Podcasts about SGE

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Play Episode Listen Later Nov 16, 2025 84:33

Rasenballspott ist wieder da! “Das ist ja der Moshammer” wird da der erfahrene Spötter erfreut vor Freude losschreien. Und mit was? Mit Recht! Marco ist aus Lissabon wieder zurück und Stephan nutzte die Länderspielpause, um den HSV-Ausgleich zu verdauen. Doch wie geht es jetzt weiter mit dem BVB? Da haben die beiden unterschiedliche Meinungen. Doch genau das ist ja das Schöne: agree to disagree wird beim Rasenballspott groß geschrieben.

SEO et IA : comment rester visible quand les moteurs répondent à votre place - Episode 307 - on parle d'intelligence artificielle, Google

Le Podcast du Marketing

Play Episode Listen Later Nov 13, 2025 19:06

Le SEO entre dans une nouvelle ère. L'arrivée de ChatGPT, de Perplexity et du Search Generative Experience de Google bouleverse nos repères : la recherche devient conversationnelle, les clics disparaissent, les IA reformulent nos contenus. Alors, comment rester visible quand les moteurs répondent à la place des sites ?Dans cet épisode, nous décryptons le nouveau visage du référencement naturel et les leviers à activer pour exister dans les moteurs de confiance.Dans cet épisode, vous apprendrez1/ Comprendre la révolution de la recherche conversationnellePourquoi les internautes ne cherchent plus, mais dialoguent.Comment les IA conversationnelles redéfinissent la notion de visibilité.Les nouveaux acteurs : Google SGE, ChatGPT, Perplexity, Gemini.2/ Le SEO n'est pas mort, il se transformeLes nouveaux signaux de visibilité : expertise, autorité, fiabilité.Comment rendre un contenu “conversationnel-ready”.Pourquoi la clarté et la crédibilité comptent plus que les mots-clés.3/ Repenser sa stratégie de visibilitéDevenir la source que les IA citent : construire une réputation d'expertise.Le futur du SEO : vers un moteur de confiance.Comment bâtir une visibilité durable fondée sur la cohérence et la valeur.---------------

S08.E12 - Forza Ragazzlee

Hinterhofsänger-Talk

Play Episode Listen Later Nov 10, 2025 61:21

Conference League und Bundesliga-Woche bei Mainz 05, von Florenz bis Frankfurt: Jan, Bene und Felicitas kratzen im aktuellen Hinterhofsänger-Talk ihre Motivation zusammen und analysieren die Erfolgs- und Misserfolgsfaktoren der aktuellen Situation von Mainz 05. Wo drückt der Schuh besonders und warum kommt die Länderspielpause keine Sekunde zu früh? Diesen Termin darfst du auf keinen Fall verpassen: Am 8. Januar 2026 gastieren die Hinterhofsänger wieder im KUZ Mainz. Geimeinsam mit euch ziehen die Hinterhofsänger eine Zwischenbilanz der aktuellen Saison und blicken vor dem Start der Rückrunde auf die kommenden Aufgaben von Mainz 05. https://www.kulturzentrummainz.de/programm/veranstaltungen/infos/1900-08-01-2026

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Leading at the Edge of Innovation - Col. (Ret.) Mike Ott '85

THE LONG BLUE LEADERSHIP PODCAST

Play Episode Listen Later Nov 4, 2025 69:03

The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now! SHARE THIS PODCAST LINKEDIN | FACEBOOK MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed. CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors. A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes. CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer: Ted.Robertson@USAFA.org Ryan Hall | Director: Ryan.Hall@USAFA.org Bryan Grossman | Copy Editor: Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer: Wyatt.Hornsby@USAFA.org ALL PAST LBL EPISODES | ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85 | Host, Lt. Col. (Ret.) Naviere Walkewicz '99 FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here. Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion. Mike Ott 1:35 Yeah, it's crazy. Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast. Mike Ott 1:39 Right on. Thanks for the time. Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed. Naviere Walkewicz 3:21 Really? Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.” Naviere Walkewicz 5:18 Oh, I love that. Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham... Naviere Walkewicz 5:23 You Remember his name? Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw. Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me. Naviere Walkewicz 15:56 Because you said no. Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.” Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn… Naviere Walkewicz 19:13 Intentionally. Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else. Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices. Naviere Walkewicz 22:48 So a lot of learning and excitement for you. Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question. Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move… Mike Ott 31:45 Move people without authority and prioritize. Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body. Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that. Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate. Naviere Walkewicz 41:37 It's your happy place. Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side. Mike Ott 43:48 You're right. You're right. Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week. Naviere Walkewicz 45:46 Oh, my goodness, yeah. Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade. Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination. Naviere Walkewicz 51:44 Oh my goodness, I just got chills. Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030? Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful… Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't. Naviere Walkewicz 55:18 Yeah, you don't. Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of. Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure. Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day. Naviere Walkewicz 58:14 What are you reading right now? Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy. Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking. Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder. Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha. Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.” Naviere Walkewicz 1:06:44 Wow, I love that.. Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing

covid-19 united states god love ceo trust ai chicago australia europe china man leadership france moving japan british nature colorado russia blood innovation foundation dna gardens minnesota army leaders dad barack obama class bank african americans gods environment academy world war ii mba va vietnam wolf silicon valley wall street britain catholic navy forgive dutch stem gps pack air force goodness sec guys personal growth cfo col barnes noble chief executive officer moved pentagon idiots stopped boulder colorado lt resource marines gdp reserve philanthropy fascinating striving hated ivy league seventh sos colonel norfolk eighteen mob dod gpa ott heartbreaking reserves ran civilian gee langley japanese americans ford motor company holy cross naval academy fdic ret air force academy gotcha space shuttle holiday inn defense department corpus bolsheviks tac needham beltway mattis us bank pikes peak abn amro united states air force academy rif air force reserve decisiveness bolshevik revolution navy reserve sge diu col ret j rd forbes council mobe anne reid ok well diux

#518: Füllkrug will weg! Neuer BVB-Vertrag für Brandt? Bayerns Plan mit Mike | Transfer Update XXL

