:  It was pretty much born of necessity really and, and practicality. As you said in your introduction Vanessa, there were a, and there remain, a lot of interested parties, a lot of stakeholders, too much for any one department to do, given the, the nature of our response to the emergency that we found, we find ourselves in. And the 2, as far as GDS and MHCLG were concerned or are concerned, we're the 2 main players: we represent the policy and the delivery of said policy as far as the digital service goes. And furthermore, as the project has progressed, it's become expedient for us to get closer to both policy makers and, and people they know - so relationships with local authorities, for example, are best facilitated by colleagues at MHCLG.    Vanessa Schneider:  Kate, I know that you joined the MHCLG team working on this a little while into the VPS [Vulnerable People Service] being set up. How did you experience that?   Kate Nicholls:  It was actually a really great time to join because all of those kind of key relationships between GDS and MHCLG had already been established. And when I joined the team, it already really had that kind of “one team” feel. So I-I'd come from a completely different job elsewhere in government policy. And I came here and it was just, yeah, this kind of efficient machine [laughs] that was just like achieving things every single day. So, yeah, it was, it was a great kind of feeling joining in with that.   Vanessa Schneider:  Amazing. Both of you touch on relationships being established, being really valuable. Do you think you've experienced anything on this scale where you've had to tap in so many departments working on the same project before? Or do you reckon that this is, and I dare use the dreaded word, unprecedented?   Nick Tait:  M-my experience of a civil servant, there has been nothing quite like this. And for me, the fact--sure, I've worked on other programmes where there are perhaps as many stakeholders, but not at this pace. We have excellent governance practises in, processes in place. But they happen at 2 weekly cycles. But you know, at-at the working level of getting the job done then to really hone in on where those key relationships are, that's something that we have had to do in order to respond at scale. And, and I should add that because there are so many stakeholders, we have Engagement Leads on the project whose main job is to consult with local authorities or with DWP or with the food and medicine supplies and so on and so forth. So it-it multiplies out. But yeah, nothing quite like this before. I think it's fair to say.   Kate Nicholls:  Completely agree with Nick. So I've worked on teams in the Civil Service before where there's been, you know, a degree of close working with departments. But I don't think the kind of level that we've got to where, you know, you could just pick up the phone and speak to anyone on the GDS side if you're in MHCLG and, and vice versa. And it's just kind of, it's just right there at your fingertips. I think that's something I've never quite experienced before.    Vanessa Schneider:  I'm, I'm really glad to hear that went [laughs] well then.What was it like working with colleagues in departments like Department for Health and Social Care [DHSC] and external organisations like the NHS, who may be structured differently because of their work being so focused directly on the public?   Kate Nicholls:  Sure. Yeah, so we've, we've worked really closely with NHS Digital (NHS D) because they sort of provide the shielded patient list, the SPL, which is basically the kind of the heart of the whole project.    So while GDS have built this wonderful registration system, the people that that's targeted at are the people who are identified clinically by doctors and other clinicians to be extremely vulnerable. So we've had to kind of, similarly to how we've done with GDS, we had to build up really good working relationships with them, have sort of regular meetings, joint governance, and really kind of create that kind of “one team” feel to make sure that, that the right sort of data on those who are clinically extremely vulnerable is flowing through our system, is flowing to local authorities, you know, whilst also keeping patient records safe, secure and, and sort of operating legally. So that's kind of the challenge of what we've have to do with NHS D. And I think by building up really good working relationships with them that's how we've managed to kind of overcome that and, and use that data in a way that hasn't, you know, really happened with patient data ever before in the past.   Vanessa Schneider:  Nick, was there anything that you could add about either the working relationship with DHSC or NHS Digital?   Nick Tait:  So my, my experience around DHSC, the one that I'd sort of pinpoint is, is their involvement at the overall, overall programme steering board - where we have had regular contact with the Deputy Chief Medical Officer [DCMO]. And having, having senior stakeholders as, as embodied in DCMO to go, and there is all of this happening helps frame our work a little bit more, and then that comes down to, to working level, where it is the nuts and bolts of the all, all important shielded persons list, which, as Kate says, is, without which we'd be scrabbling about.    Vanessa Schneider:  So we actually talked to Martin Woolhead from DEFRA, which is the Department for Environment, Food and Rural Affairs, regarding the Vulnerable People Service. And he also shared with us a little bit about the working relationships between the departments.    [CLIP STARTS]   Martin Woolhead:  I'm Martin Woolhead. I'm Deputy Director for Food for the Vulnerable in DEFRA, Department for Environment, Food and Rural Affairs. My role essentially is overseeing policy and work on food for vulnerable people. So that ranges from work with food charities and local authorities to essentially get and look after food needs for vulnerable people.    One of the things I think constantly cropped up throughout the process was that, for example, on what we did on food supply, MHCLG could also have done that, you know MHCLG as programme owners, and working on this across government and leading it, could also have essentially contracted with food suppliers to deliver the, the packages of essential supplies that were delivered. The reason it wasn't done in that way was simply because of those relationships and the urgency that we had. So because we had the existing relationships, DEFRA was able to kind of work specifically on that bit and get it done quickly.   So, so where DEFRA worked on food supply because of its existing relationships, other departments had relationships with others. So in regard to the supply of medical supplies so medicines and things, DHSC led on that element because they had the relationships. And so with MHCLG convening, they were able to kind of use the relationships that other departments had and kind of, you know, outsource those bits. And for me that's part of the reason why it was done so quickly. So with all of the urgency, we used existing relationships to get things done.    From, I think, the first ask for, you know, essential supplies to help shielded people, to boxes of essential supplies starting to appear on doorsteps, took around 10 days. And from the announcement of shielding, so when shielding was first announced publicly, to people first receiving their essential supplies was 5 days. And you know, in the context of panic buying across the country, in the context of the global pandemic, the fact that we were able to organise direct doorstep, essential packages to any doorstep in England, and, and most services don't offer that. You know, most supermarkets won't offer doorstep delivery to every address in England, in just 5 days, I think was an incredible achievement.   [CLIP ENDS]   Kate Nicholls:  Yeah, we already had people that were experts in food supplies that knew the supermarkets. We already had a Government Digital Service with like expert content providers, people who are experts in, in data protection. We already had MHCLG, who have, like, links into councils and a really good understanding of what councils do on the ground and deliver. And also everybody in each of those departments already knew that we already have those people in the other departments. And you know I've missed people: DWP, who, you know, know everything about [laughs] how to set up an outbound call centre. So I guess it's kind of, it's a really positive story about the kind of existing connectivity between departments and different levels of quite, sort of deep expertise in different areas that we were able to draw upon pretty quickly.   Nick Tait:  Yeah, I think, I think I'd echo that. I mean no individual department needed to reinvent any wheels really. The, the programme trusted each department to, to focus on its, its domain area and to do that well. Which, which happened. The, the challenge wasn't sort of reinventing the wheel, it was to build the new one. And the new one was around the data sharing, was around actually gluing a, a relatively disparate bunch of people within, within government to work together. And once people sort of trusted that ‘Department X’ would take care of their stuff and ‘Department Y’ would do theirs, then it was just the governance and the working that needed to be worked out. Which sounds dismissive. It isn't at all. There was, there was hard work to do there. But we didn't sort of go, “'oh, well I've, I've done food policy' says non-food policy department, 'so I'll get involved with that.'” There was, there was no time for that sort of shenanigans, and people were focussed on what they knew best. And that was the, the real strength.    Vanessa Schneider:  I was going to say, in a very cheesy way, everybody brought their own wheels, and it turns out they were cogs that all worked together, and it made a very smooth machine. [laughs]   Nick Tait:  Indeed. Indeed. [laughs]    Vanessa Schneider:  So clearly relationships are a key part to this having worked so well, but are there, are there other drivers that you can think of that supported the development of the service?   