Podcasts about Siemens

Rudd takes the helm at NSA and Cyber Command. A watchdog probes alleged Social Security data mishandling. Patch Tuesday lands. Governments brace for cyber fallout from Iran. BeatBanker spreads via a fake Starlink app. InstallFix targets developers. ZombieZIP hides malware in archives. And DHS reassigns CBP officials in a FOIA secrecy dispute. Ben Yelin unpacks Anthropic's lawsuit against the Pentagon. AI eyewear leads to awkward exposures. Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest Our guest today is Ben Yelin from University of Maryland Center for Cyber Health and Hazard Strategies and Caveat cohost talking about Anthropic suing the Pentagon. You can read more on the topic here.  Selected Reading Senate approves Joshua Rudd as dual-hat leader of Cyber Command, NSA (POLITICO) Whistleblower claims ex-DOGE member says he took Social Security data to new job (Washington Post) Microsoft Patches 83 Vulnerabilities (SecurityWeek) Adobe Patches 80 Vulnerabilities Across Eight Products (SecurityWeek) Fortinet, Ivanti, Intel Patch High-Severity Vulnerabilities (SecurityWeek) ICS Patch Tuesday: Vulnerabilities Fixed by Siemens, Schneider, Moxa, Mitsubishi Electric (SecurityWeek) Iran war will bring wave of 'low-level cyber activity,' says intelligence group (StateScoop) New BeatBanker Android malware poses as Starlink app to hijack devices (Bleeping Computer) Fake Claude Code install guides push infostealers in InstallFix attacks (Bleeping Computer) New 'Zombie ZIP' technique lets malware slip past security tools (Bleeping Computer) DHS Ousts CBP Privacy Officers Who Questioned ‘Illegal' Orders (WIRED) Meta sued over AI smart glasses' privacy concerns, after workers reviewed nudity, sex, and other footage (TechCrunch) Share your feedback. What do you think about CyberWire Daily? Please take a few minutes to share your thoughts with us by completing our brief listener survey. Thank you for helping us continue to improve our show. Want to hear your company in the show? N2K CyberWire helps you reach the industry's most influential leaders and operators, while building visibility, authority, and connectivity across the cybersecurity community. Learn more at sponsor.thecyberwire.com. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

At CES in January, NVIDIA, AMD, Siemens and others spun elaborate tales of a world suffused with AI: AI in the cloud, AI at the desktop, AI in the factory, AI underneath enterprise software and as the UI for enterprise software and agentically accomplishing anything and everything in a world of embodied, physical AI. Johna... Read more »

At CES in January, NVIDIA, AMD, Siemens and others spun elaborate tales of a world suffused with AI: AI in the cloud, AI at the desktop, AI in the factory, AI underneath enterprise software and as the UI for enterprise software and agentically accomplishing anything and everything in a world of embodied, physical AI. Johna... Read more »

https://media.blubrry.com/thesuccessfulmindpodcast/media.blubrry.com/thesuccessfulmindpodcast/ins.blubrry.com/thesuccessfulmindpodcast/TSM715_JaySiemens_Feb5_26.mp3   There's a moment in every life when a quiet invitation shows up — not loud, not flashy, but persistent. In this episode of The Successful Mind Podcast, I'm sitting down with Jay Siemens to explore what it really means to start following your calling, even when it doesn't look like a traditional or “safe” path.Jay shares the story of growing up around fishing, photography, and wide open northern landscapes, and how those early passions slowly began pointing him toward something bigger. What makes this conversation powerful isn't just the outcome — it's the honesty around the decision points, the doubt, and the trust required when following your calling asks you to step away from certainty.Following Your Calling When the Path Isn't ClearRather than chasing titles or credentials, Jay chose to follow what felt alive. He talks about dropping out of school, saying yes to opportunity, and learning in real time — a process that demanded commitment long before there were guarantees.Following Your Calling with Support and FaithWe also reflect on the importance of support, especially when following your calling challenges conventional expectations. From parental encouragement to trusting a deeper inner pull, this episode highlights how belief often precedes clarity.If you've ever felt torn between what's practical and what feels true, this conversation offers a grounded reminder: the path reveals itself once you start walking. Or fishing… JaySiemens.com Uncle Marks Outpost Check out Jay on YouTube Episode 673 – The Elegant Solution: The Hidden Path to Quantum Leaps Episode 488 – Challenge Yourself to Become Great Episode 28 – Uncommon Ground: When Your Spouse Won’t Grow With You YOU'VE BUILT A SOLID BUSINESS… SO WHY IS YOUR CASH FLOW STILL INCONSISTENT?You're serving clients. Revenue is coming in, and yet you're not growing at the rate you want. Strong months are followed by tighter ones, and the growth you know is possible never quite locks in. At this stage of business, inconsistent cash flow usually isn't caused by a lack of effort or strategy. It's caused by hidden patterns that quietly interfere with your marketing, your sales, and the decisions required for growth. On March 19th, I'm hosting a free live training where I'll show you the hidden Cash Flow Killers that drain revenue from your business — and the leadership shifts required to eliminate them. If you're ready to step off the revenue rollercoaster and start creating stable, scalable cash flow, this training is where it starts. Register here to secure your spot. If you like the show, would you be so kind as to leave us a short review on Apple Podcasts? It takes less than a minute and really makes a difference in helping me spread the Successful Mind message around the globe.  LEAVE A REVIEW Check out David's book! Get Your Copy Today! Miss anything? Don't forget to subscribe to the show to keep up with your own successful mindset. We're available wherever you listen to podcasts:   Apple Podcasts Spotify Pandora iHeartRadio Amazon Music Life is Now wants you to get SOCIAL! You can find us on the following platforms:  Facebook X-twitter Instagram Linkedin Youtube The post Following the Path That Calls You – How Jay Siemens Built a Life Doing What He Loves appeared first on The Successful Mind Podcast.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

První březnoví Sousedé se vydávají do Brna. Tady působí Německý kulturní spolek Region Brno. K mikrofonu jsme si pozvali předsedkyni spolku paní Eleanor Jeřábkovou.

 De fleste har nok prøvet at bruge Generativ AI til at skrive tekster eller lave billeder. Men i stigende grad bliver moderne AI også brugt til at gøre ting ude i virkeligheden – altså i en interaktion med fysiske genstande: biler, robotter og andre maskiner.Her er ideen, at man ved hjælp af industrielle chatbots hurtigere og mere effektivt kan designe, udvikle og planlægge produktionen, fra de første skitser i et tegneprogram til indkøb af materialer, og programmering af af industrirobotterne.Det er et område, som Siemens er igang med at udforske – blandt andet med det, de kalder Industrial Foundation Models. Altså store generative AI-modeller, der dog ikke er trænet på artikler, bøger, billeder eller musik, men på data fra maskiner, sensorer, robotter og design-filer.Det er en vision med masser af udfordringer – fra hallucinationer til data-ejerskab og forretningsmodeller – men hvis det lykkes at føre visionen ud i livet kan det fuldstændig ændre den måde, vi designer og producerer på – siger Siemens.Jeg har talt med Søren Jakobsen, Lead of Next Generation Automation i Siemens Digital Industries.Lyt med!LINKSSIDEN SIDSTMassivt løft til AI-forskning og talentudvikling på AAUAalborg Universitet satser på MistralUdkast til forslag til lov om AI-systemer i offentlig forvaltningTingit rejser 1,5 millioner Euro til AI-drevet reparationsplatformPentagon stempler Anthropic som 'supply chain risk'BONUS: Hvor mange AI'er skal der til for at læse en PDF?INDUSTRIELLE MODELLERSøren Jakobsen, SiemensSiemens-chef Roland Buschs mission om at automatisere alt | The VergeSiemens introducerer industriel AI-grundmodel med Microsoft og virtuel PLC med AudiIndustrial Foundation Models (IFMs) for intelligent manufacturing: A systematic review (pdf)Generative AI in manufacturing: a literature review of recent applications and future prospects (pdf)

In dieser Episode des Podcasts „Behind PE“ spricht Franz Kubbillum mit Kai Hesselmann, Gründer von DEALCIRCLE, über die Herausforderungen und Chancen im Bereich Private Equity, sowie über Unternehmensnachfolge. DEALCIRCLE ist eine datenbankgestützte Matchmaking-Plattform für Unternehmensverkäufe im Small- und Micro-Cap-Segment. Sie bringt Unternehmenskäufer, -verkäufer und M&A-Berater zusammen und schafft Transparenz in einem stark fragmentierten Markt – mit besonderem Fokus auf Nachfolgeregelungen im deutschsprachigen Mittelstand. Kai Hesselmann spricht in dieser Episode über seinen Weg vom Berater und Investor zum Gründer einer eigenen M&A-Plattform. Er und Franz Kubbillum diskutieren die Bedeutung von M&A, die Rolle von C-Level-Managern in Private-Equity-Strukturen und die Anforderungen, die an sie gestellt werden – von Tempo und Ergebnisdruck bis hin zu Co-Investments als „Skin in the Game“. Zudem zeichnet Hesselmann seinen Weg von Siemens über PwC und einen PE-Fonds bis zur Gründung von DEALCIRCLE nach und zeigt, wie aus einem konkreten Marktproblem – der Intransparenz im Käufermarkt – ein skalierbares Geschäftsmodell entstanden ist. Weitere Fragen, die Hesselmann in dieser Episode beantwortet, sind: - Wie verändert die anstehende Nachfolgewelle im Mittelstand den Markt für Unternehmensverkäufe – und welche Rolle spielen M&A-Berater dabei? - Welche Anforderungen stellt Private Equity an C-Level-Manager – von Geschwindigkeit und Performance-Druck bis zu finanzieller Beteiligung und langfristiger Wertsteigerung? Themen: - Private Equity - C-Level - Unternehmensnachfolge - M&A ----- Über Atreus – A Heidrick & Struggles Company Atreus garantiert die perfekte Interim-Ressource (m/w/d) für Missionen, die nur eine einzige Option erlauben: nachhaltigen Erfolg! Unser globales Netzwerk aus erfahrenen Managern auf Zeit zählt weltweit zu den besten. In engem Schulterschluss mit den Atreus Direktoren setzen unsere Interim Manager vor Ort Kräfte frei, die Ihr Unternehmen zukunftssicher auf das nächste Level katapultieren. ▶️ Besuchen Sie unsere Website: https://www.atreus.de/ ▶️ Interim Management: https://www.atreus.de/kompetenzen/service/interim-management/ ▶️ Für Interim Manager: https://www.atreus.de/interim-manager/ ▶️ LinkedIn-Profil von Kai Hesselmann: https://www.linkedin.com/in/kai-hesselmann-dealcircle/ ▶️ Profil von Franz Kubbillum: https://www.atreus.de/team/franz-kubbillum/

In this episode, we dive into the evolving world of industrial AI, exploring everything from CNC innovation in Tel Aviv to the surprising rise of digital cousins over traditional digital twins. We unpack how startups and established players alike are reimagining automation, robotics, and the very nature of intelligent agents on the factory floor. Along the way, we discuss the parallels between LLMs and the invention of refrigeration, ask who will become the 'Coca-Cola' of AI, and reflect on the real impact of democratizing advanced technology. Join us as we debate the future of humanoid robots, the shifting boundaries between tool and actor, and the practical challenges of bringing AI-driven agents into real-world industry. If you're curious about where industrial automation is headed—and what innovations might define the next era—this conversation is not to be missed.

Hvordan understøtter man SMV'erne i Danmark og deres værdikæder i at arbejde strategisk med ESG? Det ved professor, programleder og bestyrelsesmedlem Annabeth Aagaard en masse om, for hun er i gang med et treårigt forskningsprojekt, der hjælper SMV'erne i Danmark med den strategiske tilgang, så de kan rapportere på ESG på tværs af deres værdikæde og integrere det i forretningsudviklingen. På den måde kan de fremtidssikre deres virksomhed, vækste og tiltrække nye kunder, samarbejdspartnere og investorer. Lyt med når Annabeth Aagaard uddyber projektet i dagens udgave af Bæredygtig Business. Projektet, der hedder” ESG - fra rapportering til forretning”, er støttet af Industriens Fond med 6 millioner kroner, og det undersøger, hvordan danske værdikæder og SMV-underleverandører arbejder effektivt med ESG-rapportering og ESG-drevet forretningsudvikling. Fem store, danske virksomheder, Siemens, Grundfos, Linak, Kamstrup og Terma, har hver udpeget fem, danske SMV'er, altså 25 i alt, som Annabeth Aagaard har hjulpet med det strategiske ESG-arbejde. Du kan høre om: • Hvordan praktisk forskning virker, når vi taler ESG og bæredygtighed • Hvordan 25 danske SMV-underleverandører har fået hjælp til ESG-rapportering og ESG-drevet forretningsudvikling i individuelle workshops ude i virksomhederne • Hvilke problemer værdikæderne står overfor efter Omnibus • Hvordan bæredygtighed kan skabe værdi for SMV'erne - deres egen virksomhed og for deres kunder (de store virksomheder, de leverer til) • Hvorfor ESG skal strategisk forankres af ledelsen og bestyrelsen, så det bliver prioriteret rigtigt fra start • Hvorfor bestyrelsen også skal uddannes i ESG og bæredygtighed for at kunne træffe informerede til- og fravalg. Nævnt i episoden: • Uddybning af projektet og ESG vidensplatformen: ESG - fra rapportering til forretning: https://esg-projekt.aucenterforsmv.dk/ • Rapporten ”Ti centrale tematikker for ESG-arbejdet hos danske værdikæder og SMV'er: https://esg-projekt.aucenterforsmv.dk/videnspakker/e-miljomaessige-forhold/#/p/593 • Rapporten ”Grøn Konkurrencekraft”: https://industriensfond.dk/wp-content/uploads/2025/01/groen-konkurrencekraft-rapport2.pdf • Baggrund for rapporten: https://irisgroup.dk/groen-konkurrencekraft/ • Cradle-to-gate – gratis værktøj til beregning af CO2 udledning på produkter: https://esg-projekt.aucenterforsmv.dk/videnspakker/#/p/567 • ESG Mat – ESG modenhedsværktøj: https://esg-mat.aucenterforsmv.dk/ • Aarhus Universitets Bestyrelsesuddannelse med fokus på grøn omstilling: https://bss.au.dk/efteruddannelser/bestyrelsesuddannelser/bestyrelsesuddannelse-med-fokus-paa-groen-omstilling • Leverandørstyringssystemet Ecovadis: https://ecovadis.com/ • ESG-barometer 2025 fra Make (før We Love People) https://esg.make.dk/ • Bogen ”SMV-bestyrelsen - hele vejen rundt” af Carsten Fode og Mette Neville https://shop.karnovgroup.dk/products/smv-bestyrelsen-hele-vejen-rundt Se i øvrigt Finanssektorens Uddannelsescenters uddannelse, der er målrettet alene bestyrelser i pengeinstitutter. I finansielle virksomheder er der særlige og omfattende krav til bestyrelserne, og som den eneste sektor herhjemme er der også særlige uddannelseskrav. https://www.finansudd.dk/nyt-og-inspiration/fokus-i-finans/veluddannede-bestyrelser-skaber-vaerdi/ Denne episode er produceret i samarbejde med af e-nettet https://www.e-nettet.dk/ og Finanssektorens Uddannelsescenter https://www.finansudd.dk/nyt-og-inspiration/fokus-i-finans/viden-om-baeredygtighed/ Tips, idéer eller ønsker? Skriv til mig på LinkedIn Du er velkommen til at skrive til mig på LinkedIn, hvis du har idéer til emner, jeg skal tage op i podcasten eller hvis du har ros og konstruktive forslag. Find mig her: https://www.linkedin.com/in/steffenmaxh%C3%B8gh/ Del og anmeld gerne Hvis du vil give Bæredygtig Business en god anmeldelse i din podcastapp og dele den med venner og kolleger, når vi ud til et større publikum med det vigtige budskab. Musik: Amanda Wium https://www.amandawium.dk/