Transfer Update - der Podcast

Play Episode Listen Later Nov 3, 2025 41:35

03:19 Füllkrug-Flucht? 06:30 U17-Shootingstars bei der WM 12:05 SGE in Neapel - Toppmöller unter Druck? 14:50 Baustellen bei RB Leipzig 16:35 FCA: Wagner in der Kritik, Transfers auf dem Prüfstand 21:02 Gruselherbst in Wolfsburg: Simonis angezählt 23:24 Bayern können, aber wollen sie Givairo Read? 26:36 Wann wird der Upamecano-Vertrag verlängert? 30:06 Vertragsgespräche in Dortmund: Kehl hat viel Arbeit vor sich 32:29 Magdeburg: Sander darf weitermachen 34:03 Was passiert zwischen Schallenberg und Schalke 35:18 Startschwierigkeiten für Xavi in London 37:24 Wolves feuern Pereira: Wer kommt jetzt? 49:41 Rodrigo Ribeiro in die Bundesliga?

pr arbeit wolves wann kritik druck bayern bundesliga transfers neuer flucht brandt vertrag xavi baustellen bayerns sge schallenberg vertragsgespr

Rasenballspott #249 - Doan Pokal dieses Jahr

motivation er champions league aufnahme adler borussia dortmund dieses jahr die rede dfb bvb eintracht frankfurt pokal dfb pokal dfl doan spitzen sge leidens bundesliga podcast

Play Episode Listen Later Nov 2, 2025 75:49

Wenig Lust, kaum Motivation und trotzdem da. Die Rede ist nicht von Eintracht Frankfurt - obwohl der Text auch auf sie zutreffen würde - sondern von Marco. Er quält sich zu Episode 249 von Rasenballspott und hat eine Woche des Leidens hinter sich. Stephan leidet zwar auch, gesundheitlich, aber freute sich natürlich viele Tage auf diese Aufnahme und spart nicht mit Spitzen. Denn wenn ein Adler schonmal am Boden liegt und nicht in hohen Lüften kreist, dann kann man ihm ja auch direkt die Flügel stutzen.

Mixed Bag

mixed bag eintracht frankfurt heidenheim sge brian sanders tankard pralin

Play Episode Listen Later Oct 29, 2025 49:39

Episode 368 TOPICS Männer loss to Liverpool Männer victory over St. Pauli Männer knocked out of DFP Pokal by Dortmund #Whatarewedrinking Preview männer matches against Heidenheim and Napoli HOSTS John and Matt Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at www.royhammer.de

Nach dem Spiel - Eintracht Frankfurt (A) - Spieltag 8 - Saison 2025/2026

#VdS MillernTon #NdS

Play Episode Listen Later Oct 27, 2025 31:08

Der FC St. Pauli verliert auch bei Eintracht Frankfurt. Ein Podcast über Fußball, Repressionen, Adler und Ponys.

saison bundesliga adler ein podcast eintracht frankfurt spieltag sge fc st. pauli ponys repressionen der fc st millernton

The Purpose of Our Presentation

THE Presentations Japan Series by Dale Carnegie Training Tokyo, Japan

Play Episode Listen Later Oct 27, 2025 12:15

Before you build slides, get crystal clear on who you're speaking to and why you're speaking at all. From internal All-Hands to industry chambers and benkyōkai study groups in Japan, the purpose drives the structure, the tone, and the proof you choose. What's the real purpose of a business presentation? Your presentation exists to create a specific outcome for a specific audience—choose the outcome first. Whether you need to inform, convince, persuade to action, or entertain enough to keep attention, the purpose becomes your design brief. In 2025's attention-scarce workplace—Tokyo to Sydney to New York—audiences bring "Era of Cynicism" energy, so clarity of intent is non-negotiable. Choose the one primary verb your talk must deliver (inform/convince/persuade/entertain) and align evidence, tone, and timing to that verb for executives, SMEs, and multinationals alike. Use decision criteria (see checklist below) before you touch PowerPoint or Keynote. Do now: Write "The purpose of this talk is to ___ for ___ by ___." Tape it above your keyboard. How do I define my audience before I write a single slide? Profile the room first; the content follows. Map role seniority (board/C-suite vs. managers), cultural context (Japan vs. US/Europe norms), and decision horizon (today vs. next quarter). In Japan, executives prefer evidence chains and respect for hierarchy; in US tech startups, crisp bottom lines and next steps often win. For internal Town Halls, keep jargon minimal and tie metrics to team impact; for external industry forums, cite research, case studies, and trend lines from recognisable entities (Dale Carnegie, Toyota, Rakuten). Once you know the level, you can calibrate depth, vocabulary, and the "so what" that matters to them. Skip this step and you'll either drown them in detail or sound vague. Do now: Write three bullets: "They care about…," "They already know…," "They must decide…". Inform, convince, persuade, or entertain—how do I choose? Pick one dominant mode and let the others support it. Inform for internal/industry updates rich in stats, expert opinion, and research (think "Top Five Trends 2025" with case studies). Limit the "data dump"—gold in the main talk, silver/bronze in Q&A. Convince/Impress when credibility is on the line; your delivery quality now represents the whole organisation. Persuade/Inspire when behaviour must change—leaders need this most. Entertain doesn't mean stand-up; it means energy, story beats, and occasional humour you've tested. Across APAC, Europe, and the US, the balance shifts by culture and sector (B2B vs. consumer), but the discipline—one primary purpose—does not. Do now: Circle the mode that matches your outcome; design every section to serve it. How do I stop the "data dump" and choose the right evidence? Curate like a prosecutor: fewer exhibits, stronger case. Open with a bold answer, then prove it with 2–3 high-leverage data points (trend, benchmark, case). Anchor time ("post-pandemic," "as of 2025") and entities (Nikkei index moves, METI guidance, EU AI Act, industry frameworks) to help AI search and humans connect dots. Keep detailed tables for the appendix or Q&A; in the main flow, show only what advances your single purpose. This approach works for multinationals reporting quarterly KPIs and for SMEs pitching a new budget. Variant phrases (metrics, numbers, stats, proof, evidence) boost retrievability without breaking flow. Do now: Delete one slide for every two you keep—then rehearse the proof path out loud. How do leaders actually inspire action in 2025? Pair delivery excellence with relevance—then make the ask unmistakable. Inspiration is practical when urgency, consequence, and agency meet. Churchill's seven-word charge—"Never, ever ever ever ever give up"—worked because context (1941 Europe), clarity, and cadence aligned; your 2025 equivalent might be "Ship it safely this sprint" or "Call every lapsed client this week." In Japan's post-2023 labour reforms, tie actions to work-style realities; in US/Europe, link to quarterly OKRs and risk controls. Leaders at firms like Toyota and Rakuten model the ask, specify the first step, and remove friction. Finish with a one-page action checklist and a deadline. Do now: State the concrete next action, owner, and timebox—then say it again at the close. What's the right design order—openings first or last? Design the closes first (Close #1 and Close #2), build the body, then craft the opening last. The close is the destination; design it before you chart the route. Create two closes: the "time-rich" version and a "compressed" version in case you run short. Build the body to earn those closes with evidence and examples. Only then write your opening—short, audience-hooked, and purpose-aligned. This reverse-engineering avoids rambling intros and ensures your opener previews exactly what you'll deliver. It's a proven workflow for internal All-Hands, marketing spend reviews, and external keynotes alike. Do now: Write Close #1 and Close #2 in full sentences before touching the first slide. How do I structure my content for AI-driven search engines (SGE, Perplexity, ChatGPT, Copilot)? Lead with answer-first headings, dense entities, and time anchors in each section. Use conversational query subheads ("How do I…?"), open with a bold one-to-two-sentence answer, then a tight paragraph with comparisons (Japan vs. US/Europe), sectors (B2B vs. consumer), and named organisations. End with a mini-summary or "Do now." Keep sections 120–150 words. Add synonyms (metrics/numbers/KPIs) and timeframe tags ("as of 2025"). This GEO pattern boosts retrievability while staying human. Use it for transcripts, blogs, and Do now: Convert your next talk into six answer-first sections using this exact template. Quick checklist (decision criteria) Audience level, culture, and decision horizon defined Single dominant purpose chosen Gold evidence only in-flow; silver/bronze parked for Q&A Two closes drafted; opening written last Clear call-to-action with owner + deadline Conclusion Choose your purpose, curate your proof, and architect your flow backwards from the close. Do that, and you'll inform, convince, and—when needed—inspire action, whether you're presenting in Tokyo, Sydney, or Seattle. Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). A Dale Carnegie Master Trainer, Greg delivers globally across leadership, communication, sales, and presentation programs. He is the author of best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, plus Japan Leadership Mastery and How to Stop Wasting Money on Training; Japanese editions include ザ営業, プレゼンの達人, and 現代版「人を動かす」リーダー. He publishes daily insights and hosts multiple podcasts and YouTube shows for executives succeeding in Japan.