Nick Tait:  I guess..so like the-the key driver, as in everything we do, is meeting the needs of our users. That's you know, primary directive: users first. And I think what we've learnt over the project is like, when everything was stood up in April, May 2020, the primary needs to be met were those of the clinically extremely vulnerable population. And, and as we became one team, we, we began to expand or, or more fully understand who our users were, how best are we serving service providers, whether it was wholesalers delivering food boxes, whether it was local authority, civil servants at the front line, who are in fact proxies, or can act as proxies, for CEV [clinically extremely vulnerable] users and use the system themselves and have their own requirements in their own local authorities.   And then sort of a, a third section of, of our users would be our stakeholders in terms of those who consume and then act upon the data that is presented via the dashboards that, that the Management, Information and Data Analytics teams provide. So I think, you know, the key driver has, has always been and will remain our users and that's sort of enshrined in how the service has been built. But what has changed, and, and continues to be iterated upon, is, is how we understand who our user population is and, and how best to serve that.    Vanessa Schneider:  Do you think that the service benefited from products such as GOV.UK Notify already being in place? But also, for instance, the data lists for the shielded people - because that data already existed, was that something that made your lives easier?   Nick Tait:  Notify, yes, I can't, I don't, I don't want to entertain thinking about how things might have been had we not had a readily accessible solution to communicate in as many channels as possible, whether it's a physical letter, whether it was an email or a text message, which would have happened via Notify. And, and don't forget that, either t-that DWP colleagues had o-outward bound call centres. We also had our interactive voice recognition system that was part of the initial wave one service that allowed people to, to register - that was inbound only, but, but nonetheless. So having, having access to tools and technology that, that we could trust because they've been tried and tested before us, made, made our lives easier.   Vanessa Schneider:  I was wondering as well: because the user was required to submit their details that were checked against that list provided by the NHS and DEFRA provided details to retailers under specific and secure conditions, I was wondering how the safety and security of user data was ensured and how was the data joined up to make sure the right people were giving the appropriate support?   Kate Nicholls:  That was something that again is kind of, to use the, the much used word, unprecedented. So that was an area where we had to get all of the right people with the right legal expertise and data protection expertise - so with you know, the data protection leads across DEFRA, DWP, MHCLG, GDS, the Data Protection Officers - all together. They formed a kind of data governance oversight board. Whilst we you know, we were kind of under a lot of pressure to work really quickly and get data to, to you know supermarkets, to councils, et cetera as quickly as we could, we had a really kind of rigorous group of experts holding us [laughs] to account to make sure that we had the right data sharing agreements in place, the right MoUs [Memorandum of Understanding] and, and all of that kind of information governance documentation. So that was really appreciated, and it sort of goes back to the running theme of that cross-government working - if we hadn't been able to get all of those people in place and we just couldn't have made it work.   Vanessa Schneider:  I believe there was a transfer tool as well. Could you tell me more about that perhaps? I believe it meant that you could select how people or which people could access what data if I got that right.    Nick Tait: So we-we use...for the cloud hosting service that we use for our data storage, ben-benefits from its own internal security reviews that they perform on the overall system. And then their secure storage solutions are compliant with our strict regulatory requirements. So in our case what this means, and this is where the, the data transfer tool comes in, is that all of our data is encrypted, both when we store it in the database and when we share it with whosoever we are sharing it with, whether it is a local authority or another government department.   And then at the same time, and talking of regulations, we've, we've established a sort of our own processes around the database. So if you think about GDPR and the principle of the 'right to be forgotten', that's, we have our own processes for this. And if, if our listener is interested, then they can, they can go to our service page and our, all of our privacy documentation is open and, and available there.   So like even for our teams or members of the engineering teams who have access to production, only those with security clearance can access them. It's not available to Tom, Dick or Harriet, so to speak. And we, we log and audit everything. So at any given time, who accessed which piece of data at one point, that information is always available to us. So, you know, we, we take personally identifiable information very, very seriously on this.    Vanessa Schneider:  It sounds like you're doing your due diligence, I hope the listeners are heartened by that.   Nick Tait:  Yeah. [laughs]   Vanessa Schneider:  So next I was wondering, obviously we hope that something like this never happens again. That's the whole point behind the unprecedented language of course. But I was wondering if at the very least, there are learnings that you can take away from this project and the collaboration that you've carried out as well as maybe what not to do?   Kate Nicholls:  I guess the main, the main thing I've learnt as somebody who's a-a policy official, who's never worked on a digital project before, I think I've learnt something very valuable from colleagues in GDS about, about that user base development and continuous improvement, particularly in an environment where you're setting something up very, very quickly as an emergency response.   And I think the more, as we've gone along, the more we've consulted our users - and I'm particularly, from an MHCLG perspective, thinking about councils - and ask them you know, what they think and take in their feedback and expose ourselves to kind of their, their comments and their perspectives, the better the system has become. And I think that's definitely, I guess, a general learning for me. But also if, if I, if, you know, we were ever in a position to be doing something like this again, doing that kind of immediate, constant almost consultation with users would be my main learning from kind of a policy person from the digital world, because I know user base, [laughs] user base development is already a kind of a thing that, that is common across the development of digital platforms.   Vanessa Schneider:  You're sounding like an ambassador for Agile and user-based research there. That's amazing. But I was also really keen on you identifying, sort of, users outside of the clinically extremely vulnerable people and the local authorities. Because obviously the, the service has now changed because it's a much more local approach to providing these services, isn't it?   Kate Nicholls:  Yeah, definitely. I think there are, so both in wave one and wave two, on the ground in councils, the picture is a lot more complex. You know, our service talks about kind of basic support needs, but the kind of detailed assessment of each individual is happening at that council level, and, and the delivery of that support is happening across all sorts of organisations, voluntary organisations, NHS volunteer responders, charities, et cetera. And I think a-another kind of key, I guess key groups that we've tried to listen to are you know, groups like Age UK, all those voluntary groups that are actually on the ground doing these things. They're not direct users of our service, but kind of by proxy of, of being connected to the council, they are linked to the eventual kind of frontline service that our platform leads to.   Nick Tait:  To echo Kate: having policy at a sort of a, a high level, have, having policy and delivery in the same room a-a-around the same virtual whiteboard makes for better service delivery. And I-I think that's the, you know, p-personally and then sort of to, to share more widely within GDS that that, for me, it feels like the only way that this can work. Because otherwise it, it will be a far more protracted process. So, I mean, we, we talk about closer working and collaboration and the tools that sort of facilitate all of this, but we, in my experience, we do that because it's true. And this, and this project is, is proof to me at least, and I, and I hope to our users that, that is the case.   So I think the other thing I, I'd reflect on over the time of the project was: at, at the very beginning, our, our, our overall governance was, was weighty. There was a lot of it. And over, over time as the working relationships have developed and the collaboration has developed and some of that governance has been more focussed on the bits that we're actually working on. So I think that's another reflection from me.    And I, yeah, again we say it very sort of readily now, and, and we took it quite lightly to start with, but the whole “hashtag one team”. Again, i-it's not a joke, it really is, it's the real deal for us and wi-without that, we, we wouldn't be, I think, having a happy conversation like this. And as you say, I hope we don't have to respond on this level before, but there is enough learning here to, well to make an, a really active and considered response quickly, rather than as fast as you can, which is kind of where we were to, to start with, back in 2020.   