Allen, Rosemary, Yolanda, and Matthew discuss highlights from Blades USA including the carbon blade debate. Plus TPI Composites’ bankruptcy sale hits major obstacles as partners dispute over $100M in claims. And Europe’s offshore and onshore wind developers clash over state aid, with WindEurope’s new CEO urging unity. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! [00:00:00] The Uptime Wind Energy Podcast brought to you by Strike Tape, protecting thousands of wind turbines from lightning damage worldwide. Visit strike tape.com. And now your hosts.  Allen Hall 2025: Welcome to the Uptime Wind Energy Podcast. I’m your host Alan Hall, and I’m here with Yolanda Padron, Rosemary Barnes and Matthew Stead. Yolanda and Matthew have just wrapped up a couple of days at the Blade USA forum in Austin, Texas. Maybe we should start there. Thoughts on the forum this year? Things that were highlights?  Matthew Stead: Yeah. Lightning Root de bond. One positive was that, um, there are a couple of startups there, so, you know, kudos to them for, you know, making the investment. There was a. There was a startup around, you know, data analytics and, you know, bringing machine learning in. And then there was also another startup looking at recycling. [00:01:00] Um, really trying to get that, that food chain through of, um, you know, grinding and then turning into some sort of valuable product. Um, yeah. However, I think someone also from EPRI said that, you know, at the moment, you know, the recycling path is, you know, eight times more expensive than the, um, the landfill path. There was a lot of carbon discussion actually. So, and, um, yeah, a lot of discussion about repairs, a lot of discussion about testing, uh, a lot of discussion about, you know, how maybe a carbon blade can last 40 years. Um, so a lot of discussion about lifetime extensions around carbon. Um, but, but, but, but, you know, really, really hard to repair.  Allen Hall 2025: That goes back to the comments Rosemary and Morton Hanberg made about carbon blades. Should we be making. Carbon blades are not. And I think Morton’s opinion, and maybe Rosemary’s, I don’t wanna speak for her, was carbon blades are okay, but they are really difficult to repair. Almost impossible to repair. And is it [00:02:00] worth even building them?  Rosemary Barnes: I think if you consider the blade in isolation, then it probably is adding more headaches than it’s worth. But carbon fiber is a bit of an enabler for improvements across the whole system of a, a wind turbine. ’cause when you take, like you can take a lot of weight out of a blade by using carbon fiber. I mean, it’s never been cheaper to make a blade with carbon fiber than an equivalent blade with glass. You do, you buy the more expensive carbon fiber blade because it’s lighter, a like, a lot lighter, and then you can take, um, weight. It, it reduces the requirements for basically every other component in the wind turbine, but especially stuff like the pitch bearings. Um, so you solve a lot of other problems, but you create blade problems. So. I think if you ask some of the only works on maintaining blades, then you’re gonna be like, why would you make a carbon fiber blade? It is so much headache. Um, but that’s not the reason why they were ever made in the first place. [00:03:00] So you’d need to talk to, you know, somebody on, uh, I dunno, front end engineering. Someone from the sales team about why it is that they are going with a more expensive carbon fiber blade. Even acknowledging that they probably underestimate how many problems there are with o and m with, uh, carbon fiber blades. But even so, like they’re already aware that there are trade offs. Um, and yeah, there’s non blade reasons for, for taking, taking that pain.  Allen Hall 2025: Are there other fibers that could be substituted besides carbon? There, I, I know fiberglass. A, a good, relatively strong fiber and carbon obviously is much stronger. But are there things in the middle that could be substituted that are non-conductive? Rosemary Barnes: Uh, y yeah, there are, but carbon fibers, it’s not just strong. It’s really stiff. And that’s what its benefit is. Um, like there’s Kevlar but it’s not very stiff. So you would, we would make a really heavy blade if you used Kevlar. It would be probably bulletproof though. So I guess that would be a plus. I, I haven’t looked into it recently, but nothing is [00:04:00] at the, um, like got the performance specs and the cost specs that you would need to, um, make it replace carbon fiber. Matthew Stead: So one thing that I picked up I thought was pretty, uh, interesting was that by having a stronger, you know, carbon protrusion, you know, the, you know, the backbone of the blade, um, it took a little bit of pressure off the skin. And so therefore, um, you know, the life, life of the blade, um, and the ability to keep running it ’cause the skin is not so critical. Those seem to be a real, a real plus as well.  Rosemary Barnes: I don’t know, people talk about this in like absolutes, but everything is just a con continuum, right? Like you can make an all glass blade that would last a thousand years if you really wanted to. You just, you know, you just have to make it very, very strong. ’cause it’s, you know, it’s all based on fatigue lifetime. And the smaller that your, um, strain on every component in the blade is, then the less, um, the less fatigue damage is gonna accumulate. Making it a little bit stiffer will actually increase the lifetime by [00:05:00] a a lot. I think the main benefit to protrusions is just that you avoid all of the um, or you avoid a lot of the possibilities for manufacturing defects. It’s easy to control the manufacture ’cause carbon fiber, like much more so than glass fiber. It’s so, um, it’s so dependent on the fibers being perfectly straight. If you have a little wrinkle, like a little wrinkle is bad in glass fiber, but it’s like really bad in carbon fiber. So protrusions mean that you won’t get wrinkles. Uh, and you can, you know, control the manufacturing process a lot better, but they are barely repairable, right? So that’s the trade off. You can do some small repairs, but you’re not gonna be just. Um, if you’ve got a, a, a full thickness crack or something, it’s, you know, it’s gonna be game over. You’re not gonna be building that up again. Allen Hall 2025: Delamination and bottomline failures and blades are difficult problems to [00:06:00] detect early. These hidden issues can cost you millions in repairs and lost energy production. C-I-C-N-D-T are specialists to detect these critical flaws before they become expensive burdens. Their non-destructive test technology penetrates deep to blade materials to find voids and cracks. Traditional inspections, completely. Miss C-I-C-N-D-T Maps. Every critical defect delivers actionable reports and provides support to get your blades. Back in service, so visit cic ndt.com because catching blade problems early  Yolanda Padron: will save you millions.  Allen Hall 2025: Well keep going on the, the subject of blades. Imagine if you were selling your house and you told the bank you owe nothing on it. Then the bank shows up with a bill for over a hundred million dollars. That is essentially what’s happening right now in the TPI composites bankruptcy. Uh, the wind blade manufacturer canceled its [00:07:00] February 17th asset auction after only one bidder came forward. A firm called ECP five LLC, which is, uh, part of Energy Capital Partners, which is based in New Jersey. Uh, but before TPI. Can hand over the keys. It has to settle up with its business partners. TPI told the court many of those partners were owed little or nothing. Uh, the partners check their books. Strongly disagree. Now, the judge has a mountain of competing claims to sort through before the sale can close. And everyone, I mean, the, the claims are big. Uh, there are several large names listed, and if you go through the filings, uh, Siemens C Mesa is probably the largest one, and it, it claims TPI owes about 84 million plus an unpaid inspection, repair, and replacement costs. Plus under 22 million [00:08:00]under apparent guarantee. Others include Aurora Energy Services stating it is owned about $5 million, uh, for post-bankruptcy services, plus 38,000, uh, for before the filing of bankruptcy. The landlord up in Iowa for the TPI facility there is objecting because they’re owed some rent. Some other ones include, uh. Oracle, uh, which is, uh, has a lot of software licenses that TPI currently has, and they’re saying those licenses will not swap over to the new owner. So there, this is a series of these filings going on at the minute, and they’re pushing back the closing of the, uh, sale hearing until March 9th. So they got about another two weeks as we record right now. This is a big deal and, and although I have seen almost nothing about it in the press. Because it’s hard. One, it’s hard to find, and two, it’s really [00:09:00] difficult to sort through. Uh, but it is a major milestone for TPI that they’re gonna be able to sell the, or at least transfer ownership to, uh, energy capital partners. And the none of the buyers investors had bought part of the facilities. But GE Renova or Siemens cesa, for that matter, are not involved, at least at the top level. Which is really to, in my opinion, odd. I thought GE Renova would’ve been involved, at least at some level. They have been supporting TPI through this process. But in terms of going forward, doesn’t look like too much is going on with Renova or Siemens Ga Mesa in, in terms of the operations of these facilities. Thoughts.  Rosemary Barnes: Yeah, I agree. It’s strange that they wouldn’t have taken that opportunity and that makes me wonder what I don’t know that, you know, ’cause obviously it’s not a strange decision to the people who have made it so. They’ve got more information, a lot more information than us. So what is it that made it unappealing to them? That’s, um, that’s my question. [00:10:00] Yolanda Padron: What did TP, I think was gonna happen with all of that money that they owe everyone?  Allen Hall 2025: Well, it’s a bankruptcy hearing. Obviously they like to wipe that debt free and so would Energy Capital partners. They don’t wanna pay the a hundred million plus of whatever, uh, the court would ict, but. You just like to get the assets. If you can do it, that’s your cheapest option if you’re Energy Capital partners. But do you see Energy Capital Partners running the facilities? There’s a lot of organization within TPI that manages those facilities and controls the operation. From the quality side engineering side, there’s, there’s a lot of pieces to TPI here. Do you think they’re just gonna pick it up and run, run the company as it stands today? Or, or,  Rosemary Barnes: oh my goodness. I would be so nervous to, um, buy blades, uh, from them in that situation. I mean, we’ve seen so many examples in the last few years of decisions being made by senior management that have really compromised the quality at the end of the day. Like in theory, yes, the factory, you know, all the processes are in place to do things. Um, to do things [00:11:00] right, but you know, as soon as they get the next new project, which they’re doing constantly, right? It’s not like they just make a blade and they just make it over and over again. They make many different kinds of blades. There’s decisions to be made and you’re trying to get the price right and the quality right. And then, you know, given that we know that TPI was not profitable the way they were doing it before, they’re gonna have to spend less money. Then somebody who isn’t from the industry is making those calls about where to save it. It just seems like totally implausible to me.  Matthew Stead: Can I just add though, you know, TPI was mentioned multiple times at, um, at Blades, USA, and so, you know, a lot of people are relying on them or have relied on them and so forth. And so maybe this is a strategy about supporting the industry into the future. Like I think Alan, you, you said that they’re involved in, um, this investment business has other wind assets, so maybe it’s just like. Securing supply chain and, which I mean, that’s a pretty logical approach, isn’t it?  Allen Hall 2025: Oh, it would be. Uh, they’re about 50% owners of Ted’s US onshore fleet and a number. There are [00:12:00] other projects they’re involved in a number of renewable projects. Uh, so it would make sense for them to try to keep the supply chain going. But the largest purchaser of GB GE turbines that I know of is NextEra. So you would think NextEra would want to step into the mix too and at least in all the court filings, I haven’t seen much from NextEra or nothing from them at all. It if Osted US is wanting to keep their supply chain and Energy Capital partners wanted to keep the supply chain going, that would make a lot of sense to me. However, I just don’t know if they have the infrastructure to manage it. As Rosemary has described on numerous occasions running LM wind power is not easy. There’s just a lot of moving pieces, supply chain problems. You’ve got people problems, you have quality problems, you have repair problems, warranty issues. It’s a lot to that business. It isn’t like you’re stamping out widgets. You, you have a responsibility to that product after it goes out into [00:13:00] service. So if you have problems out in service, you’re, you’re kind of on the hook for all those warranty claims. It’s complicated.  Rosemary Barnes: You make it sound like I was running lm  Yolanda Padron: Rosie runs the world. Rosemary Barnes: I just wanna make it clear I was not running lm  Allen Hall 2025: Not yet. Rosie. There’s still time.  Rosemary Barnes: I was ru running one very tiny, tiny corner of it.  Yolanda Padron: I’d almost be curious ’cause like since ECP is so much into risk management and just, just in general, they have so many things that they are like part owners in, but they don’t necessarily manage the day to day hands on. Uh. I’d almost be curious to see if maybe they take a page out of Rosie’s book and try to make one thing. Well,  Matthew Stead: mm, that’d be novel, wouldn’t it?  Rosemary Barnes: It has actually been tried before. Um, you know, it’s, it’s uh, not something that has escaped the notice of blade engineers, uh, that if you make one thing, you can do it right. And wind turbine blades are a pretty similar there. No, you know, like great [00:14:00] differentiator between. How well performing the blades are from one company to another. I know at, at least at lm, they did have a blade that they designed, and their plan was to sell just heaps and heaps of those to multiple different manufacturers and just no one wanted it. Um, so it just quietly died. Um, so yeah, the, the concept is good. I think it’s. A little bit harder to pull off than you would hope. There are also some Chinese companies that are kind of selling just parts, generic parts. And so if you wanted to make your own wind turbine, um, company, if you wanted to be a wind energy o and m Yolanda, you could just buy an assortment of parts from Chinese manufacturers and put a. Yolanda Wind energy sticker on it and um, and, and, and you could be an an OEM. So it is, it, it, it is possible. I haven’t seen any of these out in the wild. Um, I have [00:15:00] heard of, you know, people considering it for, you know, certain aspects of certain types of projects. So it kind of exists in a way.  Matthew Stead: But the financial aspect, I mean, that’s accounting 1 0 1, I mean. You gotta know your assets and to owe people a hundred million dollars, that’s absolutely shocking. Really?  Allen Hall 2025: They owed a lot more than that before the bankruptcy. It is a lot of money.  Matthew Stead: How do you miss that?  Allen Hall 2025: Well, I don’t think they missed it. I just think the warranty claims and some of the repair that was going on and the, the, it sounded like price discounting was happening to some of the OEMs just caught up to ’em. But at the end of the day, I, I, I guess the question is. Does TPI as an entity remain? Obviously the Vestas portion will, because Vestas is gonna make them Vestas factories in a sense, and, uh, integrate as part of their overall operations. But Renova is not, Siemens is not interested in doing it, at least as we speak. No one’s [00:16:00] making any noise over at Nordex. It, it does leave these assets questionable as to what the real value is. We haven’t heard how much, uh, ECP has paid for them yet. The Vestas factories that were purchased, I think the, the two TPI factories in Mexico, I think Vestas paid about $10 million for each factory, which is a really inexpensive price to pay for new factories because Vestus had talked about at one point a year or two ago, about standing up a new factory saying it would cost him roughly a half a billion dollars to do. So buying a, that same asset for $10 million is a discount, a deep, deep discount, which maybe Vestas figures, Hey, it’s 20 million bucks, plus they got the India operations. Uh, it’s not that much money. If it all goes sour, it’s not that much money and we’re okay. Whereas Ver Nova decided to not to participate in that. As wind energy professionals, staying informed is crucial, and let’s face it difficult. That’s why [00:17:00] the Uptime podcast recommends PES Wind Magazine. PES Wind offers a diverse range of in-depth articles and expert insights that dive into the most pressing issues facing our energy future. Whether you’re an industry veteran or new to wind, PES Wind has the high quality content you need. Don’t miss out. Visit p ps wind.com. Today, over in Denmark, a fight has been brewing between offshore and onshore wind developers and. Sted once State Aid brought back for offshore wind auctions, onshore developers say that would tilt the playing field against them. Well, some have even walked out on their own trade group, uh, over it. Now the new CEO of Wind Europe, Tina Van Stratton, uh, is stepping in the middle of that discussion with a simple message. We need both. Don’t let offshore and onshore wind divide us. Nearly 90% of Europe’s installed wind capacity sits currently on land, and [00:18:00] she says that is not going to change anytime soon. Uh, so there, there is a big dispute about this right there. There does seem to be a, a amount of money being poured into offshore wind and requests of governments to support offshore wind at the same time. Onshore wind, which has been the primary growth market for wind in Europe, is getting the cold shoulder. In a sense. How does this play out everyone? Is there a, a good solution to it or is the need for offshore wind so great that, that they have to ignore onshore wind development for a couple of years?  Matthew Stead: I think we should just all be friends. So, I mean, really. Yeah, we need both and, um, I mean for the diversity and, you know, uh, I’ll leave all the technical topics to Rosie, but, um, um, really I think we need both. I mean, so what, it’d be crazy to, to drop the onshore, onshore industry.  Yolanda Padron: Yeah. I mean, it makes sense that, or said, especially Orid Europe doesn’t have any onshore anymore. Right. So it’s just [00:19:00]offshore. It would make sense that they really wanna push for help for themselves. And it’s, it’s great. It, it’s, it’s great to help, but I, I agree with Matt. Allen Hall 2025: Well, the Northern Europe and Scandinavian countries are talking about 100 gigawatts in the water by what, 2050? Something of that sort. So that’s a lot of energy in the water. In order to do that, you have to devote a number of resources to it, which. Will mean onshore wind is not gonna get the support it probably deserves, even though it has a proven track record. Rosemary Barnes: I just think it, it’s really interesting because I guess wind is, um, a very Europe. LED industry. Um, and so yeah, in Europe, e everything big and exciting is in offshore and the volume is in offshore. Um, I feel like that’s kind of filtered through to other regions though, because I mean, in Australia we don’t even have any offshore wind yet. We are probably getting some, but you go to any wind energy event, it’s gonna be. [00:20:00] More than 50% offshore wind and sometimes like 90% offshore wind, um, focused, which is, I think crazy when onshore is, is exists and has plenty of problems that need to be solved, and we need to be building more, a lot faster. I, I do actually wish that. If we could spend as much of the, you know, like some of the effort and the political effort that’s going into paving the way for offshore wind, I think would be much better spent on solving the problems. Um, the obstacles stopping us from rolling out onshore wind faster. Because we’re not on track in Australia to meet our renewable energy targets if we can’t get that under control. And then in the US yes you have some offshore wind, but it is not a growth industry at the moment or it’s not very appealing at the moment, at least. Right. So, and I dunno how much you talk about it there, but I do hear a lot of, like a whole lot of talk about offshore compared to how important it is for regions outside of Europe. Yolanda Padron: I think it’s important too to [00:21:00] note that. When you have a lot of offshore wind in your fleet, like you can sometimes test out products onshore that maybe they’re, of course not the exact same conditions, but you can test out products to a degree onshore. And I’ve seen, you know, owner operators that have to go across continents just to test that product because it’s cheaper to do that onshore than to do it offshore in your home site, in your backyard. So I mean that that would really benefit from an RD standpoint. It would really benefit everyone. If  Allen Hall 2025: they gave it up attention  Yolanda Padron: to onshore.  Rosemary Barnes: When I was at lm, one of my, well my key team member who was an electrical engineer, he had, um, done a bunch of work for a system that was only implemented on an offshore wind farm. And it sucked up so much time when stuff started going wrong with that, like even small things. And he was the only one [00:22:00] that could do it. You know, you go out, if you’ve got a five minute job to do, to get, you know, like turn something off and on again off. Reconnect something that’s a whole day of work, right? Like you, and, and not like a normal day, but like a 12 hour day, you’re gonna go out in the morning, they, you know, they go around in a boat or whatever and drop people off and they don’t come get you when you’re done 10 minutes later, you know, they come get you at the end of the day when they’re picking everyone up again. So, um, it, it was, it was incredibly challenging. I mean, for him personally and the team. Um, and I always recommend to, or, you know, sometimes I’m advising, um, companies that have offshore wind, um, technologies. And I’m always advising anything that you can test on shore, do it and get creative about it as well. ’cause you might think that you can’t, you certainly can’t get all the way there without testing in your real operating environment. But any problem that could happen onshore that you, um, learn about when it’s onshore is gonna cost you probably like, you know, one 10th as much [00:23:00] to fix. Um. So, and, and the time as well. So, yeah, I, I think that you’re right that we should be actually considering onshore as an opportunity for, um, improving offshore technology as well.  Allen Hall 2025: Can we talk about, uh, data centers for a minute? Just off the top of mind, I’ve been listening to a number of podcasts over the last month or two talking about powering AI data centers and how much coal or natural gas. It’s gonna be needed to provide the stable, reliable power that these data centers supposedly need. In the meantime, there’s like this industry being built, uh, and you see the, the purchases of gas turbines going out to like, what, 2032? I think it’s what Renova is talking about now is when you could actually get in line for a gas turbine. Other manufacturers or gas turbines are basically saying the same thing in the meantime. [00:24:00] Elon Musk and SpaceX are talking about putting AI data centers up in space where you don’t have any regulatory issues. You don’t have to burn coal or natural gas or any of these things. So the, the ground-based AI data centers appear to be locked into making these really expensive buildings and assets and putting generation and transmission and, and this infrastructure together, which will cost them. Hundreds of millions at a minimum, likely tens of billions of dollars to do, and that’s just in the United States. Meanwhile, SpaceX is really on a pathway of doing this up in the sky for probably a fraction of the cost. Is there a break point here? Because it does seem like the, the natural gas, coal, oil, petroleum industry and the on ground build, the building, people are ignoring that. SpaceX has a [00:25:00] capability of doing this, and if Musk decides to do it, and SpaceX decides to do it, that all those gas turbine orders, all that infrastructure, all the gas pipeline, all the drilling that would have to happen would just go immediately. Poof. Gone.  Rosemary Barnes: I don’t know about immediately because I mean, we’re not at the point yet where you can just launch a data center into space. So there is a bit of a, a, a transition period. Um, I. I also think that it’s overblown that, you know, I think you might have even fallen into the trap also, where you’re like, oh, when data centers need more energy, so therefore it has to be coal or gas or nuclear.  Allen Hall 2025: Nope, I agree with you.  Rosemary Barnes: Those things aren’t quick to build either. If you truly wanted to do it quickly, you’d be putting in, um, you know, heaps of solar panels and batteries and, and you know, wind turbines where that made sense. But that said, I, I do agree that, uh, like I, I don’t think space-based data centers is farfetched at all. I, I guess the biggest [00:26:00] challenges, uh, are, um, the cooling and heating requirements space has very large temperature fluctuations. So I guess you’re gonna need to design that carefully. I don’t think it’s insurmountable. Um, and then the next thing is a cost of launch, which I’m sure you’re about to tell me how. Dramatically the cost of launch is dropping. Um, you know, like, it, it’s got, it’s got a very good learning curve. The space launches, which is basically, you know, SpaceX is probably the main reason why that is just dropping and dropping and dropping. So I don’t think that it’s unrealistic at all. I don’t know the timeframe. You would know more, Alan, you work in, um, aerospace. I just. You know, um, follow it for general interest.  Matthew Stead: I reckon it’s stupid. He’s really stupid on a number of grounds. So first of all, you know, why do that when. You just, I can’t see how it can ever be more cost effective and you know, [00:27:00] I, you know, you should really, should be putting that effort into things like, you know, better healthcare and so forth. I mean, what a waste of resources. But why? I mean, why, why?  Allen Hall 2025: Because it’s a lot less expensive and it’s faster.  Matthew Stead: You’d do it in the ocean before that, wouldn’t you?  Rosemary Barnes: No, but the ocean still has, like how do you power it? You, you get the 24 7 solar power in space. That’s what you. That’s what you get, um, which you can’t get on Earth  Matthew Stead: or you put it next to a wind farm and you, you, and you make the load go up and down depending on the wind. I mean, seriously, there’s so many other ways of doing it. You put it next to a wind and solar.  Rosemary Barnes: I agree with you, Matt, that I think that the, the bulk of the solutions with data centers is gonna come from one demand not being what people think it is today. Like the numbers that get reported are just like the. Absolute best, best, best case scenario and then multiplied by three or four times because they’re looking at different options for locating each of the data centers they plan to make. So I think I wouldn’t be surprised if we end up with 10% of what people think that we’re gonna get. [00:28:00] Now, the first thing, secondly, people assume that it needs to be 24 7. Just, you know, like a hundred percent reliable power, and that’s. That’s simply, yeah, it’s not, not everything needs to be just, um, you know, done at, at the exact time that it’s requested. There’s heaps of things that can be shifted and uh, when the price differential is there, then people are naturally going to choose that. And in fact, there are already some companies offering different levels of reliability depend, you know, for different prices. And companies can choose which of their processes can be put on hold. Like a lot of the training stuff, you’re happy don’t. Need 99.999% reliability, you’re probably happy with 90% reliability. And so, you know, if it costs a whole lot less than you will, I, I agree with you, Matt, that that’s gonna take most of it. But I do still think that for the, like, super reliable, um, data centers, I, I bet that we see at least one. And even if it’s just because Elon Musk is the type to push something through, um, you know, [00:29:00] first and. Wait for the market to catch up later. Uh, maybe that will be the reason, but I, I honestly think it’s more than 50% likely that we see a data center in space in the next, in the next decade,  Matthew Stead: it would make more sense to like drill a hole to the center of the earth and get the, the hot well cutting rock  Rosemary Barnes: and or there’s also plenty of geothermal. You did thermal projects as well.  Matthew Stead: Yeah, it’s just ridiculous.  Rosemary Barnes: I think that we’ve had our first hot take from Matthew, so I don’t know some sort of sound effect to be added here. Claire. Uh, yeah, Allen Hall 2025: that wraps up another episode of the Uptime Wind Energy Podcast. If today’s discussion sparked any questions or ideas, we’d love to hear from you. Just reach out to us on LinkedIn and don’t forget to subscribe so you never miss an episode. And if you found value in today’s conversation, please give us a review. It really helps other wind energy professionals discover the show. For Rosa, Yolanda and [00:30:00] Matthew, I’m Alan Hall, and we’ll see you next week on the Uptime Wind Energy Podcast.