Inhouse kurser/ Gruppebaseret efteruddannelse

Månedsskrift for almen praksis

Play Episode Listen Later Oct 27, 2025 25:43

KGE, SGE, DGE, PGE… Forkortelserne er mange – men hvad handler det egentlig om? Gruppebaseret efteruddannelse er en fleksibel og praksisnær måde at lære på.Men hvordan fungerer det i praksis, og hvornår skal man vælge det frem for de klassiske kurser?Vi taler med igen de to praktiserende læger Rikke Pilegaard og Rasmus Nørøxe og konsulenter i PLO-E om, hvordan man selv kan arrangere efteruddannelse i klinikken, og hvad det kræver.Podcasten er lavet i samarbejde med PLO-E.

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Rasenballspott #248 - VfR Stuttgart

Transfer Update - der Podcast

Play Episode Listen Later Oct 27, 2025 71:16

Liverpool-Klatsche, Wiedergutmachung in der Bundesliga und nun das große Pokalduell - ausgerechnet - gegen die Borussia aus Dortmund. Es sind bewegte Wochen für alle Eintracht-Fans. Marco gibt sich entgegen seinem Naturell überraschend siegessicher und schärft die Klingen. Wird es wieder einen Adeyemi- und oder Schiedsrichterskandal geben? Oder gewinnt die Eintracht verdient? Antworten gibt es spätestens in einer Woche, dann in Folge 249.

#516: Holt Bayern Asllani? Kehl will Brasilianer - Eklat um Vinicius Junior | Transfer Update XXL

Play Episode Listen Later Oct 27, 2025 39:42

0:00 Intro 1:05: BVB will diese Südamerika-Talente 3:11: El Faouzi Zukunft 5:57: Matias Siltanen zu Frankfurt? 6:40: SGE will Ayodele Thomas 7:34: Topnews: Bayerns Transfergeheimnis 17:36: Der Hübers Schock und die Folgen 23:43: Elliot Anderson: Tuchels Liebling 25:57: Fabio Carvalho will weg aus Brentford 27:20: Bayerns Jackson Tendenz 28:24: Fisnik Asllani: Bayern ist dran 29:53: Wie geht's weiter mit Polanski? 31:25: Need for Speed TU 34:16: Neues Salzburg-Juwel 35:13: Verlässt Vini Real? 37:05: Scouting Report

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SEO stirbt nicht – es mutiert: KI-Overviews, AI-Mode & die neue Google-Suche mit Benjamin Szturmaj

B2B Marketing Rules - der Podcast von digit.ly

Play Episode Listen Later Oct 25, 2025 39:00 Transcription Available

Benjamin Szturmaj ist Executive SEO bei SIXT, Co-Founder der Agentur DirectWare und ein Experte und Speaker, der komplexe Themen verständlich macht.Im Gespräch mit Host Swantje Grossert erklärt Benjamin, warum SEO nicht tot ist, sondern sich durch Google KI-Overviews und den AI-Mode radikal verändert: von kurzen Keywords hin zu konversationalen Suchanfragen, von Top-of-Funnel-Klicks zu MOFU/BOFU-Performance, von Bauchgefühl zu Serverlogs, strukturierten Daten und klaren KPIs.Außerdem zeigt er, wie Unternehmen Inhalte für die KI-Suche aufbereiten, warum Impressions wichtiger werden, wie Multichannel-Signale (YouTube, TikTok, Reddit) in die Entscheidung einfließen. Dabei geht er speziall darauf ein, was B2B anders macht – und wieso SEO zukünftig nur mit technischem Fundament, nutzerzentriertem Content und konsequentem Testing funktioniert.