Vanessa Schneider:  Of course. At the time, you know it was just about getting it stood up, wasn't it?    So we did talk to a couple of your colleagues in other departments. And one of them was Sally Benson from the DWP, that’s the Department for Work and Pensions. So we’re just going to listen to something that Sally shared with us.    [CLIP STARTS]   Sally Benson:  My name is Sally Benson, and my day job before being involved on the National Shielding Helpline as part of the critically extremely vulnerable service is working for the Department for Work and Pensions. More specifically, I'm a Senior Operational Leader in the Child Maintenance Group.   I think when we actually bring it home, 2 people stick out in my mind in terms of people that we phoned. Samantha, a blind lady that had no, no friends or family, immediate support around her, wasn't on a, you know, a mobile telephone. But the National Shielding Helpline were able to get in contact with her and, and put her in touch with those people that were able to help her.   Another lady that we also spoke to was a lady called Carol. And it became apparent from the outset of the call that, that Carol was, was experiencing some, some health difficulties on the phone and was talking to us about how she was having trouble breathing. And actually, we had a process in place that enabled us to call the emergency services. Our call centre agents remained on the call talking to Carol, making sure that she was ok and staying with her until the emergency services actually arrived.   It turns out that Carol was actually suffering a heart attack whilst on the phone to us. And unfortunately, there were 1,400 people throughout the whole of the, of the shielding contact centre process that, that actually needed us to refer to the emergency services. And I think, you know, w-wherever you are and whatever part you played in the, in the national shielding service, whether it be, you know, the data side of it and, and enabling us to actually contact people like Carol in the first place, whether it be decision makers and policy makers that, that actually decided that people like Carol needed, needed our help and our attention, or whether or not you were part of the actual contact centre that, for Department of Work and Pensions.    Everybody played a part in, in making sure that we genuinely supported and protected those most vulnerable. And I think we've got to keep Samantha and Carol at the forefront of our mind when, when we are truly understanding the difference that, that we made. And, and it's those, those things that really give that sense of pride, real sense of purpose, and, and how together working across government, we, we really do look after those most vulnerable in our society. And the National Shielding Service was a perfect example of, of that.   [CLIP ENDS]   Nick Tait:  For the GDS teams, we are intimately connected on the user research level because our user research involves speaking directly with the clinically extremely vulnerable as well as our other user groups. And this is on one hand, very, very stressful for people; especially in the earlier days of the service when people were in dire straits for the need of basic care supplies. And that, that has an impact and an effect on, on the people who are conducting that research. And we have to take care to support and, and look after our own team members who are open to this.   It's a very present now-now validation of the work that you're doing. I think as civil servants we are all contributing to the enhancement, I hope, of the society within which we live, but to have that [finger snap] instant feedback or relatively instant feedback is very, very powerful indeed.   Kate Nicholls:  Yeah, I'd agree with Nick on that point. I think you always, you know, as a civil servant, working on, kind of, policies that you hope will have an impact on the public. But often you might be waiting months or years to actually see that manifest - just because of, you know, how long policy development in normal times takes. But yeah, to be able to, kind of, immediately see how what you're doing is actually helping people in, in some small or big way is, is a really great thing about working on this. Even though it definitely comes with some of it's, kind of, pressure and stresses.    Vanessa Schneider:  I was wondering if you had any achievements that you wanted to call out specifically, any milestones, any, maybe shoutouts to colleagues that you wanted to praise publicly?   Nick Tait:  So I think it's, it's...whilst I'm not a huge fan of milestones, there are certainly achievements that, that it serves us well to remember. So the service itself was stood up over a weekend, 4 days or thereabouts. And then for those registered users, essential supplies were arriving on doorsteps 10 days later. That's pretty amazing. And then over time in, in, in, from the March to the end of July 2020, just over 4 million deliveries of essential supplies were made. So you know this is real stuff happening. So I'm, I'm quietly proud of those things. And I think all of the teams genuinely have done the, the best they could with the tools they had at hand a-and with the information they had at the time, and we've taken time throughout the, the project, or the programme, to pause and to reflect and to ask ourselves: 'what can we do better?'    And some, and some of that has been sort of like recognised formally. So in terms of shout outs, then I-I guess we'd give a shout out to David Dilley from GDS, who was very surprised on a personal level and nonetheless very, very happy to receive an excellence and leadership award at the, the Cabbies last week. So, these things are all good to have. And, and to work on a service that, that impacts people's lives pretty quickly is often enough.   Kate Nicholls:  Yeah, again, I-I feel like specific milestones maybe aren't quite what the thing that makes me kind of the proudest of the, of working on the project. I think the kind of continuous professionalism and kind of, I guess thirst for improvement is what impresses me about working on this project. So obviously the beginning, you know there was a very clear emergency response and, and a lot of momentum [laughs] that kind of comes with that. But I think it's really impressive that even though that kind of initial phase is, you know, of emergency is, is past us now, there's still kind of that appetite to constantly, to constantly test [laughs] with the users, to constantly improve. We just, just last week, we kind of implemented some improvements to the data feeds based on local authority feedback. And I think it's really inspiring to see people who are so enthusiastic about, sort of, delivering not just something that's good enough and does the job, but something that is constantly getting better.    Nick Tait:  A-a really like serious achievement in terms of like the overall, sort of, easing of some of the pressure has been the overall relationship with, with local authorities. So we, we meet regularly, fortnightly at the moment. It used to be weekly with our, our local authority working group, which is made up of, unsurprisingly, members of local authorities from different parts of the country who have different experiences and, sort of, maturity of, of, of digital. And when we started there were a lot of, sort of, folded arms and like, 'what, what are we all doing here then?'   But that group of people has stayed relatively constant, has put the hours in, has, sort of, really risen to the challenge of collective working and collaborative working. And, and now, as Kate has just, sort of, evidenced, that group of people is co-designing the service. And, and that for me is an, is an achievement. But there's no, sort of, milestone because it's been continually being, being worked at and worked t-towards by, by everybody in that group. And, and again, like so many things, it, it hasn't been a particularly smooth ride, it's been a bit bumpy in places. And that's totally fine. But because, again as Kate said, everybody was kind and humble and professional about it and, and felt free to, to air any concerns that they had. And, and collectively that group is delivering, and that's just wonderful.   Kate Nicholls:  Yeah, I definitely think we owe a lot to the kind of openness and, and I guess willingness to give us their time of local authorities. Obviously I would say that being from MHCLG. But you know, in, in so many different fora we have across the shielding directorate, the stakeholder engagement forum, where we get lots of valid feedback, we run kind of weekly surgery sessions with councils where we get so much kind of valuable insight into what it's actually like to use our service on the ground to deliver real stuff [laughs] to people.    Yeah, as Nick said, we've got our invaluable local authority, working group. So, yeah, I think that's a really, really big part of any of the success that we can, we can claim to have had from the system comes from that, for sure.   Vanessa Schneider:  Amazing. Yeah, it's, it's not always easy for these external parties who might not have been there from the beginning to work on this in a way that they might not be familiar with. Obviously, it's a very Agile approach with GDS, and that's been something that's been spreading around government. But it's not necessarily something that local government has had to work with yet. So it's, it's great that they're signing on and that they're really engaged with it as well.   Well [laughs] on that positive note - thank you so much to all of our guests for coming on today. You can listen to all the episodes of the Government Digital Service podcast on Apple Music, Spotify and all other major podcast platforms. And the transcripts are available on Podbean. Goodbye.    Nick Tait:  Goodbye.   Kate Nicholls:  Goodbye.