https://youtu.be/UgAJ4-221HA Josh Block, President of Block Imaging, Founder of Cube Mobile Imaging, and author of People Matter at Work, is on a mission to restore work as a positive force in people's lives. After unexpectedly stepping into the presidency of his family business at just 29 years old, Josh began asking a bold question: What if we could create a place where people love to work — and become someone they never dreamed of because of it? We explore Josh's “Me Cycle” to “We Cycle” Framework (3Ts) — Work Together, Make Thoughtful Decisions, and Be Transparent — a leadership model designed to build trust, ownership, and thriving team cultures. Josh explains how slowing down sharpens decisions, why empathy must shape executive choices, and how radical transparency strengthens accountability. He also shares how defining a clear organizational identity — including mission, values, and thriving mindsets — creates a culture that attracts the right people and repels the wrong ones. — 3 Ways to Forge an Identity for Your Business with Josh Block Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group, and my guest today is Josh Block, who’s been President of Block Imaging for the last 15 years. He is also the Founder of Cube Mobile Imaging and the author of People Matter at Work. Josh, welcome to the show.  Thank you so much for having me, Steve. It’s good to be with you.  I'm excited to have you because you've taken over a company as president and CEO, then changed the culture, and written a book about it. So we're going to dive into all this. But before we go there, I'm curious: what is your personal “Why,” and how are you manifesting it in Block Imaging, Cube Mobile Imaging, and your new company? Yeah, I grew up in a home that work was a positive thing. I never heard my dad complain about work. And yet as I went to college and then moved into my twenties, I recognized that work had become kind of a four-letter word in our day—more of a “have to” than a “get to.” So at 29, when I became president of our family business, the collision of my own experience and the world's experience led me to ask the question: What if we could create a place where people love to work? Culture often gets labeled as soft stuff, but not just love to work, but become someone they never dreamed of because they're challenged, they're connected to a mission, they respect their leader, and go home as better people? And so, over the last 15 years, we've sought to create that kind of place—where kids would grow up in homes and say, “I want to work at a place like Mommy and Daddy work.” And they’d actually experienced what I experienced as a young person.  That’s great that you had such a positive experience, and I agree. I mean, that’s what we want as entrepreneurs. We want to create this experience for our people as well. So how do you actually do that? How do you create this experience? Do you have a framework that will help people? Perhaps you write about it in your book to get that. I think you call it going from the “me cycle” to the “we cycle.” What does that mean, and how do you get there?  Yeah. In most organizations, “me” is the driver. Bosses are extracting from people. They're focused on themselves, or maybe they’re focused exclusively on performance. But in the “me cycle”, bosses look out for themselves, and then employees return the favor. And really nobody wins because it’s more of a cannibalistic approach. And so 322: 3 Ways to Forge an Identity for Your Business with Josh BlockShare on X Leaders set the tone. They're the ones who go first, and they create a culture where people are cared for. In the book, I talk about the “three Ts.” I didn't have them at the beginning — I kind of stumbled upon upon them over the last 15 years. And really, these three Ts allow us to create a culture where people feel safe, seen, and successful. And when they do that, they feel safe, seen, and successful, they give back in incredible ways. They take ownership of the business, and ultimately, trust builds. And when that happens, it shares the burden across the leaders and the team. Everything gets easier. Everyone wins. Performance blossoms. And so that’s really what I highlight along with sharing my story into becoming president is the shift from “me” to “we”. I loved it. So when did you recognize that this was something that needed to happen, and how did you create the vision of what it would look like if you wanted to create it? So when you came into the business, was it more of a “me” culture, and did you change it, or did you pick it up, recognize it, and articulate it even though it was already there? Yeah, I think there were positives and negatives, and maybe I'd classify it as neutral. I wouldn't say it was a thriving team culture, but I wouldn't say it was toxic either. My care for people, my love for work, and my belief in the power of business—that really was what we were looking to embody.Share on X And so it started out just trying to be the answer to that “what if” question I shared. Little by little, because of my really quick transition from sales rep to president, the three Ts emerged. The first was together—we have to work together. It was born out of humility to sharpen decisions. Then it serendipitously became the second T: thoughtful decisions, which is careful consideration of the needs of others. And then the last piece was really a T as well that was leading how I would like to be led, which is just with lots of transparency. So many leaders are keeping so much close to the vest, and it reduces trust. Yet, when we share openly and transparently with people, trust builds, and all sorts of really cool things start to happen. Those three Ts, I kind of stumbled across, and they've become the framework for embodying—not manipulating—people, but really embodying the care that we already have for people. Share on X Yeah, I love it. So working together, making thoughtful decisions, and being transparent. So let’s peel the onion here. What do you mean working together? How is it different from what most companies do?  Yeah, so in lots of companies, leaders are overwhelmed. They have too much on their plate. They're moving so fast, and it might be a big decision or a small decision that they make, and they think, “Oh, this isn't that big a deal. In fact, this is like eight on my list of 20 priorities.” And then they spend a lot of time clarifying, cleaning up, and fixing because they’ve moved too fast and they’ve moved thoughtlessly. And so this working together to sharpen decisions, whether it’s something that’s big or really, again, something that’s small. Sometimes the smaller decisions have an inordinate impact on people. So yeah, when I think about working together, I just think of using people in our organization—and even outside of our organization—to sharpen any decision of consequence.  Yeah. Many leaders don’t recognize that just because they can come up with a decision themselves, if there is no buy-in, people can't weigh in. And then they don’t realize that people don’t feel ownership of this decision. And they might not get the complete context of it, and they might have some concerns that they feel like it hasn’t been seen and heard, and that can create friction in an organization. And a lot of leaders are thinking to themselves, “Well, I don't have time to slow down. I have too much to do.” And I would say, you actually have so much to do sometimes because of moving too fast and having to clean up, fix, and address issues. I think “slow is smooth, smooth is fast.” If we actually took a bit more time in the decision, we would save time in the long run. Yeah. What about being thoughtful? If you do that—if you work together and take input from other people—isn't that going to create thoughtful decisions? Or is there another dimension that needs to be considered?  It certainly is helpful. The more people you bring in, the broader our paradigm is in making a decision.Share on X But you have to stop and think: what is it like to be on the other side of this decision? And one of the story that comes to mind is Office Space. Right now, I'm in a corner office, and I've had an office for a long time. It can be easy to forget what it's like to be in a cubicle, to work closely with 12 other people, or to deal with different lighting or temperature—whatever it is. Stopping and recognizing that there was a time when some things were important to me, but are not important anymore, and yet they're still important to the people I lead—that's thoughtful. This careful consideration of the needs of others asks: how does my decision impact them? And that requires knowing people and knowing what's important to them. I also share in my book, People Matter at Work, that compensation and workspaces are two topics that are really sensitive when it comes to making thoughtful decisions.  Can you give an example where you used this principle and you made a different decision because you wanted to be thoughtful and the outcome was positive? Yeah, it is. It's a daily endeavor. For me, oftentimes in my role today, it's working with our leaders and asking them: how would you feel if the decision that we’ve just talked about that you’re getting to ready to roll out? How would you feel if you were 24 years old, or you were new in your role, or you were concerned about your next house payment, or your spouse was having health issues? It's very interesting to see people stop and say, “Yeah, I think my 25-year-old self would not have been happy with the 40-year-old decision I'm about to make.” That's really important. There's a danger in seeing everything through our own lenses and forgetting what was important to us 10 years ago. That's where I find myself in this coaching season—working with leaders to ask: what would you be thinking if you were on the other side of this decision 10 years ago?  That's interesting. Alright, let's go to the next one: being transparent. This is a big topic, and different CEOs have different sensitivities to it. Some are willing to be completely transparent with all their numbers, while others are very conservative. They don't even want to show gross profit, let alone net profit numbers. Some even hesitate to show revenue because they feel that if people know it, they might get carried away or ask for a raise. So how are you thinking about transparency, and what is your experience with the pros and cons of transparency?  Yeah, a lot of people start from the lens of, “How little can I share with my people?” And really we have tried to go with maximum transparency is what absolutely has to be kept transparent. So there's performance assessments, owner's box information, health, and sensitive HR situations. But other than that, what can we share with people? Ultimately, it comes down to: do you trust your people or not? It starts to become a self-fulfilling prophecy. If I trust our people with information and believe that information is power, the more I empower them, the more likely they are to make good decisions and take ownership. Personally, in our experience, this comes down to answering three questions over and over again. Every one-on-one and every all-team meeting asks: what's going on? And that ranges from the parking lot expansion that we’re working on to our relationship with Siemens, who acquired us two and a half years ago. What’s going on? What is the leader thinking about? What am I reading? What am I concerned about? What am I thinking about in the year ahead? And then the last—and perhaps most important—is: what am I thinking about them? There’s a veil that so many leaders are holding back, and our best people want to know more about what we’re thinking about them. And so this last piece is just a feedback loop. We keep short lists of items that haven't been shared with team members, giving feedback early and often. Yeah. I completely agree. The more you can share with people, the more context they have. They can expand the business, make better decisions, and they don't have to nag you all the time because they can connect the dots themselves. Feedback—especially positive feedback—is always appreciated. Of course, negative feedback might be the “Breakfast of Champions,” but it's not necessarily pleasant. Still, it helps. It's better to get constructive feedback early in the year rather than waiting in your personal appraisal, right?  Absolutely.  That's too late to do anything about it. One thing that really struck me in our pre-interview is the idea of the identity of the organization. And I have always thought at least the recent years that identity of the CEO is very important for them to be able to live the identity they want, whether inside or outside the company. It's critical during transitions. But I haven't thought about identity in relation to the organization, at least not in this context. So please tell me: what does organizational identity mean, and how can you create the right one?  Yeah, so lots of organizations have some sort of mission, vision statement, and values. For us, it looks like what we call the Block Bullseye. At the center is our mission: because we believe that people matter most, we seek to create a thriving team culture that serves healthcare providers in offering a second chance at life for patients.Share on X The middle of the bullseye represents our best self—living out our belief that people matter. And then right outside of our bullseye, we have three different ways of looking at our values and our approaches, which I just shared. The three Ts represent our leadership approach, and the last piece is our thriving mindsets. This is really a way of like inviting people people in: this is who we are when we're at our best. We're imperfect. We don’t do any of this perfectly all the time, but that organizational identity becomes a roadmap or a compass of sorts for guiding our attitudes, actions, and behaviors.  What does it mean thriving mindsets, and how do you get people into a thriving mindset?  Yeah, so I was just sitting at my desk, maybe 10 years ago, and was just trying and looking at the hundreds and hundreds of people we had hired over the years. I was trying to reverse engineer success. What are those mindsets that tend to lead to people thriving, growing, and taking on more responsibility at our company? And what are the mindsets of those who haven't done as well? I mapped them out, and they were on a spectrum. For example: one is scarcity and abundance, another is blame and responsibility. And then another one is stuck in the past and shapes the future. And so while none of us are to the right side all the time. Oftentimes, in companies, success becomes like a popularity contest: “Oh, they just get along,” or “he likes the way she does this,” or “she likes the way he communicates.” While those things are important, instead of leaving it up to chance or every leader having a different perspective, we actually say, “Here's what we're after.” From our mission, to our values, to our approaches, to these thriving mindsets, it allows people to self-diagnose: “Hey, I'm thinking through a scarcity lens.” It also gives us a roadmap for performance assessments and one-on-ones—something consistent that doesn't change. Brene Brown talks about clear is kind, and it's incredibly kind to say, “This is what we're after.” And then ultimately, that organizational identity that we just talked about becomes a magnet that it draws certain people who want to be a part of a culture like that. And then consequently, it also repels those who maybe don’t connect with the organizational identity that we’ve set forth.  Yeah. Essentially, you help these personas understand what it looks like to be in abundance vs. scarcity, or shaping the future vs. stuck in the past. Then you coach people: “Hey, we are about shaping the future. We have a balanced mindset.” How do you coach people on this? Yeah. So I mean, it becomes situational in nature, right? For example, we might have a difficult customer challenge, or we're hiring someone, and we can stop and ask: did the interview answers that the person gave? Did that seem like someone who cares about people? Do they walk with integrity? Do they have a mindset for shaping the future? This allows us, on a situation-by-situation or day-by-day basis, to make better decisions. We had one example this morning: a vendor was disappointed with how we had handled a situation after an audit. I asked our team members, “What would it look like to honor this vendor?” We have a longstanding relationship with them, and so going back to that core value of honor actually allows us to grab onto something that’s tangible, that’s hung on the walls that we talk about often, and it ends up being much stickier than just picking our values on the fly.  So these are part of your values? The shaping the future is a core value, or it’s a different dimension?  I'm happy to share our organizational identity, and you can put it in the show notes. But around that people matter, our center mission, we have three pieces to the pie. One is values, the other is those approaches, those three Ts I talked about, and then the last piece is those thriving mindsets.Share on X So those three together allow us, and some people would say it’s too much, but for us it’s very clear and something you can grab onto when we’re looking to develop, or frankly, even hold ourselves accountable to the right thing to do in the moment, even when it’s uncomfortable or unpleasant. I love it. So tell me about your book, Josh. Are all these concepts in your book, and have you essentially described how Block Imaging works in your book? Or what is the book, how did this come about, and what is your purpose with it?  Yeah, so I became president over a weekend. I was a sales rep on a Friday and became president on a Monday. And so that is part of the story is kind of sharing the transition into leadership, which while many don’t face it as quickly, when they become leaders, they often feel like they weren't trained the same way they were trained to be a technician or whatever job they were hired for. So this book is really my story of coming into leadership and then learning about the shift from the “me” to the “we” cycle.Share on X The purpose of writing the book was the question: What if we could create a place? This was the question I was asking 15 years ago, and it has evolved into: What if we could share our story, the lessons learned, and the principles we've carried along the way to create the culture we have here? What if we could invite other leaders, and not just encourage and equip, but empower them to create cultures that are healthy, where people thrive and performance blossoms?  Awesome. If the listeners would like to learn more, is the book available on Amazon? When is it coming out?  Yeah, so the book is coming out on March 3rd. It will be available everywhere books are sold, including Amazon. If they'd like to know more about Block Imaging, they're welcome to go to blockimaging.com. And if they'd like to know more or connect with me in any way, they can reach out to peoplematteratwork.com or email josh@peoplematteratwork.com. Okay, well, if you're listening to this and you want to improve the culture of your organization, make sure it has a robust identity that attracts the right people, perhaps repels the wrong people, and ensures people have the right thriving mindset. Also, make it a transparent, thoughtful culture where people work together. Then do check out Josh Block's book, People Matter at Work. If you liked this conversation, keep coming back, because every week I have a thought leader, CEO, or business owner who shares frameworks that worked for them and their companies, which you can pick up and implement in your company to scale much faster. So thanks for coming, Josh, and sharing your goodies, and thanks for listening.  Thank you so much for having me, Steve. Important Links: Josh's LinkedIn:  Josh's website:  Josh's email: josh@peoplematteratwork.com