Vor dem Spiel - Eintracht Frankfurt (A) - Spieltag 8 - Saison 2025/2026

#VdS MillernTon #NdS

Play Episode Listen Later Oct 23, 2025 29:41

Der FC St. Pauli gastiert am Samstag bei Eintracht Frankfurt. Ein Podcast über Krisen, Torhüter, Zweikämpfe und viele Gegentore.

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The Local Government Activists Reshaping Britain's Public Sector with Glen Williams and Lorraine Thomson #20

Behind The Service: A UNISON Insight into Local Government

Play Episode Listen Later Oct 22, 2025 46:38

Welcome back to Behind the Service, and in this episode we're shining a light on activism and the Service Group Executive (SGE) - invaluable parts of the change we're able to make.Glen Williams and Lorraine Thomson are two pioneering voices in UNISON, and they join us to share how the SGE plays a powerful role in shaping the recognition that local government employees are valued and respected, and driving social change.This episode of ‘Behind the Service: A UNISON Podcast' covers:The critical role of volunteer union representatives in driving social changeThe ongoing battle against local government budget cuts and service erosionHow UNISON is combating far-right intolerance and promoting community unityThe emerging role of activists in addressing environmental pressuresUNISONhttps://www.unison.org.uk/https://twitter.com/unisontheunionhttps://www.facebook.com/unisontheunionGlen Williamshttps://www.linkedin.com/in/glen-williams-8377a584/

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There's A Chance

liverpool eintracht frankfurt sge brian sanders europacup tankard pralin

Play Episode Listen Later Oct 21, 2025 66:18

Episode 367 TOPICS Winter transfer window Männer draw to Freiburg Frauen victories in the Europa Cup and against Bremen #Whatarewedrinking Preview männer matches against Liverpool and St. Pauli HOSTS John and Matt Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at www.royhammer.de

Nr. 354: Vögelschweine und offene Brote

drei90

Play Episode Listen Later Oct 21, 2025 239:27

Enzo freut sich über die Tabellenposition des Effzeh. Axel lobt die SBB und die Gleise der Deutschen Bahn. Basti und David sind beide etwas ratlos, was sie von ihren Mannschaften beim drei90-Derby des SC gegen die SGE halten sollen. Und von der Torwart-Diskussion, die nach dem Santos-Patzer über der Eintracht hängt. Wir diskutieren außerdem darüber, ob man Elversberg Respekt zollen muss oder Angst um Gladbach haben sollte. Und ob die Bundesliga ein Türschild benötigt mit der Aufschrift: „Tut mir leid, wir haben schon Mainz.“ Richtig düster wird es, als wir über die Fanhilfe des KSC, die Arbeit der Fanverbände und die Frage sprechen, warum eigentlich ausgerechnet Fußballfans die Versuchsobjekte für die Politik sind. Es geht unter anderem um Alkohol, Männer und… die korrekte Reihenfolge, wie man ein Brot belegt. Beim Lesen bestaunen wir, wie der hilflose Jörg ins Bett von Franzi verfrachtet wird. Und erfahren zum Schluss noch, dass Enzo gerne eine Krone für Karneval hätte. Viel Spaß! Zum Angebot von Emma geht es hier lang. Nutzt den Code DREI90. Zum Retro-Voting des Eishockey-Managers bitte hier abstimmen. Werde auch DU Funfriend! Den drei90Shop. kennt Ihr ja. Mittlerweile gibt es auch einen drei90 Instagram-Account. Folgt uns auch gerne dort. drei90 via itunes abonnieren drei90 via Feedburner abonnieren

Frankfurts Brennpunkte: Die Torwart-Baustelle und der patzende Kapitän

kicker Daily

Play Episode Listen Later Oct 21, 2025 14:16 Transcription Available

22 Gegentore und vier Niederlagen in den letzten sieben Pflichtspielen: Es läuft nicht rund bei Eintracht Frankfurt. Muss die SGE den Torwart wechseln? Und wie sollte man mit dem patzenden Kapitän Robin Koch umgehen? Außerdem analysieren wir den aktuellen Höhenflug des FC Schalke 04. Wer hat daran den größten Anteil und wie stabil ist das königsblaue Konstrukt?

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Rasenballspott #247 - Attila im Horst

liebe champions league leute bayern geburtstag wochenende dortmund europa league borussia dortmund horst attila dfb bvb eintracht frankfurt dfl schnappt sge bundesliga podcast

Play Episode Listen Later Oct 19, 2025 74:01

Leute, diese Woche kommt viel zusammen. Kicktipp-Treffen, 40. Geburtstag, große Party, Bayern gegen Dortmund. Das war ein krasses Wochenende, das sogar noch durch einen Einmaligen Besuch gekrönt wurde. Schnappt euch ein Borussia Export und gönnt euch Folge 247. Es steckt sehr viel Liebe drin.

How much gold does China really have in 2025?