In this podcast Meg speaks with Robbie McNeil, Service Owner of Get Company Information. They discuss how we maximise the value of the register to the UK economy. This is the fourth podcast in a six part series, each one discussing our strategic goals.   MH: Hello and welcome to another episode from Companies House. We have recently launched our new five-year strategy and one of our strategic goals is about how we maximise the value of the register to the UK economy. So, I'm here today with Robbie McNeil who is the service owner for ‘Get Company Information' at Companies House, and today Robbie is going to give us a bit of an insight into his work and how that runs through who we are and what we do. Hi Robbie. How are you?   RM: I am fine, thanks.   MH: Good. Excited to record this podcast today?   RM: Obviously, we all look forward to being on camera so much.   MH: Of course, of course. So, my first question to you is, can you tell me a little bit about your role and what it means to us as an organisation?   RM: Yeah, of course. So, as the service owner for ‘Get Company Information', probably the easiest way to explain it is if you think about the core duties of Companies House, so creating and dissolving companies by adding or removing them from the company register, collecting and maintaining information about those companies, and then that third strand of what we do is making that information available to the public and it's that third duty that the ‘Get Company Information' service exists to satisfy.   MH: Yeah. A pretty important job, then.     RM: It is, you know, especially in terms of our move to a service-based model. You know that's key to our transformation as an organisation. Moving from that sort of a functional silo based approach where people focused on just their part of the service to a wider service team that encompasses everybody from policy advisors who shape what it is we're here to do through the digital teams that design and build our services and to the operational teams that make those services work for our customers, all with a shared sense of purpose. Brilliant people building brilliant systems to deliver a brilliant service to our customers. So, it's really great to be a service owner and being brought back to the heart of that.   MH: Thank you. That's really good. And my next question is can you tell me a bit about the value of the data on our register?   RM: Yeah. One of the reasons why this particular service is so close to my heart, I think, when I first joined Companies House, which was a long time ago, and I'm not going to tell you the year; the then CEO used to meet every new recruit and his explanation of the deal that underpins Companies House has always stuck with me throughout my career and that that deal being that in exchange for the protection of limited liability, information about a company is made public so that people can make informed decisions about dealing with it. So, I've always remembered that. That making that information public has always been a key part of my understanding about what we're here to do. But that data itself is worth nothing, if it's not out there being used and so back in the day, when I first joined it was a relatively specialist thing to deal with company information. You had your search agents and they had actually set up offices in Crown Way or near our other offices just so they could come in and get the microfiche and read the microfiche and print bits out and so on. So, you know things have moved on hugely since then. As we've made our data available online and more recently available for free on our CHS service, we've really opened it up for people to use and seen a huge increase, you know orders of magnitude increase in terms of the people accessing the data. So, I think is over 9 billion searches last year, which is when you think the size of Companies House as an organisation to be satisfying that many searches for data in a year is just phenomenal. Punch well above our weight in terms of being a relatively small part of government. In terms of that value to the UK economy and the business activity that information informs as part of that transparency deal, an independent report recently valued it at between one to three billion pounds annually, which again is just when you think of the size of the organisation that we're making that big an impact, now I find that really exciting and you can be really proud of that as well.   MH: Yeah, definitely is. I can't believe we've actually how far we've come on when you said about the companies on Crown Way and come in and I'm interested to know what year you started in Companies House now.   RM: So, it was late 1980s. So, 88.   MH: Before I was born.   RM: Oh well you had to add that one in. Thank you. Before I was born people were working at Companies House now, I think.   MH: Yeah, so going forward, how will we be maximising the value of our registers?   RM: So, we've got a number of really exciting initiatives planned. I probably haven't got time to go through them all, but I'll try and give you a flavour of some of them. Some of them are happening right now really. So, we've recently developed enhancements to our award-winning streaming API service. So, streaming API service, which is first of its kind in government and that service allows our customers to some busy tapping to the stream of data and they can consume updates to the register in real time. So, as soon as we get it, it's streamed up there and they're getting those updates as well. So, we already had streams for changes to information on filing history of a company, company profile. So, basic company details. Insolvency information, and charges information. But we've developed two additional streams that they're in demand from our customers. So, officer and PSC (person of significant control) information. They're there. Ready to go. We're just finishing off some of the documentation around it to tell our customers how to interface with those streams and we hope to release those in the next few weeks. And that's not the end as far as that service goes either. So, over the next year, we're going to be developing data that takes snapshots for that streaming API service. So, at the moment if you tap into a stream, you can consume any changes from that point on. You can actually go back upstream a little way for about seven days and get the changes from the last seven days. But obviously what a lot of customers want is well, I want the whole data set and then be able to keep it updated. So, we will be adding data snapshots on to those streams. So, you can join the stream, go back upstream for the last snapshot, get that snapshot, so full dataset and then consume the changes from that point on and keep your own records of the data. So, that that's one exciting thing we're doing on that.   We're also looking at unlocking the value of the data stored in the images of filings on CHS. So, at the moment these are static pictures when you go into CHS and you see a PDF next to the transaction and say, oh I'll have a look at the actual filing. That's fine when we see it comes up because we're used to looking at pictures. We don't need necessarily think of it because it looks like text but is actually a static picture so included in just dots. Dots on a white background. So, people who rely on screen readers, blind people who rely on screen readers to read information, it's useless to them. So, their screen reader will say, “oh yeah you have got this transaction on file history or this there's an associated PDF. Would you like to read it? Yes, please. Yeah then says that contains a picture called image.” That's all they get.   MH: Oh.   RM: Yeah.   MH: So trying to make it more accessible.   RM: Make them fully accessible. It's also even for people who want to do analysis of the data on there as well. So, at the moment say it's a picture. It's dots, if you like, what we call a raster image. But by making it fully accessible data within a PDF, you can search for particular bits of text in the field, you can process the data automatically, you can analyse the data and so on. So, it really unlocks the potential of that information. So, we have a project currently ongoing, ‘the accessible filing data' project. Appropriately named. That's already, we've got a fully accessible versions of appointments and we're just finishing off incorporations. When we're happy with those, will release both those. We will probably have a pause then and then we look at future project phases to tackle all the other types of files we have and make those accessible as well. So, that's really exciting.   