Beer collaborations are a particularly effective way for brewers to share and learn, but what if you could take that experience and share it with a wider audience? That's the idea behind this episode, recorded shortly after the brew day wrapped on a forthcoming collab brewed by Kelly McKnight at the pilot brewery of New Belgium in Fort Collins, Colorado, along with Ashleigh Carter of Denver's Bierstadt Lagerhaus and Natalie Rose Baldwin of Wayfinder in Portland, Oregon. Throughout, these three accomplished brewers discuss: finding common ground in a recipe and ingredients diving into each others' brew sheets exploring modern techniques such as cool pooling (even with German hops) understanding what qualities of subtler European hop varieties come through from the rub into the finished beer And more. G&D Chillers G&D's new Elite 290 Micro-series is built for brewers who care about sustainability and performance. It runs on a Natural Refrigerant with near-zero Global Warming Potential, has a compact footprint, and features variable speed fans for efficiency. They've chilled beer for over 3,000 breweries across North America, and with 24/7 support and remote monitoring, your cold side stays dialed in—day or night. Get the details on natural refrigerant technology at gdchillers.com/podcast. Berkeley Yeast Berkeley Yeast just launched Dry Tropics London! Our best-selling liquid yeast strain, now with all the ease-of-use benefits of dry yeast. Dry Tropics London delivers the soft, pillowy mouthfeel and juicy character you'd expect from a top-tier London Ale strain, but with a serious upgrade: a burst of thiols that unleash vibrant, layered notes of grapefruit and passion fruit. A lot of brewers love the clean passion fruit you get from Tropics, but they don't want every IPA to be a tropical-fruit bomb. At the dry yeast price point, you can pitch and ditch without breaking the bank. Or, you can co-pitch with your house strain to adjust the intensity of the notes. And with nationwide free shipping, there's never been a better time to try Dry Tropics. Order now at berkeleyyeast.com and experience the ease and impact of Dry Tropics London Yeast. PakTech This episode is sponsored by PakTech—delivering craft-beer multipacking you can trust. Our handles are made from 100 percent recycled plastic and are fully recyclable, helping breweries close the loop and advance the circular economy. With a minimalist design, durable functionality you can rely on, and custom color matching, our carriers help brands stand out while staying sustainable. Trusted by craft brewers nationwide, we offer a smarter, sustainable way to carry your beer. To learn more, visit paktech-opi.com. Indie Hops Strata Cryo The multilayered wonders of Indie Hops Strata are now easier than ever for brewers to tap into. Introducing Strata Cryo, in collaboration with Yakima Chief Hops. Whether brewing up a single-hop Strata IPA to wow customers with the depth of flavor this variety delivers or modernizing your flagship IPA to continue setting the highest standards, Strata T99, Strata CGX, Strata HyperBoost, and now Strata Cryo provide the tools for you to create your unique masterpiece. Indie Hops Strata. Life is short. Let's make it flavorful! Midea 50/50 Flex This podcast is sponsored by the Midea 50/50 flex—the industry's first dual compartment three-way convertible freezer. The 50/50 Flex is designed to flex with your life. It can convert to all fridge, all freezer, or half and half with just the touch of a button. Plus, with reversible doors and adjustable storage compartments, you can stay organized no matter your food-storage needs. The 50/50 Flex is also designed to maintain a stable temperature even in non-climate-controlled spaces. So it's perfect for your garage, man cave, or wherever you need a little more space. Maybe use all 20 cubic feet as a beer fridge! Check out Midea.com/us/ for more information on how to take your beer storage to the next level. Old Orchard If your brewery is using fruit juice concentrates, purees, and blends, then why not source everything from a one-stop shop? Old Orchard might be best-known for flavored blends, but if you need 100% purees or concentrates, then Old Orchard can likely help—even with options not listed on their website. Let Old Orchard know what you need at oldorchard.com/brewer. Brightly Software Brightly Software, a Siemens company, partners with organizations at every stage of their asset lifecycle journey. Brightly is a complete asset-management and operations software that enhances organizational sustainability, compliance, and efficiency through data-driven decision making. Streamline maintenance, simplify capital planning, and optimize resources with solutions uniquely designed to support long-term goals. Learn more at brightlysoftware.com. 2026 Brewers Retreat Tickets are on sale now for the annual Craft Beer & Brewing Brewers Retreat August 23–26 in the hop country of Yakima Valley, Washington. There's nothing like this fantasy homebrew-camp experience, as you brew in small groups led by some of the most inspiring brewers in the world—folks such as Vinnie and Natalie of Russian River, Ben from Breakside, Henry and Adriana of Monkish, Kelsey from North Park, Whitney from Grand Fir, Sean from Lawson's Finest, and more. This year we'll be brewing under the bines at Bale Breaker, and it's sure to be an unforgettable experience. Tickets are on sale now and going fast at brewersretreat.com.