Stuff That Interests Me

Play Episode Listen Later Oct 15, 2025 7:20

This is a free preview of a paid episode. To hear more, visit www.theflyingfrisby.comTwo items on the agenda today.First, my interview with Konstantin Kisin and Francis Foster for Triggernometry has been released. Here it is on YouTube, Spotify and Apple PodcastsSecond, using a different methodology to that which I used in Secret History of Gold (have you read it yet?), I am going to estimate China's gold reserves.I was planning to take a look at top silver pick, Sierra Madre Gold and Silver (TSX-V:SM) today, after my meeting with CEO Alex Langer last week, but I will leave that till tomorrow now, meaning you get an extra piece this week you lucky things.China's Hidden Gold Empire: How Much Does Beijing Really Hold?I regard this as one of the most important subjects in geo-politics, which is why I repeatedly come back to it.It doesn't matter if you issue the global reserve currency, if you don't make anything you are in the doo-doo, and this is something the Trump administration is attempting to address with tariffs, a weaker dollar and, more subtly, the managed decline of the US dollar as global reserve currency. It's all part of Triffin's Dilemma. As a result, neutral gold's role as global reserve asset is re-surging.History's “golden” rule will soon apply again: he who has the gold makes the rules. (If you are interested in the origins of the phrase by the way, it's all here).This different methodology only came to me overnight, and I don't know what the conclusion will be yet, though I suspect it will arrive at a figure which is more conservative than what I have argued previously. Here we go.Here, for context, are world central bank holdings, as officially stated.My argument has long been that China has considerably more than the 2,300 tonnes it says it does.The People's Bank of China (PBOC), by the way, is the main custodian, but other state entities, such as China Investment Corporation (the sovereign wealth fund), State Administration of Foreign Exchange and the army also own gold.Remember China is the world's largest importer of gold, the largest consumer and the largest producer. it's been that since 2007 when it overtook South Africa.I am going to use round numbers, as they are more digestible, and when there is a spread - eg 500-1,000 tonnes, take the middle number, ie 750 tonnes.It is impossible to know just how much gold China has imported, because so many transactions are private, particularly those which go through London, Switzerland or Dubai. The Hong Kong gold is better disclosed.However, most - though not all - of the gold which goes to China goes through the Shanghai Gold Exchange (SGE). SGE withdrawals from 2007 to mid 2025 total 29,500-30,000 tonnes, based on aggregated data from the Shanghai Gold Exchange (SGE) and World Gold Council (WGC) reports.However, the SGE is just a flow metric. It does not represent total consumption. Some of that gold which passes through will have been double counted, either as a result of re-selling and re-cycling, or because of China's booming money-laundering business and the circular trade with Hong Kong. Estimates for double-counting range from 10% (World Gold Council) to 30% (analyst Koos Jansen). Let's take the middle 20% figure - 6,000 tonnes - and that leaves us with 23,250 tonnes of SGE gold.Undisclosed goldThe PBOC likes 400oz bars, as traded in London, and these do not trade on the SGE, which uses smaller kilo bars, 3kg or 12.5kg bars. 400oz is about 12.4kg by the way. So a lot of those London imports will not go through the SGE, and so are in addition to the numbers above.Analysts mostly concur that, while reported imports via London, Switzerland and Dubai total 3,500-4,500 tonnes, another 2,000-3,000 tonnes (mostly post-2009, accelerating since 2022) have gone unreported.2,500 tonnes is the middle figure, then. Add that to the 23,250 tonnes of SGE and our total is now 25,750 tonnes.If you live in a Third World country, such as the UK, I urge you to own gold or silver. The bullion dealer I recommend is The Pure Gold Company. Pricing is competitive, quality of service is high. They deliver to the UK, the US, Canada and Europe or you can store your gold with them. More here.Chinese gold productionAround 55% of Chinese gold production is state owned, and this century China has mined roughly 7,500 tonnes.70-80% of Chinese production is sold through the Shanghai Gold Exchange (SGE) - so we have already counted that - the other 20-30% goes to the state.Using estimates from the mid-range. 25% of those 7,500 tonnes, therefore - 1,875 tonnes - has gone to the state. The rest has been sold through the SGE.Add 1,875 tonnes to the total and we are at 27,625 tonnes.By the way, I have not included overseas Chinese gold production, of which there is a lot. Some of this product is sold on international markets and never actually reaches China. But what does reach China gets sold through the SGE and so has already been counted.Finally, we have to add in gold held in China, whether as bullion or jewellery, prior to 2000. The World Gold Council estimates a figure of 2,500 tonnes in privately-held jewellery. Added to domestic mining and official reserves, you get a figure of around 4,000 tonnes.This brings our grand total to 31,625 tonnes of gold in China.Putting it all togetherPreviously, I have argued that 50% of that gold would go to the state. That would mean roughly 16,000 tonnes. Almost twice as much as the US's reported 8,100 tonnes! When audit?My thinking has changed.

How much gold does China really have in 2025?