MH: Yeah, that's so exciting.   RM: We are adding more data all the time. So, we've recently added 1.9 million dissolved company records onto CHS. So now you got complete record all the way back to January 2010 and we're currently working on a dissolved company search tell by users identify older dissolve can be so pre-January 2010. And then we're we be taking in some of the plans we've got for that search functionality. We can then take some of that functionality and use that to improve our alphabet exert service. And we also have plans, and this is the bit that the really excites me because this is something I've been wanting to do on CHS as we first put it in years, like part of my original “wouldn't be great if we can do this” and that's to build and enhanced search and reporting service. So that will allow much more flexible search criteria. At the moment, our search isn't designed to allow people to identify a particular company. And you're limited in what you can search on, you can obviously search on the name and there's a few other things you can sort of tweak to try and get it, it's basically name search and number search. What will be having with enhanced search and reporting service is that you can, yes you can search on name, you can include and exclude parts of the name, so it's more flexible name searching. You can search on date ranges. Incorporated between these dates or dissolved between these dates. Location information, like you know, I'm interested in all the companies incorporated in 2015 in the Birmingham area or with this SIC code. So that they deal with education or industrial machinery or whatever. And you get sets of results that can then be exported. So, that to me this really opens up being able to get not just a particular company you may be searching for if you don't know for definite what its proper name is but also gain a set of companies that match criteria that you've put in. So, I'm really excited for that. We have got a working prototype and I love showing it off to people because I think that's what search should be. Yeah. Being able to put in your own criteria and say what I wanted to match these criteria and it gives you the answers.   MH: Yeah, definitely. It's more of an in-depth. It's just not what we've got at the moment and what would be great to have and it is, you know, maximising the value of our data, like we say.     RM: Things might be worth mentioning. So, certain copies. So, looking. That's a manual product at the moment. You know, we physically print out certificates and certified copies and we sign them, and we send them off in the post. So, we want to digitize that service and we're liaising with the Foreign, Commonwealth and Development Office because they currently they “upper steel”. Which was a new term to me when I started looking at this.   They basically ratify. Yes. This is definitely, this one is definitely a genuine copy or genuine certificate. They upper steel our certs and copies. They're currently working on digitizing their upper steeling service. So, it's a really good time for us to be looking at digitising the certs and copy service at the same time and work with them on that. And we're always looking at ways to more effectively share our data and work more closely with other government departments. So, that's great. Let's say, that's the flavour. There are other things we're looking at as well. But it you know, it's all really excited. You know we punch so above our weight and there's even more we can do with the service, which is great.   MH: Yeah. It's so exciting and it's actually obviously it's interesting for all the people who are going to be listening but it's interesting for me because it's almost like I don't know all the stuff that's going on and all the cogs that are turn in that people don't see. So, it's really interesting to hear all that. Thank you. So, my next question and my last question is what have you learned about yourself this year or I should probably say last year. Well, let's say in the past year in a personal or professional capacity or both.   RM: I think probably the painful lessons being, you know, I can't do it all. There has been been so much to do and so many things I want to do. It's been hard not to get overwhelmed and frustrated when you can't take things forward as quickly as you'd like. But I've got a great team around me and yeah, I'm learning to try and let them run with things and not be such a control freak. So, in get stuff done, you know trying to empower the team. You know, they know what our vision is, to empower them to run with it as well. So, things aren't held up waiting for me to look at it or read when I'm busy doing other things as well. So that's one: letting go. And then that's like, I love my team and trust my team; I'm just so interested in the stuff that I find it really hard to let it go. So that's been, I can't say that I've learned that, I've learned the necessity of that and I'm trying to learn to do it. MH: I think what a lovely position to be in though. Like, you love your job, you want to be involved and you've also got a team that you trust and are doing a great job as well.   RM: Yeah. Oh, no, it is it's great. And I'm really enjoying the work so and loving being a service owner. Really enjoying it. With that frustration of there is so much we want to do, and you sort of want to do a straight away, you can't do it all.     MH: Can I ask how long have you been in the role that you are in now?   RM: So just over a year.   MH: Okay, cool.   RM: So, and I guess so, you asked about personal capacity as well. So, what I have learned since working from home actually over the last almost year is, I don't have the willpower to train when I haven't got a fully equipped gym on site. Yeah, it's tough to walk past the gym on the way home. So, it was like kind of hard not to go in and walking past it. I really should go in and do something. I haven't had the mental will power to exercise since lockdown until recently. So, I have finally found an exercise. I hated training as well. So, that didn't help/   MH: Yeah, I hate exercising.   RM: But I found skipping or jump rope as our American colleagues call us. Mainly attracts me because you can do it indoors, which is great, especially with the weather we have been having. And B, 10 minutes is equivalent to a 5K run which is what I used to do in the gym. So, now I can get my training done in 10 minutes which is and get all my stuff. I actually enjoy and find more interesting. So, if you're looking for something to do between meetings, you know, I got my skipping ropes just for there. So, you know grab a skipping rope.   MH: You know what, I think I'm going to come off here, go on Amazon and order one. Because I have actually been thinking about it, but now I've heard you say that. I think I'll be sold.   RM: I'm a rubbish skipper mind because it started not being able to skip at all. So uncoordinated and I still get myself into a tangle, but you can get yourself puffed out very quickly. And you know, that's my thing is that they raise the heartbeat. So, yeah. No, I do recommend it but I don't recommend watching me do it.   MH: Sorry. If you can hear my dog barking there. She's being naughty at the postman. Thank you so much, Robbie. You've given great answers. I've learned a lot. So good to have an insight into you know areas and things that I just wouldn't know about without having conversations like this. So, thank you so much and thank you to everybody who's listened. If you haven't already then please have a look back on our podcast channel where I discuss some of our other goals with other team members and also keep an eye out for next month's podcast discussing our next goal and thank you, Robbie. You've been such a great guest. Take care. RM: Any time. Take care, Megan. Cheers.   MH: Bye.      