Podcast: Digitalization Tech TalksEpisode: Episode 62: The hidden phase of industrial cyberattacks and how to spot it earlyPub date: 2026-02-26Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationIn the 62nd episode of Digitalization Tech Talks, hosts Jonas Norinder and Don Mack kick off a two‑part series on the evolving state of industrial cybersecurity. They uncover what's really happening inside OT networks long before a cyber incident hits the plant floor including why over 80% of adversary behavior occurs months before impact, why air‑gaps no longer provide real protection, and how legacy vulnerabilities continue to be actively exploited. As guest Adam Robbie puts it “OT security is no longer a hidden problem — it's a visibility problem.” This episode is essential listening for anyone navigating IT/OT convergence, looking for ways to improve industrial defenses, or preparing for emerging cyber risks. The insights come directly from a new white paper supported by a commercial and research partnership between Palo Alto Networks and Siemens, together with Idaho National Labs as the third-party research partner. Show Notes:Research Paper (S4 Conference): Intelligence-Driven Active Defense Report 2026 (https://sie.ag/416Tgm)Website (Palo Alto): OT Security Insights 2025 (https://sie.ag/2ZcgDY)Website (US Department of Energy): Cybersecurity for the Operational Technology Environment (https://sie.ag/5p9z6a)Website (Siemens): Industrial cybersecurity solutions | Siemens (https://sie.ag/4HJ8L4) Contact us:Adam Robbie email (arobbie@paloaltonetworks.com), LinkedIn (https://www.linkedin.com/in/adamrobbie/)Tilo Pinkert email (tilo.pinkert@siemens.com), LinkedIn (https://www.linkedin.com/in/tilopinkert/)Priyanjan Sharma email (priyanjan.sharma@siemens.com), LinkedIn (https://www.linkedin.com/in/priyanjansharma/) Don Mack email (mack.donald@siemens.com)Jonas Norinder email (jonas.norinder@siemens.com)The podcast and artwork embedded on this page are from Siemens, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

On Thursday afternoon, German Chancellor Friedrich Merz walked into a leading Chinese robotics company in Hangzhou, Zhejiang province, for a tour and a robotic performance before wrapping up a two-day China visit that was both fruitful and significant.At Unitree, Merz watched the same martial arts performance by quadruped robots that was showcased during the 2026 Spring Festival Gala, which was livestreamed to hundreds of millions of viewers at home and abroad. Merz showed interest in the company's robotic hands and quadruped robots, learning about their applications and development.The one-hour tour, part of Merz's first trip to China since assuming office in May last year, demonstrated the two countries' shared desire to seize new opportunities for future development.Merz was the first foreign leader received by China in the Year of the Horse. Upon his arrival on Wednesday, he wrote in Chinese in a social media post: "Berlin and Beijing are nearly 7,500 kilometers apart. For many years, we have been very happy to bridge this distance. For me, it is very important to maintain and deepen our diplomatic and economic relations. To achieve this goal, we need open channels of dialogue."President Xi Jinping and Premier Li Qiang met separately and held talks with Merz on Wednesday. Together with over 60 Chinese and German business leaders, Merz and Li also attended a symposium of the China-Germany economic advisory committee. The two countries inked a number of cooperative agreements in green transition, customs, sports and media. They also issued a joint media statement in which the two sides agreed to properly resolve each other's concerns through dialogue.Speaking to reporters at the end of his trip, Merz said he witnessed and supported the launch of new business partnerships during the visit."For me, it was important to gain a firsthand impression of the country, including through discussions with government leaders and business representatives," he said, noting that he was impressed by China's high level of technological development.For example, he said he was impressed by "Mercedes-Benz's advances in autonomous driving in China, Unitree's progress in robotics, and companies producing in China for the global market".Siemens CEO Roland Busch, who was among senior executives from about 30 leading German companies accompanying Merz, said Hangzhou is a highly innovative city — "perhaps the Tech Valley of China".Busch noted that China is seeking to boost productivity through automation and digitalization, areas in which Siemens holds strong global advantages — in industrial software and automation.As 2026 marks the start of China's 15th Five-Year Plan (2026-30) period, the world's two major economies are expected to foster greater synergy between the plan and Germany's development strategies, in order to achieve mutually beneficial cooperation at higher standards, analysts said.Michael Schumann, chairman of the German Federal Association for Economic Development and Foreign Trade, said China's rapid progress in robotics and industrial artificial intelligence — visible during Merz's visit to Unitree — creates significant opportunities to combine German strengths in precision engineering, automation and industrial software with China's scale and speed of technological deployment."With continued dialogue and practical cooperation in future industries, Sino-German business ties can contribute meaningfully to global technological progress and sustainable industrial transformation, for the benefit of people in both our countries and beyond," Schumann said.Feng Zhongping, director of the Institute of European Studies at the Chinese Academy of Social Sciences, said Merz's visit shows a return to a pragmatic and rational approach in Germany's China policy."Merz's visit sent a signal that as the world's third-largest economy, Germany sees broad space for cooperation with China, the second-largest economy, and is seeking to expand cooperation grounded in mutual benefit," Feng said.He added that German officials and business leaders are willing to better understand China's upcoming 15th Five-Year Plan, including its development priorities and strategic focus areas, in order to identify new opportunities for collaboration.Jin Ling, director of the Department for Global Governance and International Organization Studies at the China Institute of International Studies, said Merz's visit carries significance against the backdrop of debate within Europe over how to approach China.By emphasizing partnership and a cooperative tone, Merz has sent a signal aimed at filtering out "noise" and external interference, she said.Merz is the latest in a string of Western leaders to visit Beijing within just a few months, following visits by French President Emmanuel Macron, Irish Taoiseach, or prime minister, Micheal Martin, Canadian Prime Minister Mark Carney, Finnish Prime Minister Petteri Orpo and British Prime Minister Keir Starmer."These visits reflect recognition of China's global role and the opportunities presented by its market. Missing out on the Chinese market would mean missing out on opportunities," Jin said.

Friedrich Merz hat in Hangzhou das Robotik-Unternehmen Unitree besucht – ein Zentrum chinesischer KI-Entwicklung. Die Roboter dort können Treppen steigen, selbstständig in Hochhäuser vordringen und Brände bekämpfen – und zeigen, wie ernst China den Einsatz von Robotern als Antwort auf sinkende Geburtenraten nimmt.Chinesische Investitionsfonds haben 26 Milliarden Euro in diese Technologie gesteckt – Unitree ist eng mit Xi Jinpings Staatsapparat verbunden.[01:27]Siemens-CEO Roland Busch begleitet die Kanzlerdelegation und beschreibt die Herausforderung nüchtern: China ist kein billiger Zulieferer mehr, sondern ein hochinnovativer, extrem kostensensitiver Markt – und die USA liefern immer wieder neue Zollüberraschungen. Beide Märkte sind für Siemens unverzichtbar, De-Risking sei kein Länder-Thema, sondern ein Prinzip der Diversifizierung. „Entscheidend ist, dass auch wir in Deutschland unseren Beitrag liefern und partizipieren. Aber da gibt es noch einige Hausaufgaben zu machen. Vor allem müssen wir schneller werden."[06:04]Adidas-Chef Bjørn Gulden sieht China als einen seiner wichtigsten Märkte: Adidas wächst seit drei Jahren zweistellig, produziert lokal für den lokalen Markt – und damit weitgehend unabhängig von Währungsschwankungen. Die politischen Gespräche zwischen der deutschen Wirtschaftsdelegation und der chinesischen Seite erlebte er als „super, super offen. Man redet ohne Skript und wirklich offen miteinander.“[10:25]Bund und Länder haben sich auf ein neues Krankenhausreformanpassungsgesetz geeinigt – das Ergebnis verwässert die ursprüngliche Reform von Karl Lauterbach erheblich. Table-Gesundheitsexpertin Magdalena Latz fasst zusammen: „Es zeigt sich, dass einfach nur wahnsinnig große Angst vor den Wählern besteht. Das Grundproblem ist, dass nur in Wahlperioden gedacht wird."[13:39]Olaf Scholz bei Table Today Morgen, Samstag, spricht Table-Media-Herausgeber Sebastian Turner mit Altkanzler Olaf Scholz – über Migration, den Ukraine-Krieg, seine Verhandlungen mit Putin und das Ende der Ampel.Hier geht es zur Anmeldung für den Space.TableTable Briefings - For better informed decisions.Sie entscheiden besser, weil Sie besser informiert sind – das ist das Ziel von Table.Briefings. Wir verschaffen Ihnen mit jedem Professional Briefing, mit jeder Analyse und mit jedem Hintergrundstück einen Informationsvorsprung, am besten sogar einen Wettbewerbsvorteil. Table.Briefings bietet „Deep Journalism“, wir verbinden den Qualitätsanspruch von Leitmedien mit der Tiefenschärfe von Fachinformationen. Professional Briefings kostenlos kennenlernen: table.media/testenHier geht es zu unseren WerbepartnernImpressum: https://table.media/impressumDatenschutz: https://table.media/datenschutzerklaerungBei Interesse an Audio-Werbung in diesem Podcast melden Sie sich gerne bei Laurence Donath: laurence.donath@table.media Hosted on Acast. See acast.com/privacy for more information.

Today we're talking to Jelena Radonjic, an award-winning career and leadership coach, who has coached 350+ clients worldwide, empowering them to thrive in the careers they love. With 25+ years in global recruitment and business education management, including MBA and EMBA careers, Jelena works with senior and mid-career professionals helping them achieve an average of 38% annual compensation increase, in in addition to career alignment and fulfillment. Through her powerful blend of career, business and leadership coaching coupled with transformational coaching, Jelena has elevated careers of global talent from Amazon, Uber, eBay, Siemens, HSBC, Goldman Sachs, BP, AstraZeneca, Diageo, Vodafone, Accenture, Deutsche Bank, GSK, The Cabinet Office, and many others.A CTI qualified coach, Jelena has worked with thought leaders such as Deepak Chopra and John Demartini, she is a Forbes Coaches Council member, speaker, and author. Having lived and worked in 3 countries, including Japan, she is multilingual and culturally sensitive. She is passionate about the Future of Work, Equity, Diversity and Inclusion and partners with individuals and organisations to create improved work life outcomes.Connect with Jelena:www.whatwork.co.uk  Jelena & What Work Career Coaching https://whatwork.co.uk/career-fitness-quiz/  Career Fitness Quiz - get a personalised report on the level of your Career Fitness!https://www.linkedin.com/in/jelena-radonjic-careerandleadership-coach/  Follow Jelena on LinkedIn to gain unique insights into the world of careers, and subscribe to her Career Growth Lane newsletter on LinkedinWhat resonated most with you?DM me on IG www.instagram.com/liveintechnicolor_If you enjoyed this episode, follow the podcast and leave a review! Remember - you're amazing and thank you for being here!Love, BaibaSupport the show

In the 62nd episode of Digitalization Tech Talks, hosts Jonas Norinder and Don Mack kick off a two‑part series on the evolving state of industrial cybersecurity. They uncover what's really happening inside OT networks long before a cyber incident hits the plant floor including why over 80% of adversary behavior occurs months before impact, why air‑gaps no longer provide real protection, and how legacy vulnerabilities continue to be actively exploited. As guest Adam Robbie puts it “OT security is no longer a hidden problem — it's a visibility problem.” This episode is essential listening for anyone navigating IT/OT convergence, looking for ways to improve industrial defenses, or preparing for emerging cyber risks. The insights come directly from a new white paper supported by a commercial and research partnership between Palo Alto Networks and Siemens, together with Idaho National Labs as the third-party research partner. Show Notes:Research Paper (S4 Conference): Intelligence-Driven Active Defense Report 2026 (https://sie.ag/416Tgm)Website (Palo Alto): OT Security Insights 2025 (https://sie.ag/2ZcgDY)Website (US Department of Energy): Cybersecurity for the Operational Technology Environment (https://sie.ag/5p9z6a)Website (Siemens): Industrial cybersecurity solutions | Siemens (https://sie.ag/4HJ8L4) Contact us:Adam Robbie email (arobbie@paloaltonetworks.com), LinkedIn (https://www.linkedin.com/in/adamrobbie/)Tilo Pinkert email (tilo.pinkert@siemens.com), LinkedIn (https://www.linkedin.com/in/tilopinkert/)Priyanjan Sharma email (priyanjan.sharma@siemens.com), LinkedIn (https://www.linkedin.com/in/priyanjansharma/) Don Mack email (mack.donald@siemens.com)Jonas Norinder email (jonas.norinder@siemens.com)