The Flying Frisby

Play Episode Listen Later Oct 15, 2025 9:41

Two items on the agenda today.First, my interview with Konstantin Kisin and Francis Foster for Triggernometry has been released. Here it is on YouTube, Spotify and Apple PodcastsSecond, using a different methodology to that which I used in Secret History of Gold (have you read it yet?), I am going to estimate China's gold reserves.I was planning to take a look at top silver pick, Sierra Madre Gold and Silver (TSX-V:SM) today, after my meeting with CEO Alex Langer last week, but I will leave that till tomorrow now, meaning you get an extra piece this week you lucky things.China's Hidden Gold Empire: How Much Does Beijing Really Hold?I regard this as one of the most important subjects in geo-politics, which is why I repeatedly come back to it.It doesn't matter if you issue the global reserve currency, if you don't make anything you are in the doo-doo, and this is something the Trump administration is attempting to address with tariffs, a weaker dollar and, more subtly, the managed decline of the US dollar as global reserve currency. It's all part of Triffin's Dilemma. As a result, neutral gold's role as global reserve asset is re-surging.History's “golden” rule will soon apply again: he who has the gold makes the rules. (If you are interested in the origins of the phrase by the way, it's all here).This different methodology only came to me overnight, and I don't know what the conclusion will be yet, though I suspect it will arrive at a figure which is more conservative than what I have argued previously. Here we go.Here, for context, are world central bank holdings, as officially stated.My argument has long been that China has considerably more than the 2,300 tonnes it says it does.The People's Bank of China (PBOC), by the way, is the main custodian, but other state entities, such as China Investment Corporation (the sovereign wealth fund), State Administration of Foreign Exchange and the army also own gold.Remember China is the world's largest importer of gold, the largest consumer and the largest producer. it's been that since 2007 when it overtook South Africa.I am going to use round numbers, as they are more digestible, and when there is a spread - eg 500-1,000 tonnes, take the middle number, ie 750 tonnes.It is impossible to know just how much gold China has imported, because so many transactions are private, particularly those which go through London, Switzerland or Dubai. The Hong Kong gold is better disclosed.However, most - though not all - of the gold which goes to China goes through the Shanghai Gold Exchange (SGE). SGE withdrawals from 2007 to mid 2025 total 29,500-30,000 tonnes, based on aggregated data from the Shanghai Gold Exchange (SGE) and World Gold Council (WGC) reports.However, the SGE is just a flow metric. It does not represent total consumption. Some of that gold which passes through will have been double counted, either as a result of re-selling and re-cycling, or because of China's booming money-laundering business and the circular trade with Hong Kong. Estimates for double-counting range from 10% (World Gold Council) to 30% (analyst Koos Jansen). Let's take the middle 20% figure - 6,000 tonnes - and that leaves us with 23,250 tonnes of SGE gold.Undisclosed goldThe PBOC likes 400oz bars, as traded in London, and these do not trade on the SGE, which uses smaller kilo bars, 3kg or 12.5kg bars. 400oz is about 12.4kg by the way. So a lot of those London imports will not go through the SGE, and so are in addition to the numbers above.Analysts mostly concur that, while reported imports via London, Switzerland and Dubai total 3,500-4,500 tonnes, another 2,000-3,000 tonnes (mostly post-2009, accelerating since 2022) have gone unreported.2,500 tonnes is the middle figure, then. Add that to the 23,250 tonnes of SGE and our total is now 25,750 tonnes.If you live in a Third World country, such as the UK, I urge you to own gold or silver. The bullion dealer I recommend is The Pure Gold Company. Pricing is competitive, quality of service is high. They deliver to the UK, the US, Canada and Europe or you can store your gold with them. More here.Chinese gold productionAround 55% of Chinese gold production is state owned, and this century China has mined roughly 7,500 tonnes.70-80% of Chinese production is sold through the Shanghai Gold Exchange (SGE) - so we have already counted that - the other 20-30% goes to the state.Using estimates from the mid-range. 25% of those 7,500 tonnes, therefore - 1,875 tonnes - has gone to the state. The rest has been sold through the SGE.Add 1,875 tonnes to the total and we are at 27,625 tonnes.By the way, I have not included overseas Chinese gold production, of which there is a lot. Some of this product is sold on international markets and never actually reaches China. But what does reach China gets sold through the SGE and so has already been counted.Finally, we have to add in gold held in China, whether as bullion or jewellery, prior to 2000. The World Gold Council estimates a figure of 2,500 tonnes in privately-held jewellery. Added to domestic mining and official reserves, you get a figure of around 4,000 tonnes.This brings our grand total to 31,625 tonnes of gold in China.Putting it all togetherPreviously, I have argued that 50% of that gold would go to the state. That would mean roughly 16,000 tonnes. Almost twice as much as the US's reported 8,100 tonnes! When audit?My thinking has changed.Let me propose another methodology. And this has come as a result of my conversation with Konstantin (see above).Annual gold demand last year was roughly:* Jewellery 47%* Investment 25%* Central Bank 23%* Industry 6%This obviously varies from year to year, with investment and central bank demand being the big variables. But if we assume Chinese demand roughly matches global demand (this is an easy argument to challenge), that would mean that of the 31,625 tonnes:* 14,864 is now jewellery* 7,910 is now bullion held by investors* 1,900 tonnes went into manufacturingAnd, drum roll for the Big KahunaThe Chinese government has 7,294 tonnes.Obviously, it's easy to make the case that since China is such a big manufacturer, Chinese industrial demand is likely to be higher than 6%. It's also easy to make the case that, because the Chinese like gold so much, and the state has been encouraging them to invest since 2007, that both Chinese jewellery and investment demand is higher than 47% and 25% respectively.It's also easy to make the case that, because of de-dollarisation, PBOC demand is higher than 23%.In any case, I have been transparent about my methodology. You can make up your own minds. You're all grown ups.Maybe my 20% estimate for SGE double counting is too low, for example.Regardless, China's stated reserves of 2,300 tonnes are laughingly lowball.In a funny kind of way, it's actually better for investors if China has less gold - because it means they have more buying to do and that should help drive prices higher.Its stated 2,300 tonnes only account for 7% of its US$3.4 trillion reserves. To get above 70% and match the US, Germany, France and Italy, at $4,200/oz gold, it would need something like 18,000 tonnes. That's a lot of buying yet to come.Why does China understate its reserves? Softly, softly catchee monkey, and all that: we must not shine too brightly. It doesn't want to rock the boat, particularly while it's still accumulating.This is where we are going, folks.You want to own gold. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.theflyingfrisby.com/subscribe

Rasenballspott #246 - WolteMade in Germany

Play Episode Listen Later Oct 6, 2025 76:49

Da ist ne Menge drin in Folge 246. Zweite Liga, Schalke, Bundesliga, Spektakel, Premier League, Champions League und auch diese andere Stuttgarter Liga…wie heißt sie nochmal? Achso, Europa League! Haben wir auch im Programm. Denn uns sind auch die kleinen Vereine wichtig. Auch die Hot Takes sprießen diese Woche aus dem Boden wie sonst nur Frankfurter Gegentore.

Diva Warning Shots

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Play Episode Listen Later Sep 24, 2025 53:22

Episode 366 TOPICS Männer victory over Galatasaray and loss to Union Berlin Frauen loss to Real Madrid and win over RBL #Whatarewedrinking Preview frauen matches against Leverkusen and Viktoria Berlin Preview männer match against Gladbach HOSTS John and Matt Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at www.royhammer.de

Frankfurt zwischen Magie und Alltag - und wie gut ist Eriksen noch?

kicker News

Play Episode Listen Later Sep 19, 2025 15:05

Was für ein Abend für die Eintracht! Frankfurt ist mit einem 5:1 gegen Galatasaray in die neue Champions-League-Saison gestartet. kicker-Reporter Julian Franzke schildert seine Eindrücke - und schätzt ein, was der SGE zuzutrauen ist. Außerdem: Wie Wolfsburg der Eriksen-Coup gelang - und welche Risiken er birgt.