I speak for myself when I say that I am always looking forward to my next meal. This episode with Gianni, you will learn why. We speak to Gianni about his day to day at Wheelhouse Boston where he works as a line cook delivering scrumptious burgers and sandwiches to hungry Bostonians daily and we also talk about his meal prep and delivery service: Chef Boy-ar-Gee; which he began during the pandemic. Being a former roommate of Gianni it was great to catch up and share a quality conversation.  If you would like to get more insight into the culinary genius that is Gianni - follow him on Instagram at: @chefboyargee2

Welcome to the internet's best produced podcast for contractors and business owners, hosted by Lewis Vandervalk of Blue Crocus Solutions. Our #1 goal is to connect with and learn from business owners and hear about their stories, where they have come from, where they are going, and the wins and lessons along the way. Join Lucas Hoffpauir as we chat about his company Hoffpauir Tree and Land Services LLC. I enjoyed learning some more about the tree biz, and I think there are some good tips in here on everything from how to bid jobs, take care of employees (he has some cool ideas on this), and get your name out there. If you want to be featured in our podcast, send an email to Lewis@bluecrocus.ca and we can see if you are a good fit. We are especially interested in chatting with contractors who own their own businesses, so if you fit that description, get in touch. You can also find us at https://www.bluecrocus.ca/ #podcast, #contractors, #leads, #seo, #leadgeneration, #fredericton, #facebookads, #bluecrocussolutions, #business, #businessowners, #tips, #concrete, #treeservice, #fitness, #paving, #sealcoating, #remodeling