Rassegna stampa economico-finanziaria del 26 febbraio 2026, strutturata per macro-temi e basata sulle principali testate giornalistiche nazionali.Investimenti e MercatiTestate: Il Sole 24 Ore / Milano Finanza / Corriere della Sera / Il Messaggero * Riforma del TUF e Voto Plurimo: Le Commissioni Giustizia e Finanze hanno accolto i rilievi Consob sulla riforma del Testo Unico della Finanza. Si valuta la "sterilizzazione" del voto plurimo (prassi comune a 70 società a Piazza Affari) in caso di fusioni con delisting o trasferimento della sede all'estero, per non penalizzare l'attrattività del mercato italiano verso gli investitori stranieri. * Debito Globale: Raggiunto il record di 348.000 miliardi di dollari alla fine del 2025 (+9% in 12 mesi). La crescita è trainata dalle spese per la difesa e dagli investimenti nell'IA (data center). In Italia il debito pubblico si attesta al 141,3% del PIL. * Produttività Italiana: Nel periodo post-pandemia (2019-2025), l'Italia ha mostrato una performance di produttività (PIL per occupato) superiore a Germania, Francia ed Eurozona. Il settore delle costruzioni ha registrato un balzo dell'efficienza del 35% grazie a bonus e PNRR. * Borsa: Piazza Affari ha superato quota 47.000 punti. Quotazione dell'oro oltre i 5.200 dollari l'oncia.Industria, IA e AutomotiveTestate: Il Messaggero / Il Giornale / Avvenire / Corriere della Sera * Polo Europeo dell'IA: Il governo punta a rendere l'Italia capofila del progetto "Frontier AI" dell'Unione Europea, con possibile coordinamento a Roma. Il mercato IA in Italia vale 1,8 miliardi di € (+50% sul 2024). Uno scenario ottimale vede per le imprese romane un aumento di valore stimato in 91,2 miliardi di € tramite l'adozione dell'IA. * Leonardo e il Partner Arabo: Il gruppo (ricavi +11%, ordini +15%) presenterà il nuovo piano industriale il 12 marzo. Prevista la creazione di una JV al 50% per la divisione Aerostrutture entro il primo semestre, probabilmente con il socio saudita SAMI. Dividendo previsto in crescita del 20%. * Crisi Auto Tedesca: In Cina, le esportazioni di veicoli tedeschi sono crollate di due terzi dal 2022, mentre la cinese BYD ha aumentato le vendite in Germania del 700%. * Caso Anthropic-Pentagono: Tensione negli USA tra il fondatore Dario Amodei e il Ministro Hegseth. Il Pentagono minaccia di tagliare contratti da 200 milioni di $ se la società non rimuoverà i vincoli etici sull'uso militare dell'IA.Fisco, Infrastrutture e NormativaTestate: Il Sole 24 Ore / Il Messaggero / La Repubblica / Italia Oggi * Piano Casa: Il governo stanzia 1,2 miliardi di € per il recupero di 60.000 alloggi di edilizia residenziale pubblica. Salvini punta alla "fascia grigia" con contratti rent-to-buy. Entro giugno previsto il recupero dei primi 10.000 alloggi. * Costi Infrastrutture: Allarme per le opere strategiche. Il costo complessivo è salito a 522 miliardi di € (+39 miliardi, +8% rispetto a agosto 2024). Le risorse disponibili coprono attualmente il 67% del fabbisogno (352 miliardi). * Fisco e Rinnovi Contrattuali: L'Agenzia delle Entrate conferma l'imposta sostitutiva del 5% sugli aumenti dei rinnovi contrattuali 2024-2026 pagati nel 2026. * Concessioni Balneari: Il governo accelera per definire il bando tipo entro fine marzo.Banche e LavoroTestate: La Repubblica / Il Sole 24 Ore / La Ragione * Sfruttamento e Rider: La Procura di Milano estende l'indagine sul caporalato digitale chiedendo documenti a 7 multinazionali del food (tra cui McDonald's ed Esselunga) per verificare l'idoneità dei loro modelli organizzativi. Schlein e Landini invocano il salario minimo (soglia indicata di 9 €/ora). * Occupazione e Mismatch: Difficoltà di reperimento personale per le imprese al 46% (1 posto su 2). Il mismatch tocca il 60% nelle costruzioni e il 59,2% nell'industria metalmeccanica. * Mutui Under 35: Oltre un terzo dei nuovi mutui è richiesto da giovani sotto i 35 anni, grazie alla garanzia Consap fino all'80% per ISEE sotto i 40.000 €.Energia e GeopoliticaTestate: Avvenire / Il Messaggero / La Repubblica / Il Corriere della Sera * Missione Merz in Cina: Il cancelliere tedesco a Pechino con i vertici di Mercedes, BMW, Volkswagen e Siemens per riequilibrare i rapporti commerciali. Il deficit commerciale della Germania verso la Cina è quadruplicato in un anno, raggiungendo gli 87 miliardi di € nel 2025. * Dazi USA: Jamieson Greer (USTR) conferma dazi al 10% già in vigore, con l'obiettivo di portarli al 15%. L'Indonesia ha accettato di ridurre del 99% le tariffe sui beni USA. * Guerra del Petrolio in Est Europa: Orban (Ungheria) e Vucic (Serbia) accelerano sull'oleodotto serbo-slovacco per aggirare l'Ucraina, con termine previsto nel 2027. * Energia: Orsini (Confindustria) avverte che i consumi elettrici raddoppieranno in 20 anni e chiede un mix di rinnovabili e nucleare di nuova generazione.Executive Takeaway (Insight per C-Suite) * Resilienza Produttività: L'Italia sovraperforma i partner UE nella crescita della produttività post-pandemia; il settore costruzioni è il driver principale di efficienza sistemica. * Rischio Geopolitico e Dazi: La strategia USA di Jamieson Greer non prevede retromarce sui dazi (target 15%); per le imprese esportatrici la stabilità passa solo per accordi bilaterali o di blocco (UE). * L'Urgenza IA: Con un mercato nazionale da 1,8 miliardi di € e un tasso di crescita del 50%, l'integrazione dell'IA generativa è ormai un fattore determinante per il valore d'impresa (EBITDA). * Debito e Difesa: Il debito globale è "più pubblico e meno privato"; la spesa militare e tecnologica sta ridefinendo i flussi finanziari mondiali a discapito della sostenibilità fiscale tradizionale. * Focus Welfare e Casa: Il Piano Casa da 1,2 miliardi e la proroga dei bonus assunzioni giovani/donne sono le leve scelte dal governo per mitigare il calo demografico previsto (5 milioni di lavoratori in meno entro il 2040).

Siemens Energy stellt mit 100 000 Beschäftigten in 90 Ländern unter anderem Bauteile für Stromnetze und Gasturbinen her. Am Donnerstag lud Siemens Energy seine Aktionäre zur Hauptversammlung nach Berlin. Von Anja Dobrodinsky

This week Shawn Tierney meets up with John DeTellem of Siemens to walk through the steps of migrating an existing S7 PLC and its Program to TIA Portal v21 in this episode of #TheAutomationPodcast. For any links related to this episode, check out the “Show Notes” located below the video. Watch The Automation Podcast from The Automation Blog: Listen to The Automation Podcast from The Automation Blog: The Automation Podcast, Episode 263 Show Notes: Special thanks to John DeTellem of Siemens for coming on the show, and to Siemens for sponsoring this episode. For more information please see the below links: TIA Portal V21 Sales & Delivery Release TIA Portal V21 Technical Slides TIA Portal V21 Trial Download TIA Portal in the Cloud TIA Portal Documentations Until next time, Peace ✌️ If you enjoyed this content, please give it a Like, and consider Sharing a link to it as that is the best way for us to grow our audience, which in turn allows us to produce more content

In this episode, I sit down with Andre Sagodi, a manufacturing and innovation expert at Audi, to explore how artificial intelligence is transforming the car production process. We dive into Audi's journey from piloting AI-based crack detection in sheet metal parts to scaling these solutions across multiple global sites. Andre shares practical insights on overcoming challenges like data consistency, model scalability, and workforce collaboration, all while aligning with Audi's strategic vision. Together, we discuss what it really takes to turn promising AI pilots into production-ready systems that deliver real business value. If you're curious about the future of industrial AI and want a behind-the-scenes look at innovation inside a world-class manufacturer, this episode is for you.

Ben Wynne is focused on bringing digital automation into traditional casting and heavy manufacturing through his work at Intrepid Automation. He explains how the company connects design, tooling, robotics, and production data into integrated workflows that improve quality, repeatability, and traceability. By layering software and automation onto established foundry processes, Intrepid aims to help manufacturers modernize, address labor constraints, and respond to reshoring and defense-driven demand without abandoning their core industrial capabilities. This episode of the 3DPOD is brought to you by Siemens. With AI-enabled technologies, deep-domain expertise, and trusted partnerships, Siemens is converting today’s technological leaps into measurable benefits for customers, partners, and society. AI is no longer a feature; it’s a force that will reshape the next century.  

Last week, we hosted a series of three webinars focused on different aspects of nonalcoholic brewing. In this episode of the podcast, we share an excerpt from the first session—focused on formulation—featuring Notch founder Chris Lohring, Halfway Crooks cofounder Shawn Cooper, and Abstrax Hops technical sales manager Craig Thomas. Through the course of the conversation, the trio discuss malt choices and process for NA beers, hop usage and different formats, dialing in bitterness, building body without sweetness, adjusting chloride content for fullness, and much more. If this piques your interest, the full webinars are available for viewing on our website: Formulation Fermentation Finishing G&D Chillers A quick word for the brewers out there staring down a broken chiller. You know the pain—warm fermenters, stressed yeast, and that sinking feeling when the repair quote lands in your inbox. With refrigerant regulations changing and the cost of obsolete refrigerants skyrocketing, sometimes the fix costs more than the unit's worth. G&D Chillers is there to help, whether you're a small brew pub or large full-scale production brewery. Don't throw good money at bad equipment. Invest in a solution that grows with your brewery—and keeps your tanks cold when it counts. Big thanks to G&D Chillers for supporting this podcast since 2019, reach out to them at gdhillers.com/podcast to learn how they can support your next six years of growth. Berkeley Yeast Berkeley Yeast just launched Dry Tropics London! Our best-selling liquid yeast strain, now with all the ease-of-use benefits of dry yeast. Dry Tropics London delivers the soft, pillowy mouthfeel and juicy character you'd expect from a top-tier London Ale strain, but with a serious upgrade: a burst of thiols that unleash vibrant, layered notes of grapefruit and passion fruit. A lot of brewers love the clean passion fruit you get from Tropics, but they don't want every IPA to be a tropical-fruit bomb. At the dry yeast price point, you can pitch and ditch without breaking the bank. Or, you can co-pitch with your house strain to adjust the intensity of the notes. And with nationwide free shipping, there's never been a better time to try Dry Tropics. Order now at berkeleyyeast.com and experience the ease and impact of Dry Tropics London Yeast. PakTech This episode is sponsored by PakTech—delivering craft-beer multipacking you can trust. Our handles are made from 100 percent recycled plastic and are fully recyclable, helping breweries close the loop and advance the circular economy. With a minimalist design, durable functionality you can rely on, and custom color matching, our carriers help brands stand out while staying sustainable. Trusted by craft brewers nationwide, we offer a smarter, sustainable way to carry your beer. To learn more, visit paktech-opi.com. Indie Hops Strata Cryo The multilayered wonders of Indie Hops Strata are now easier than ever for brewers to tap into. Introducing Strata Cryo, in collaboration with Yakima Chief Hops. Whether brewing up a single-hop Strata IPA to wow customers with the depth of flavor this variety delivers or modernizing your flagship IPA to continue setting the highest standards, Strata T99, Strata CGX, Strata HyperBoost, and now Strata Cryo provide the tools for you to create your unique masterpiece. Indie Hops Strata. Life is short. Let's make it flavorful! Midea 50/50 Flex This podcast is sponsored by the Midea 50/50 flex—the industry's first dual compartment three-way convertible freezer. The 50/50 Flex is designed to flex with your life. It can convert to all fridge, all freezer, or half and half with just the touch of a button. Plus, with reversible doors and adjustable storage compartments, you can stay organized no matter your food-storage needs. The 50/50 Flex is also designed to maintain a stable temperature even in non-climate-controlled spaces. So it's perfect for your garage, man cave, or wherever you need a little more space. Maybe use all 20 cubic feet as a beer fridge! Check out Midea.com/us/ for more information on how to take your beer storage to the next level. Old Orchard The beyond-beer space is booming, and Old Orchard is here for it, supplying breweries with fruit ingredients for all your beverage needs: low/no alcohol, hard lemonades, seltzer, cider, and more. Old Orchard has supplied hundreds of industrial customers across 49 states, including nationally and internationally loved brands, so you'll be in good company. More information and free samples are waiting at oldorchard.com/brewer. Brightly Software Brightly Software, a Siemens company, partners with organizations at every stage of their asset lifecycle journey. Brightly is a complete asset-management and operations software that enhances organizational sustainability, compliance, and efficiency through data-driven decision making. Streamline maintenance, simplify capital planning, and optimize resources with solutions uniquely designed to support long-term goals. Learn more at brightlysoftware.com. 2026 Brewers Retreat Tickets are on sale now for the annual Craft Beer & Brewing Brewers Retreat August 23–26 in the hop country of Yakima Valley, Washington. There's nothing like this fantasy homebrew-camp experience, as you brew in small groups led by some of the most inspiring brewers in the world—folks such as Vinnie and Natalie of Russian River, Ben from Breakside, Henry and Adriana of Monkish, Kelsey from North Park, Whitney from Grand Fir, Sean from Lawson's Finest, and more. This year we'll be brewing under the bines at Bale Breaker, and it's sure to be an unforgettable experience. Tickets are on sale now and going fast at brewersretreat.com.

In der heutigen Folge sprechen die Finanzjournalisten Lea Oetjen und Nando Sommerfeldt über einen möglichen Machtwechsel bei der EZB, starke Zahlen eines britischen Rüstungsriesen und ein letztes Ausrufezeichen von Warren Buffett. Außerdem geht es um Rheinmetall, Renk, Hensoldt, BAE Systems, Infineon, Analog Devices, Bayer, Berkshire Hathaway, New York Times, Carvana, Doordash, Ebay, Garmin, RTL Group, Evonik, Volkswagen, Porsche, Vonovia, BMW, Mercedes, Allianz, Deutsche Telekom, Siemens und Tesla. Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Der Börsen-Podcast Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Gościem Patrycji Maciejewicz, dziennikarki serwisu Wyborcza.biz, jest Konrad Pokutycki, prezes zarządu firmy BSH Sprzęt Gospodarstwa Domowego produkującej sprzęt AGD pod markami Bosch i Siemens. Czy Polska jest krajem przemysłowym? Jaki jest udział przemysłu w polskiej gospodarce? Co wpływa na kondycję przemysłu i dlaczego jest on tak ważny dla rozwoju gospodarki? Dlaczego Polska wciąż ma zbyt mało inwestycji i co należałoby zrobić, by to zmienić? Więcej podcastów na: https://wyborcza.pl/podcast. Piszcie do nas w każdej sprawie na: listy@wyborcza.pl.

Boss Better Now 3.0 arrives in March! Joe shares why the podcast is shifting and why he's excited about what's coming. After reflecting on what has worked best over the years, the show is returning to conversations that center real leadership experience, encouragement, and practical wisdom for people who lead others. New episodes are on the way, featuring thoughtful conversations with leaders, experts, and practitioners who care deeply about employee engagement, employee relations, and workplace culture. Thanks for sticking with the show. The next chapter starts soon. To subscribe to Joe Mull's BossBetter Email newsletter, visit https://BossBetterNow.com For more info on working with Joe Mull, visit https://joemull.com For more info on Boss Hero School, visit https://bossheroschool.com To email the podcast, use bossbetternow@gmail.com #transformativeleadership #workplaceculture #companyculture #talentretention #employeeengagement #employeeretention #bossheroschool #employalty Joe Mull is on a mission to help leaders and business owners create the conditions where commitment takes root—and the entire workplace thrives. A dynamic and deeply relatable speaker, Joe combines compelling research, magnetic storytelling, and practical strategies to show exactly how to cultivate loyalty, ignite effort, and build people-first workplaces where both performance and morale flourish. His message is clear: when commitment is activated, engagement rises, teams gel, retention improves, and business outcomes soar. Joe is the founder of Boss Hero School™ and the creator of the acclaimed Employalty™ framework, a roadmap for creating thriving workplaces in a new era of work. He's the author of three books, including Employalty, named a top business book of the year by Publisher's Weekly, and his popular podcast, Boss Better Now, ranks in the top 1% of management shows globally. A former head of learning and development at one of the largest healthcare systems in the U.S., Joe has spent nearly two decades equipping leaders—from Fortune 500 companies like State Farm, Siemens, and Choice Hotels to hospitals, agencies, and small firms—with the tools to lead better, inspire commitment, and build more humane workplace cultures. His insights have been featured in The Wall Street Journal, Forbes, Harvard Business Review, and more. In 2025, Joe was inducted into the Professional Speakers Hall of Fame (CPAE). This is the speaking profession's highest honor, a distinction granted to less than 1% of professional speakers worldwide. It's awarded to speakers who demonstrate exceptional talent, integrity, and influence in the speaking profession For more information visit joemull.com.