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The Opponents: Union Berlin

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Play Episode Listen Later Sep 17, 2025 33:15

Episode 366 We are back with Episode 2 of The Opponents. Brian is joined by Berlin based Journalist Kit Holden to look waaaay back to Bundesliga Matchday 26 (March 20th, 2021) when Eintracht played host to Union Berlin. What happened? Listen in to find out! HOSTS Brian Sanders Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at https://www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at https://www.royhammer.de

Overcoming Demons?

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Play Episode Listen Later Sep 11, 2025 48:26

Episode 365 TOPICS Männer victory over Hoffenheim Frauen victory over SGS Essen Preview frauen matches against Real Madrid and Hoffenheim #Whatarewedrinking Preview männer match against Leverkusen HOSTS John and Garret Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at www.royhammer.de

E243 - Motion Rigs, Twitch Streams, Charity Racing, Sim Coaching

Into the Apex

Play Episode Listen Later Sep 9, 2025 67:17

ITA at The Sim Gaming Expo Day 2! ITA is joined by ABetterHammer (Wayne Grenon) of his own Twitch Channel and the Moradness M Squad, as we continue to take in everything on offer at the SGE.

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SEO + SEA : créer des synergies gagnantes et penser au-delà de Google - CyberCité

insight

Play Episode Listen Later Sep 9, 2025 32:24

Alban Renard, Head of Expertise & Innovation chez CyberCité, partage sa vision des nouvelles synergies entre le SEO, le SEA et autres leviers d'acquisition. Dans cet épisode, il revient sur l'évolution du search marketing, la nécessité croissante de désiloter les expertises, et l'impact de la Search Generative Experience (SGE) sur les stratégies des marques. Quelles erreurs et idées reçues éviter en SEO/SEA ? Comment structurer les équipes pour une vraie collaboration et créer des synergies entre les expertises ? Quelles méthodes pour s'adapter à des plateformes comme Meta, Amazon ou TikTok ? Et que nous réserve l'avenir du search avec l'IA générative ? Il nous répond dans ce nouvel épisode.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Ist Frankfurt reif für mehr - und Duisburg auf dem Durchmarsch?

kicker News

Play Episode Listen Later Sep 3, 2025 15:38

Eintracht Frankfurt ist furios in die neue Saison gestartet, die Fans singen bereits von der Meisterschaft. Doch wie weit ist die SGE? Ist der große Wurf in der Bundesliga drin? kicker-Reporter Julian Franzke gibt Einschätzungen. Außerdem: Aufsteiger MSV Duisburg legt einen Startrekord in der 3. Liga hin. Stehen die Zeichen schon auf Durchmarsch?

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Eintracht Soars Four-ward

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Play Episode Listen Later Aug 27, 2025 51:00

Episode 364 Eintracht Frankfurt's Bundesliga campaign is off to a flying start with a commanding 4:1 victory over Werder Bremen, and Chris and Matt are here to break it all down. We recap the big moments, highlight our players of the match, and share our takeaways from a performance that many expect to set the tone for the season ahead. Beyond Frankfurt, we also delve into the other results from Matchday 1 across the Bundesliga, providing a picture of how the table is already beginning to take shape. But it's not all tasteful tactics. In #WhatAreWeDrinking, Chris introduces Matt to the infamous Malört experience, adding a bit of flavor (literally) to the show. We wrap things up with a look ahead to Matchday 2, previewing Eintracht's upcoming clash against Hoffenheim and what fans can expect. HOSTS Chris and Matt Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at https://www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at https://www.royhammer.de

#1: Womit die Eintracht Werder überrascht hat

Schlusskonferenz - Der Fußball-Podcast zu Bundesliga & Co.

Play Episode Listen Later Aug 24, 2025 134:53

Während der BVB alte Probleme in die neue Saison schleppt, spielt die SGE groß auf und die Aufsteiger punkten. Maximilian Aichinger und Petra Neher über fehlende Außenverteidiger, viele Patzer und ein neues Aufbausystem.

AI SEO Optimization & Content Creation w/ Nina Clapperton

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Play Episode Listen Later Aug 22, 2025 21:56 Transcription Available

Caught in the Trapp: Frankfurt Win, Keeper Waves Goodbye

Play Episode Listen Later Aug 20, 2025 60:09

Episode 363 Trapp exit Dfb pokal - Doan / burkhardt debut Bremen preview HOSTS Chris and Matt Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at https://www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at https://www.royhammer.de

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The Opponents: Werder Bremen

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Play Episode Listen Later Aug 18, 2025 31:16

Episode 362 The Opponents is a new series where we dive into moments in Eintracht history involving that Bundesliga opponent. In this episode we go back to May 9 1992 as the Eagles hosted Werder Bremen at the Waldstadion. Brian and Bremen expert Nik Wildhagen dive into the history books of this notable match HOSTS Brian and Nik Wildhagen Find us at https://www.hefpod.com. Find Nik at TalkingFussball.com! Thanks Nik! Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at https://www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at https://www.royhammer.de

Saisonvorbereitung - Frankfurt, Leverkusen, Bayern

Spieltach – der Bundesligapodcast

Play Episode Listen Later Aug 17, 2025 73:49

Kompletter Neustart bei Leverkusen: Wir schauen Erik ten Haag beim Puzzlen einer neuen Mannschaft zu. In Frankfurt ist bis zum letzten Spieltach viel Bewegung drin - Mit Burkhardt und Doan will die SGE sich aber weiter in der Spitzengruppe festsetzen. Zum Abschluss schauen wir natürlich noch auf den FC Bayern und klären für immer die Frage: Wieviele Linksverteidiger haben die Müncher eigentlich?TIMESTAMPS:(00:00) Frankfurt(17:15) Leverkusen(37:00) BayernJETZT PATRON WERDEN:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://patreon.com/derspieltach⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠WERDE TEIL DER COMMUNITY:⁠⁠⁠⁠⁠https://discord.gg/bmsxDkwcqT⁠⁠⁠⁠⁠ JETZT BEI KICKTIPP TEILNEHMEN:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Kicktipp.derSpieltach.de⁠⁠⁠⁠KICKBASE:Komm auf Discord in unseren Channel!