Listen as Jay Scott talks with Spinner Fall Guide Service owner Scott Barrus.  In this episode, we discuss: blue wing olive hatch, favorite streamer color, cicada fishing and emergence, leader and fly rigs, yellow sallies, giant 31 inch brown trout, upcoming flows and forecast. https://www.spinnerfall.com/ https://www.instagram.com/spinner_fall/ Sponsors of the JSO Podcast https://www.gohunt.com/ Cody Nelson "Glassing Guru and Optics Authority" Optics Manager at goHUNT.com Gear Shop-Call Cody directly for info and sales at (702) 847-8747 Ext #2 or email at optics@goHunt.com Get $50 Gift Card for signing up for the goHUNT INSIDER go to https://www.gohunt.com/jayscott http://www.kuiu.com/ or http://www.kuiu.com/blog/ https://www.phoneskope.com/ Use the "jayscott20" promo code to get 10% off all orders https://www.onxmaps.com/ Use the "jayscott20" promo code to get 20% off all orders https://apexmunition.com/ Home of the TSS Tungsten Super Shot More on host Jay Scott www.JayScottOutdoors.com Instagram @JayScottOutdoors  

The guys are talking Michigan elk and predator hunting with the first female hunting guide in the state of Michigan Jennifer Drake of Drakes Guide Service. Michigan elk hunting How she got started in guiding Her conservation side Proposed new guide rules for Michigan How watching one of her hunters take an elk makes her feel How the December elk hunt went down for her hunter Talking about what to shoot Western elk hunting vs Michigan elk hunting Trusting your guide and doing research on your guide Guides helping other guides Working with farmers Hunting elk in Michigan in the fall vs winter Staying in shape for grueling hunts Letting your guide know your physical limitations Predator hunting in Michigan Guide for bears with dogs or bait Day or night hunts for bobcat Bigger bobcats are in the upper peninsula Becoming more popular in recent years Provide more of a challenge than most any other animal How many hunters per group More of a mobile hunt How to obtain special tags for bobcat Same opportunity to kill a coyote while bobcat hunting Viewer question about bow hunting elk in Michigan Kids and hunting Foraging for snacks in the woods