Join us this week for The Tech Leaders' Podcast, where Gareth sits down with Rob Morris, Co-CEO UK and Ireland at Siemens Mobility. Rob talks about his journey to the Railways via mining, power stations and London 2012, how Siemens are managing a £340M investment, and the challenges of maintaining and upgrading the oldest rail network in the world. On this episode Rob and Gareth discuss digitising the railways, how AI will be employed on trains, and how in another life Rob could have been an architect. Timestamps: Introduction and Good Leadership (2:11) From Delivery to Senior Management (7:58) Siemens and the Railways (12:00) Digitising the Rail Network, and Building the Elizabeth Line (18:30) Technology on the Railways (32:15) Advice for 21-year-old Rob (41:20) https://www.bedigitaluk.com/

At 12, he was cutting metal in northern Italy. By 21, he was teaching DMG’s own technicians how to use their machines. At 47, he owns the whole company he first walked into just to set up a machine. Federico Veneziano is the owner of BoldX Industries and an old friend of mine. His story requires two episodes. This is part one: the serendipity, the winding path through shops and countries and setbacks. Part two, we will get into what he’s building now. But first, this is how he got here. Listen on your favorite podcast app using pod.link.     . View the podcast at the bottom of this post or on our YouTube Channel. Follow us on Social and never miss an update! Facebook: https://www.facebook.com/swarfcast Instagram: https://www.instagram.com/swarfcast/ LinkedIn: https://www.linkedin.com/company/todays-machining-world Twitter: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert's Acquisitions and Sales promotion! Interview Highlights Teaching the Experts Federico grew up about 60 miles northwest of Milan in a small town called Omegna. He started working in a machine shop at 12 years old. By his early twenties, he had developed deep expertise on Siemens controls, particularly the 840D. When DMG sent technicians to train him on a new machine, they were still new on the control themselves. He ended up helping them. That information got back to DMG headquarters, and they offered him a job. He traveled the world servicing CNC machines. Eventually he proposed an ambitious plan: working three years in the U.S., two years in Germany, three years in China. They agreed. He arrived in the US on August 4, 2004. His English wasn’t great, nobody had booked him a hotel, and he didn’t have a credit card. The first day was rough but he figured it out. The Job That Changed Everything One of Federico's first projects was at American Micro in Batavia, Ohio. The company had been founded in 1957 by a Swiss immigrant. He spent a year there setting up a GMC 35, then Gildemeister's CNC multi-spindle, for a fuel connector job that required gun drilling on a multi-spindle. It had never been done before. The project required developing new spindles and tooling just to make the part work. During that year, he built relationships with the team. When things went wrong with DMG around Christmas 2005, he walked away. He had no plan. It was ten days before the holiday. Then American Micro called. He joined as a process engineer and spent the next two decades working through every department: quality, supply chain, sales, engineering. He became close with the owners, particularly René, one of the founding family’s sons. He bought in as a minority owner, eventually reaching about 14%. He kept that ownership quiet for years. Most people at the company didn’t even know. From Rock Bottom to Owner Then everything hit at once. René passed away. Federico’s father passed within a couple of months. Personal problems piled on. By his own words, it was rock bottom. American Micro was second-generation family owned with no clear succession plan. Federico had tried to buy the company twice before. This time, he decided it was now or never. How does someone go from 14% to sole owner of a company doing $20-25 million in revenue? Federico says it was an amicable transaction where he leveraged multiple things he’d built over the years. He doesn’t go into every detail. But somehow the deal got done. In part two, we’ll get into what he’s building now. BoldX Industries has 125 employees, and Federico says they’re forecasting significant growth. He’s also got a book trilogy coming out. But that’s the next chapter. This one is about how he got here. Question: What twist of fate brought you to your current career?

In der heutigen Folge sprechen die Finanzjournalisten Anja Ettel und Lea Oetjen über einen neuen Europa-Infrastruktur-ETF, ein neues Sparprogramm bei VW und SpaceX als Rüstungskonzern. Außerdem geht es um Hapag-Lloyd, Flatexdegiro, Heidelberg Materials, Hochtief, ACS, Gold, Silber, Bitcoin, Nintendo, Hasbro, Konami, VanEck Video Gaming and eSports UCITS ETF (WKN: A2PLDF), First Trust Indxx Europe Infrastructure UCITS ETF (WKN: A420NU), Global X European Infrastructure Development UCITS ETF (WKN: A40E7B), Iberdrola, Schneider Electric, Eaton Corp, Airbus, Enel, CRH, National Grid, Vinci, DSV und Compagnie de Saint-Gobain. Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Der Börsen-Podcast Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Allen, Rosemary, and Yolanda discuss Ming Yang’s proposed $1.5 billion factory in Scotland and why the UK government is hesitating. Plus the challenges of reviving wind turbine manufacturing in Australia, how quickly a blade factory can be stood up, and whether advanced manufacturing methods could give Australia a competitive edge in the next generation of wind energy. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! The Uptime Wind Energy Podcast brought to you by Strike Tape, protecting thousands of wind turbines from lightning damage worldwide. Visit strike tape.com And now your hosts.  Allen Hall: Welcome to the Uptime Wind Energy Podcast. I’m your host Allen Hall, and I’m here with Yolanda Padron and Rosemary Barnes, and we’re all in Australia at the same time. We’re getting ready for Woma 2026, which is going to happen when this release is, will be through the first day. Uh, it’ll, it’s gonna be a big conference and right now. We’re so close to, to selling it out within a couple of people, so it’ll be a great event. So those of you listening to this podcast, hopefully you’re at Wilma 2026 and we’ll see, see you there. Uh, the news for this week, there’s a number of, of big, uh, country versus country situations going on. Uh, the one at the moment is [00:01:00] ING Yang in Scotland, and as we know, uh, Scotland. It has been offered by Ming Yang, uh, to build a factory there. They’re put about one and a half billion pounds into Scotland, uh, that is not going so well. So, so they’re talking about 3000 jobs, 1.5 billion in investment and then. Building, uh, offshore turbines for Britain and the larger Europe, but the UK government is hesitating and they have not approved it yet. And Scotland’s kind of caught in the middle. Ming Yang is supposedly looking elsewhere that they’re tired of waiting and figure they can probably get another factory somewhere in Europe. I don’t think this is gonna end well. Everyone. I think Bing Yang is obviously being pushed by the Chinese, uh, government to, to explore Scotland and try to get into Scotland and the Scottish government and leaders in the Scottish government have been meeting with, uh, [00:02:00] Chinese officials for a year or two. From what I can tell, if this doesn’t end with the factory in Scotland. Is China gonna take it out on the uk? And are they gonna build, is is me gonna be able to build a factory in Europe? Europe at the minute is looking into the Chinese investments into their wind turbine infrastructure in, in terms of basically tax support and, and funding and grants of that, uh, uh, aspect to, to see if China is undercutting prices artificially. Uh, which I think the answer is gonna be. Yes. So where does this go? It seems like a real impasse. At a moment when the UK in particular, and Europe, uh, the greater Europe are talking about more than a hundred gigawatts of offshore wind,  Yolanda Padron: I mean, just with the, the business that you mentioned that’s coming into to the uk, right? Will they have without Min Yang the ability to, to reach their goals?  Allen Hall: So you have the Siemens [00:03:00] factory in hall. They have a Vestus factory in Hollow White on the sort of the bottom of the country. Right. Then Vestus has had a facility there for a long time and the UK just threw about 20 million pounds into reopening the onshore blade portion of that factory ’cause it had been mothballed several months ago. It does seem like maybe there’s an alternative plan within the UK to stand up its own blade manufacturing and turbine manufacturing facilities, uh, to do a lot of things in country. Who I don’t think we know. Is it Siemens? Is it ge? Is it Vestus or is it something completely British? Maybe all the above. Rosemary. You know, being inside of a Blade factory for a long time with lm, it’s pretty hard to stand up a Blade factory quickly. How many years would it take you if you wanted to start today? Before you would actually produce a a hundred meter long offshore blade,  Rosemary Barnes: I reckon you could do it in a year if you had like real, real strong motivation [00:04:00] Allen Hall: really. Rosemary Barnes: I think so. I mean, it’s a big shed and like, it, it would be, most of the delays would be like regulatory and, you know, hiring, getting enough people hired and trained and that sort of thing. But, um, if you had good. Support from the, the government and not too much red tape to deal with. Then, uh, you know, if you’ve got lots of manufacturing capability elsewhere, then you can move people. Like usually when, um, when I worked at LM there were a few new factories opened while I was working there, and I’m sure that they took longer than, than a year in terms of like when it was first thought of. But, um, you know, once the decision was made, I, I actually dunno how long, how long it took. So it is a guess, but it didn’t, it didn’t take. As long as you would think it wasn’t. It wasn’t years and years, that’s for sure. Um, and what they would do is they don’t, you know, hire a whole new workforce and train them up right from the start. And then once they’re ready to go, then they start operating. What they’ll do to start with is they’ve got, you know, like a bunch [00:05:00] of really good people from the global factories, like all around, um, who will go, um, you know, from all roles. And I’m not talking just management at all, like it will include technicians, um, you know, every, every role in the factory, they’ll get people from another factory to go over. And, um, you know, they do some of the work. They’re training up local people so you know, there’s more of a gradual handover. And also so that you know, the best practices, um, get spread from factory to factory and make a good global culture. ’cause obviously like you’ve got the same design everywhere. You want the same quality coming out everywhere. Um, there is, as much as you try and document everything should be documented in work instructions. That should make it, you know, impossible to do things wrong. However, you never quite get to that standard and, um. There is a lot, a lot to be said for just the know-how and the culture of the people doing the um, yeah, doing the work.  Allen Hall: So the infrastructure would take about a year to build, but the people would have to come from the broader Europe then at [00:06:00] least temporarily.  Rosemary Barnes: That, that would be the fastest and safest way to do it. Like if it’s a brand new company that has never made a wind turbine before and someone just got a few, you know, I don’t know, a billion dollars, and um, said, let’s start a wind turbine factory, then I think it’s gonna be a few years and there’s gonna be some learning curve before it starts making blades fast enough. And. With the correct quality. Um, yeah. But if you’re just talking about one more factory from a company that already has half a dozen or a dozen wind turbine blade factories elsewhere in the world, then that’s where I think it can be done fast.  Allen Hall: This, uh, type of situation actually pops up a lot in aerospace, uh, power plants, engines. The jet engines on a lot of aircraft are kind of a combined effort from. Big multinational companies. So if they want to build something in country, they’ll hook up with a GE or a, a Honeywell or somebody who makes Jet engines and they’ll create this division and they’ll [00:07:00] stand this, this, uh, plant up. Maybe it’s gonna be something like that where GB energy is in the middle, uh, providing the funding and some of the resources, but they bring in another company, like a Siemens, like a Vestas, like a GE or a Nordex even to come in and to. Do the operational aspects and maybe some of the training pieces. But, uh, there’s a, there’s a funding arm and a technical arm, and they create a standalone, uh, British company to go manufacture towers to go manufacture in the cells to manufacture blades. Is that where you think this goes?  Rosemary Barnes: It depends also what kind of, um, component you’re talking about. Like if you’re talking about, I, I was talking a specific example of wind turbine blades, which are a mediumly complex thing to make, I would say, um. Yeah. And then if you go on the simpler side, when turbine towers, most countries would have the. Rough expertise needed, um, to, to do that. Nearly all towers at the moment come out of [00:08:00] China, um, or out of Asia. And with China being the, the vast bulk of those. Um, and it’s because they’ve got, aside from having very, very cheap steel, um, they also have just got huge factories that are set up with assembly lines so that, you know, there’s not very much moving of things back and forth. So they have the exact right bit of equipment to do. The exact right kind of, you know, like rolling and welding and they’re not moving tower sections around a lot. That makes it really hard for, um, for other countries to compete. But it’s not because they couldn’t make towers, it’s because they would struggle to make them cheap enough. Um, so yeah, if you set up a factory, you know, say you set up a wind turbine, um, factory in, uh, wind turbine tower factory in Australia, you, you could buy the equipment that you needed for, you know, a few hundred million dollars and, um. You could make it, but unless you have enough orders to keep that factory busy, you know, with the, the volume that you need to keep all of that [00:09:00] modern equipment, uh, operating just absolutely around the clock, your towers are gonna be expensive out of that facility. So that’s kind of the, that it’s cost is the main barrier when it comes to towers  Allen Hall: with Vestus in Mitsubishi recently having a partnership and then ending that partnership. It would seem like Vestus has the most experience in putting large corporations together to work on a, an advanced wind turbine project is they would, it would make sense to me if, if, if Vestus was involved because Vestus also has facilities in the uk. Are they the leading choice you think just because they have that experience with Mitsubishi and they have something in country or you think it’s somebody else? Is it a ge  Rosemary Barnes: My instinct is saying Vestas. Yes,  Allen Hall: me too. Okay.  Rosemary Barnes: Ge. It’s wind turbine Manufacturing seems to be in a bit of a, more of an ebb rather than a flow right now, so I [00:10:00] mean that’s, that’s probably as much as what it’s based on. Um, and then yes, like the location of, of factories, there are already some vest, uh, factories, vest people in the uk so that would make it easier. : Delamination and bottomline failures and blades are difficult problems to detect early. These hidden issues can cost you millions in repairs and lost energy production. C-I-C-N-D-T are specialists to detect these critical flaws before they become expensive burdens. Their non-destructive test technology penetrates deep into blade materials to find voids and cracks. Traditional inspections completely miss. C-I-C-N-D-T Maps. Every critical defect delivers actionable reports and provides support to get your blades back in service. So visit cic ndt.com because catching blade problems early will save you millions.[00:11:00] Allen Hall: Can you build a renewable energy future on someone else’s supply chain? Well, in Australia, the last domestic wind tower manufacturers are down. Last year, after losing a 15 year battle against cheaper imports from China, now the Albanese government wants to try again, launching a consultation to revive local manufacturing. Meanwhile, giant turbines are rising in Western Australia’s. Largest wind farms soon to power 164,000 homes. Uh, the steel towers, blades and the cells, they all arrive on ships. And the question is whether that’s going to change anytime soon. Rosemary?  Rosemary Barnes: Yeah, it’s, uh, it’s a topic I’ve thought about a lot and done a fair bit of work on as well, local manufacturing and whether you should or shouldn’t, the Australian government does try to support local manufacturing in. General, um, and in particular for renewables, but they focused much more on solar and [00:12:00] batteries. Um, with their manufacturing support, Australian government and agencies like a uh, arena, Australian Renewable Energy Agency have not traditionally supported wind like at all. It bothers me because actually Australia is a fantastic place to be developing some of these supporting technologies for wind energy and even the next generation of wind energy. Um, technologies, we, not any manufacturing. There are heaps of, um, things that would make it more suitable Australia, like just actually a really natural place to develop that. The thing about Australian projects is that they are. Big. Right. That makes it really attractive to developers because like in Europe where they’re, you know, still building wind, but you know, an onshore wind farm in Europe is like a couple of turbines here or there, maybe five, like a big wind farm would be 10, 10 turbines over there. Um, in Australia it’s like a hundred, 200 turbines at a time. Um, for onshore also choosing. Really big turbines. Australians, for some reason, Australian developers really like to [00:13:00] choose the latest technologies. And then if we think about some of the, um, you know, like new supporting technologies for existing wind turbines, like, you know, let’s, um, talk about. O and m there’s a whole lot of, um, o and m technologies, and Australia’s a great place for that too because as Australia wind farms spend so much on o and m compared to other countries. So a technology provider that can improve some of those pain points can much quicker get like a positive, um, return on investment in Australia than they would be able to in somewhere like America or, or Europe. So I think it makes sense to develop here  Allen Hall: with the number of wind farms. Rosie, I, I completely agree with you and. When we were talking about the war Dge wind Farm, which is the Western Australian wind farm that’s gonna expand, they’re adding 30 turbines to provide 283 megawatts. That’s like a nine and a half megawatt machine. Those are big turbines. Those are new turbines, right? That’s not something that’s been around for a couple years. They’ve been around for a couple of months in, in terms of the lifespan of, of wind [00:14:00] turbines. So if Australia’s gonna go down the pathway of larger turbines, the, the most advanced turbines. It has to make sense that some of this has, has to be developed in country just because you need to have the knowledge to go repair, modify, improve, adjust, figure out what the next generation is, right? I don’t know how you, this happens.  Rosemary Barnes: We see some examples of that. Right. And I think that Fortescue is the best example of, um, companies that are trying to think forward to what they’re going to need to make their, you know, they’ve got ambitious plans for putting in some big wind farms with. Big wind turbines in really remote locations. So they’ve got a lot of, um, it’s a lot of obvious challenges there. Um, and I know that they’re thinking ahead and working through that. And so, you know, we saw their investment in, um, nbra wind, the Spanish company and in particular their nbra lift. The bit of the tower that attaches to the rotor. It looks [00:15:00] pretty normal. Um, but then they make it taller by, um, slotting in like a lattice framework. Um, and then they jack it up and slot in another one underneath and jack it up and slot in another one underneath. So they don’t need a gigantic crane and they don’t need, um, I mean, it’s still a huge crane, but they don’t, they don’t, it doesn’t need to be as, as big because, you know, the rotor starts, starts off already on there by the time that the tower gets su to its full height. So, um, yeah, it’s a lot. That’s an innovative solution, I think, and it would, I would be very surprised if they weren’t also looking at every other technology that they’re gonna need in these turbines.  Allen Hall: If Australia’s gonna go down the pathway of large turbines on shore, then the manufacturing needs to happen in country. There’s no other way to do it. And you could have manufacturing facilities in Western Australia or Victoria and still get massive turbine blades shipped or trucked either way. To [00:16:00] wherever they needed it to go. In country, it would, it’s not that hard to get around Australia and unlike other countries like, like Germany was a lot of mountains and you had bridges and narrow roads and all that, and it, it’s, it’s much more expansive in Australia where you can move big projects around. And obviously with all the, the mining that happens in Australia, it’s pretty much normal. So I, I just trying to get over the hurdle of where the Albanese government is having an issue of sort of pushing this forward. It seems like it’s a simple thing because the Australian infrastructure is already ready. Someone need to flip the switch and say go.  Rosemary Barnes: I don’t know if I’d say that we’re we’re ready. ’cause Australia doesn’t have a whole lot of manufacturing of anything at the moment. It’s not true that we have no manufacturing. That’s what Australians like to say. We don’t manufacture anything and that’s not true. We do manufacture. We have some pretty good advanced manufacturing. If you just look at the hard economics of wind turbine manufacturing in Australia of solar panel manufacturing, battery manufacturing. Any of that, it is cheaper to just get it from China, not least [00:17:00] because some of the, um, those components are subsidized by the, the Chinese government. If you start saying, okay, we’re gonna have local manufacturing, like, you can either, you can achieve that either by supporting the local manufacturing industry, you know, like giving subsidies to our manufacturing. Or you could, um, make a local content requirement. Um, say things, you know, if you want project approval for this, then it has to have so much local content. You have to do it really carefully because if you get the settings wrong, then you just end up with very, very expensive, um, renewable energy. And at the moment, especially wind is. Expensive, and I think it’s still getting more expensive in Australia. It has been since, basically since the pandemic. If you then said, we’ve gotta also make it in Australia, then you add a bunch more costs and we would just probably not have wind energy then, so, uh, or new, new wind energy. So there needs to be that balance. But I think that like, even though you can say, okay, cheapest is best, it is also not good to rely on. [00:18:00] Exclusively on other countries, and especially not on just one other country to give you all of your energy infrastructure. If it was up to me, I would be much more supporting the next wave of, um, technologies. I would really love to see, you know, a new Australian. Wind turbine blade manufacturing method. Like at some point in the next decade, we’re going to start getting, uh, advanced manufacturing is gonna make it into wind turbine blades. It’s already there in some of the other components.  Allen Hall: Wait, so you just said if we were gonna build a factory in Scotland, it would take about a year. Why would it take 10 years to do it in Australia? Australia’s a nice place to live.  Rosemary Barnes: No, I didn’t say that. It would, it would take teens. I said in, sometime in the next decade around the world, wind turbine blades are basically handmade, right? They, you know, there are some, um, machines that are helping people, but you know, you have a look at a picture of a wind turbine blade factor and there’s, you know, there’s 20 people walking over, walking over a blade, smoothing down glass. And at some point we’re gonna start using advanced manufacturing methods. I [00:19:00] mean, there are really advanced composite manufacturing methods. Um, you know, with, um, individual fiber placement and 3D printing with, um, continuous fibers. And that’s being used for like aerospace components a lot. It’s early days for that technology and there is no barrier to the technologies to being able to put them, you know, like say on a GaN gantry that just, you know, like ran down the length of a whole blade like that, that could be done. If it was economic, that’s the kind of technology that Australia should be supporting before that’s the mainstream, and everybody else has already done it, right? You need to find the next thing, and ideally not just one next thing, but several next things because you’re not gonna, you don’t know ahead of time, um, which is gonna be the winner. Allen Hall: That hasn’t been the tack that China has taken, that the latest technology in batteries is not something that China is producing today. They’re producing a generation prior, but they’re doing it at scale. At some point they, the Chinese just said, we’re stopping here and we’re gonna do this, this kind of [00:20:00] battery, and that’s it. And away we go. If we keep waiting until the next generation of blade techniques come out, I think we’re gonna be waiting forever.  Rosemary Barnes: I don’t think why I think. Do, you know, make the next generation of, of blade bio technologies?  Yolanda Padron: I think it makes sense for someplace like Australia, right? Because we, we’ve talked about the fact that like here, you, you have to consider a lot of factors in operation that you don’t have to consider in other places, especially for blades, right? So if you can eliminate all of those issues, for the most part that are happening in the factory at manufacturing, then that can really help boost. The next operational projects.  Allen Hall: So then what you’re saying is that. There are new technologies, but what stage are they at? Are they TRL two, TRL five, TRL seven. How close is this technology because I’d hate for Australia to miss out on this big opportunity.  Rosemary Barnes: Frown Hoffer has actually just published an article recently, uh, [00:21:00] about some, I can’t remember if it was fiber, um, tape placement or if it was printed, small wind turbine blades. Small wind is a nice, like, it’s a, a nice bite-sized kind of thing that you can master a lot quicker than you can, you know, you can make a thousand small wind turbines and learn a lot more than making 100 meter long blade. That would probably be bad because it’s your first one and you didn’t realize all of the downsides to the new technology yet. Um, so I, I think it is kind of promising, but. In terms of, yeah, like a major, like in terms of let’s say a hundred meter long blade that was made with 3D printing, that would be terra, L one. Like it’s an idea now. Nobody has actually made one or, um, done, done too much. Um, as far as I know. I think you could get, could get to nine over the next year. Like I said, like I think sometime in the next decade will be when that, when that comes.  Allen Hall: Okay. If you, you didn’t get to a nine that quickly. No, it is possible. Yeah. You gotta put some money into it.  Rosemary Barnes: If someone wants to give me, [00:22:00] you know, enough money, then I’ll make it. I’ll make it happen. I’ll, I would, I would absolutely be able to make that happen, but I don’t know when it’s gonna be cheap enough.  Allen Hall: I would just love to see it. If, if, if you’ve got a, if you’ve got a, a factory, you got squirreled away somewhere in the. Inland of Australia that is making blades at quantity or has the technology to do that. I would love to see it because that would be amazing.  Rosemary Barnes: Technologies don’t just fall out of the sky, you know, like they, you, you, you force them into existence. That’s what you, that’s what you do. You know what this comes down to? Have you ever done the, is it Myers-Briggs where you get the, like letters of your personality? You and I are in opposite corners inside some ways.  Allen Hall: That wraps up another episode of the Uptime Wind Energy Podcast. If today’s discussion sparked any questions or ideas, and it surely should, we’d love to hear from you. Reach out to us on LinkedIn, particularly Rosie, so it’s Rosemary Barnes on LinkedIn. Don’t forget to subscribe to who you never miss an episode. And if you found value in today’s conversation, please leave us a review. It really helps other wind [00:23:00] energy professionals discover the show. For Rosie and Yolanda, I am Alan Hall, and we’ll see here next week on the Uptime Wind Energy Podcast.