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Hidden Benefits of AI + SEO w/ Nina Clapperton

Play Episode Listen Later Aug 15, 2025 29:16 Transcription Available

DFB Pokal Preview - FV Engers

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Play Episode Listen Later Aug 15, 2025 19:23

Episode 361 German football is baaaaaack! We discuss the match against FV Engers in the DFB Pokal on Sunday. HOSTS John and Nathan Find them at https://www.hefpod.com Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social and with EFC STL (Provisional) Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at https://www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at https://www.royhammer.de

260 - Saisonvorschau 2 und die Sommer-Verlierer

Der Comunio Podcast

Play Episode Listen Later Aug 13, 2025 90:20

Flo ist zurück und spricht mit Tim ausführlich über alle Teams aus der oberen Tabellenhälfte der vergangenen Saison. Die Top-3 der Woche (01:17:38) zum Abschluss ist diesmal eher eine Flop-3, denn es geht um die bisherigen Verlierer der Vorbereitung. Und kleiner Spoiler: da sind einige große Namen dabei. Zum Start geht es zunächst einmal aber um die Flaute der Marktwerte und in der Frage der Woche um eine schwierige Verkaufsentscheidung (8:25). Über die Kapitelmarken könnte ihr die folgenden neun Teamchecks auch direkt anwählen: VFB (14:24) SVW (19:43) RBL (33:19) FSV (39:06) SCF (45:04) BVB (52:46) SGE (59:53) B04 (01:05:34) FCB (01:10:21) Ihr wollt eure Frage als Sprachnachricht im Podcast hören? Dann schickt eine WhatsApp-Sprachnachricht an 0157-532 69 018. Ihr wollt uns Feedback schicken? Dann wendet euch an redaktion@comunio.de Falls ihr uns eine Rezension schreiben wollt, könnt ihr das unter podcasts.apple.com/de/ machen! Bewertet uns auch gerne auf Spotify! Vielen Dank!

MT Meets BL - S2E08 - SGE: Dino grüßt das Murmeltier

#VdS MillernTon #NdS

Play Episode Listen Later Jul 28, 2025 38:22

In der achten Folge der Saisonvorschau blickt Yannick mit Alice Tietje auf die kommende Spielzeit von Eintracht Frankfurt.

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Teaser: Basti & David verhandeln den Doan-Transfer!

drei90

Play Episode Listen Later Jul 26, 2025 5:36

Es reicht! Seit Wochen, ach was, seit Monaten überschlagen sich die angeblichen Meldungen und Wenden im Transfer-Drama von Doan zwischen der Eintracht und dem SC Freiburg. Basti und David halten es jetzt nicht mehr aus, und verhandeln den Deal einfach unter sich. Das Resultat: Ein ungeplantes Sommer-Funfriends-Special exklusiv für euch! Wir dröseln das Drama auf, schildern unsere Gefühle damit, und nehmen das Große Ganze in den Blick: Freiburgs aktuelle Transferpolitik, die Frankfurter Verkaufs-Coups der vergangenen Jahre. Hat die SGE den SC mit Matanovic über den Tisch gezogen? Was wissen wir eigentlich wirklich über Doans Motive? Und was haben Ékitiké, Newcastle und Isak damit zu tun? Wir wollten "20 Minuten" sprechen, es wird dann über eine Stunde launiger Austausch über Fußball. Am Ende landen wir sogar noch bei Kwasniok und Sandro Wagner. Einigen wir uns auf die Eckdaten für einen Transfer? Und muss Basti davon dann einen Teil aus eigener Tasche zahlen? Hört rein und erfahrt es! Und noch ein kleiner Veranstaltungstipp: Am 02.08. gibt es ein kleines Hörertreffen unseres befreundeten Podcast "Wettbrötchen". Alles umsonst und draußen, Bier geht auf uns. Da könnt Ihr natürlich auch vorbei kommen. Yok Yok Eden, Frankfurt, irgendwann ab 19 Uhr. Wisst Ihr Bescheid. Viel Spaß! Werde auch DU Funfriend! Den drei90Shop. kennt Ihr ja. Mittlerweile gibt es auch einen drei90 Instagram-Account. Folgt uns auch gerne dort. drei90 via itunes abonnieren drei90 via Feedburner abonnieren

Eintracht in America - Die Rückkehr: Tailgates, Transfers, & Tour Buzz

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Play Episode Listen Later Jul 22, 2025 31:10

Episode 359 This is our first live stream to Youtube, so please check it out there if you would like this content in video form. https://youtube.com/live/b8NimEqLKwo Like and subscribe as well! We appreciate your support. John and Chris talk about the summer break, Eintracht Frauen departures and arrivals, and discuss the summer training tour for the Eintracht Männer. Ekitike's departure to Liverpool hurts, but the coin lessens the pain. HOSTS Chris and John Find them at https://www.hefpod.com Produced by Nathan Kwarta in St. Louis. Find them at bembelboi.bsky.social. Show links:@HEFpod | linktr.ee/hefpod Show art branding by Miles Erich. Hey Eintracht Frankfurt Podcast was created by Brian Sanders. Our theme music is the song "Fórza SGE" by Eintracht Frankfurt and thrash metal legends: Tankard. You can find Tankard at @tankardofficial and at https://www.reapermusic.de/reaper Our outro music is “Hey Eintracht Frankfurt” by the fabulous Roy Hammer & die Pralinées. Find them at https://www.royhammer.de

Frankfurts Transferstrategie - und wie will Hertha aufsteigen?

kicker News

Play Episode Listen Later Jul 21, 2025 15:19

Kolo Muani, Marmoush und jetzt Ekitiké: Eintracht Frankfurt ist für seine Millionentransfers bekannt. Doch wie sehr ist die SGE auch auf solche Deals angewiesen? Außerdem: Wie Hertha die Aufstiegsränge attackieren möchte.

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SEO Best Practice #2: Create Content

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Play Episode Listen Later Jul 18, 2025 14:53 Transcription Available

How a Google Business Profile Supports SEO w/ Lydia Fine