The guys are talking Michigan elk and predator hunting with the first female hunting guide in the state of Michigan Jennifer Drake of Drakes Guide Service. Michigan elk hunting How she got started in guiding Her conservation side Proposed new guide rules for Michigan How watching one of her hunters take an elk makes her feel How the December elk hunt went down for her hunter Talking about what to shoot Western elk hunting vs Michigan elk hunting Trusting your guide and doing research on your guide Guides helping other guides Working with farmers Hunting elk in Michigan in the fall vs winter Staying in shape for grueling hunts Letting your guide know your physical limitations Predator hunting in Michigan Guide for bears with dogs or bait Day or night hunts for bobcat Bigger bobcats are in the upper peninsula Becoming more popular in recent years Provide more of a challenge than most any other animal How many hunters per group More of a mobile hunt How to obtain special tags for bobcat Same opportunity to kill a coyote while bobcat hunting Viewer question about bow hunting elk in Michigan Kids and hunting Foraging for snacks in the woods

Think it's impossible to earn a million dollars with your residential cleaning company? Maid Service expert Crystal Hamm explains her story of turning a maid service into a million dollar enterprise from nothing in just 3 years! Crystal is the founder and president of Girls 2 Go, a maid service as well as Million Dollar Maid, a marketing & consulting company for cleaning services. Read the blog post at: www.zenmaid.com/magazine/a-story-of-one-maid-service-owners-road-to-success/ This awesome talk was just one of 44 expert talks shown in the Maid Summit - the first & online virtual conference for Maid Services. Watch the other talks here: https://maidsummit.com 

Damit die Service-Erbringung nicht wie ein Wimmelbild ist, brauchen wir klare Verantwortung. Der Service-Owner ist dabei eine ganz wichtige Rolle. Wo diese Rolle angesiedelt ist, darüber sprechen wir heute.

In this episode, product manager David Thigpen talks about the new Service Owner Workspace application. This app helps service owners by aggregating service data from across the platform and providing analytics to help monitor and evaluate service trends and performance. This episode covers: Service Owner Workspace and Service Portfolio Management What does Service Owner Workspace do? Metrics on performance and trends Spend estimates and change impacts Integration with other ITSM apps Getting started What’s in store in future releases? For more information, see: Product documentation: Service Owner Workspace premium experience Community topic page: Service Portfolio Management Your feedback helps us serve you better! Did you find this podcast helpful? Please leave us a comment to tell us why or why not. See omnystudio.com/policies/listener for privacy information.

In this episode, product manager David Thigpen talks about the new Service Owner Workspace application. This app helps service owners by aggregating service data from across the platform and providing analytics to help monitor and evaluate service trends and performance. This episode covers: Service Owner Workspace and Service Portfolio Management What does Service Owner Workspace do? Metrics on performance and trends Spend estimates and change impacts Integration with other ITSM apps Getting started What’s in store in future releases? For more information, see: Product documentation: Service Owner Workspace premium experience Community topic page: Service Portfolio Management Your feedback helps us serve you better! Did you find this podcast helpful? Please leave us a comment to tell us why or why not.

Your weekly dose of information that keeps you up to date on the latest developments in the field of technology designed to assist people with disabilities and special needs. Show Notes: Kevin Grogg MS, ATP, RET – Service Owner for Assistive Technologies with Ernst & Young www.ey.com——————————If you have an AT question, leave us a […] The post ATU420 – Kevin Grogg from Ernst & Young appeared first on Assistive Technology at Easter Seals Crossroads.

Brian kicks off the show this evening by talking to Perfect Home Service owner Justin Carroll to discuss college vs trade school opportunities. It’s graduation season and students are faced with a future decision of choosing between college and the trades. Justin gives up a play by play how recent grads can decide whether a […]

Service-Owner? Wer ist das? Hat den schon mal jemand gesehen? Was macht der Service-Owner? Diese und andere Fragen rund um den Service-Owner möchte ich Dir heute beantworten. Ich lassen Dich dann am Ende mit anderen Fragen allein - versprochen! ;-)

An entrepreneur stumbles on a low-tech, high-yield side hustle through his day job, and brings in an extra $22K annually handing out business cards.     Side Hustle School features a new story EVERY DAY of someone who started a hustle without quitting their job. You’ll learn how they got the idea, how they overcame challenges along the way, and what the results are. You need a hustle!   Share: #SideHustleSchool Show notes: SideHustleSchool.com Twitter: @chrisguillebeau Instagram: @193countries Learn more about your ad choices. Visit megaphone.fm/adchoices

Ohne die richtigen Menschen in den richtigen Rollen, werden die besten Services und Prozesse nicht funktionieren. Wir sprechen heute über zwei dieser Rollen: Service Manager und Service Owner sind so wichtig für Deine IT-Services sind. Sie an zwei ganz wichtigen Schnittstellen in Deiner Organisation. Sie sind Integrator und Gate Keeper gleichzeitig.

IT Best Practices: Episode 85 – The revolution in social media has created great opportunities for better communication and collaboration in the enterprise. Sara Browning’s job is to leverage those opportunities at Intel. She’s the Service Owner for Social Collaboration at Intel IT. In this podcast Browning tells us about the origins of social media […]