Edvin Resebo has grown in LPBF as LPBF has grown, starting at Siemens and then the Alfred Nobel Science Park. Now he heads up AMEXCI, an effort to industrialize Additive Manufacturing. AMEXCI can design, optimize, test, and print parts from prototypes to volume production. Working across exacting industries, the firm is trying to take its partners Atlas Copco, Electrolux, ABB, Husqvarna, Hoganas, Saab, Scania, SKF, Stora Enso & Wartsila. But it works with other firms also in a collaborative approach that could be a method for other regions, clusters, or alliances to industrialize additive. This episode of the 3DPOD is brought to you by Continuum Powders, industry leaders in sustainable metal powder production. From aerospace to energy, Continuum delivers high-performance powders made from reclaimed materials without compromising quality. 

Are European dividend stocks becoming the ultimate safety net in a volatile market? In Episode 283 of the Dividend Talk podcast, we break down the latest European earnings Season, including massive dividend hikes from companies like NN Group and Ahold Delhaize, while also tackling the controversial Dutch Box 3 tax on unrealised gains.We discuss:What this means for dividend investorsWhy this could hit the middle class hardestWhether the Netherlands is becoming a test bed for broader European tax reform. Is this a one-off policy — or the start of something bigger?We break down recent dividend increases, including:NN Group – 13% dividend hikeBrookfield Corporation – 17% hikeBritish American Tobacco – cash flow updateAhold Delhaize – strong executionSiemens – AI infrastructure tailwindsWe analyse dividend safety, free cash flow, solvency ratios, and long-term growth prospects. Why is Walmart trading at ~45x earnings while Amazon sits around 28x?Will AI disrupt SaaS companies like Wolters Kluwer, or strengthen their competitive moat? We also discuss “AI shovel” stocks like Schneider Electric and SiemensChapters00:00 – Intro: European Earnings Season & Dividend Focus03:00 – Dutch Box 3 Tax: Unrealised Gains Explained11:00 – Walmart vs Amazon: Valuation Debate16:00 – AI Infrastructure: Investing in the “Shovels”21:00 – Rapid Fire: Recent European Dividend Hikes29:00 – Deep Dive: NN Group Earnings & 13% Dividend Boost37:00 – Ahold Delhaize: Operational Excellence45:00 – British American Tobacco: Cash Flow & Litigation53:00 – Siemens & European Industrial Growth01:00:00 – Listener Q&A: AI, T-Rowe Price, Novo Nordisk01:12:00 – Real Estate & Las Vegas Discussion01:18:00 – Wrap-Up & Key Takeaways

Während die Künstliche Intelligenz wie eine Abrissbirne durch die Börsen-Sektoren fegt, profitiert Deutschland von seiner „anfassbaren“ Wirtschaft. Der Dax hat die Woche mit 0,8 Prozent im Plus beendet. Siemens feiert als echter KI-Gewinner, Heidelberg Materials kassiert den grünen Bumerang. Doch wie wettbewerbsfähig ist Europa wirklich? Beim EU-Gipfel prallen die Welten aufeinander: Kanzler Merz fordert den harten Bürokratieabbau, während Frankreichs Präsident Macron die europäischen Gemeinschaftsschulden (Eurobonds) aus der Schublade holt. Sind gemeinsame Schulden der Sargnagel für Europa oder der einzige Weg zur Unabhängigkeit von den USA? Außerdem im Ring: Warum Siemens plötzlich zum heimlichen KI-Gewinner aufsteigt und wie Heidelberg Materials den grünen Bumerang kassiert. Bulle Dietmar Deffner und Bär Holger Zschäpitz streiten sich durch die Börsen-Woche. DEFFNER & ZSCHÄPITZ sind wie das wahre Leben. Wie Optimist und Pessimist. Im wöchentlichen WELT-Podcast diskutieren und streiten die Journalisten Dietmar Deffner und Holger Zschäpitz über die wichtigen Wirtschaftsthemen des Alltags. Schreiben Sie uns an: wirtschaftspodcast@welt.de Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutzerklärung: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Generally speaking, there's some correlation between brewery scale and lager quality, and while there are plenty of exceptions to every rule, there's no denying that honing lager beers into the best versions of themselves requires repetition, time, and access to the best ingredients. But over the past few years, an ever-increasing number of very small craft brewers have found success in the major competitions not despite their size, but because of it. Ferndale, Michigan's Urbanrest firmly sits in that group, and their recent gold medal in the American Pilsner category at GABF is further proof that careful process and thoughtful beer design aren't dependent on scale. The beer itself, Kaiser, started as a Franconian-inspired kellerpils, but over the years has morphed into what they now call American pils. And funny enough, it contains only Vienna-style malt from small craft maltster and none of the pils malt that most would expect. But that's not the only way they've strayed from the classic narrative. In this episode, founder and brewer Zach Typinski discusses how they: ferment German lager with a dry 34/70 strain while fermenting American pils with a liquid 34/70 blend various base malts in both lager and IPA find the perfect amount of “rusticity” in American pils manage direct-fire kettle caramelization in lieu of decoction krausen lagered beer for carbonation since the brewery doesn't own a carb stone build texture and retain foam through the krausening process source and contract great hops despite their small size And more. G&D Chillers G&D's biggest edge isn't just the equipment—it's their deep understanding of brewery operations. From layout to production flow, they bring real-world expertise and build reliable systems that last, whether it's a single-stage 5H or a Vertical Air Chiller. New Belgium Brewing recently partnered with G&D to install a propane-based Elite 290 chiller —delivering around 50% energy savings compared to CO₂ systems. As Andy Collins, New Belgium's Carbon Neutral Engineer, put it: “We're really happy to work with a partner like G&D Chillers who helped us significantly reduce the amount of HFCs used in our refrigeration systems.” With 24/7 support and remote monitoring, your cold side stays dialed in—day or night. See how leading breweries are cutting energy costs at gdchillers.com. Berkeley Yeast Berkeley Yeast just launched Dry Tropics London! Our best-selling liquid yeast strain, now with all the ease-of-use benefits of dry yeast. Dry Tropics London delivers the soft, pillowy mouthfeel and juicy character you'd expect from a top-tier London Ale strain, but with a serious upgrade: a burst of thiols that unleash vibrant, layered notes of grapefruit and passion fruit. A lot of brewers love the clean passion fruit you get from Tropics, but they don't want every IPA to be a tropical-fruit bomb. At the dry yeast price point, you can pitch and ditch without breaking the bank. Or, you can co-pitch with your house strain to adjust the intensity of the notes. And with nationwide free shipping, there's never been a better time to try Dry Tropics. Order now at berkeleyyeast.com and experience the ease and impact of Dry Tropics London Yeast. PakTech This episode is sponsored by PakTech—delivering craft-beer multipacking you can trust. Our handles are made from 100 percent recycled plastic and are fully recyclable, helping breweries close the loop and advance the circular economy. With a minimalist design, durable functionality you can rely on, and custom color matching, our carriers help brands stand out while staying sustainable. Trusted by craft brewers nationwide, we offer a smarter, sustainable way to carry your beer. To learn more, visit paktech-opi.com. Indie Hops Strata Cryo The multilayered wonders of Indie Hops Strata are now easier than ever for brewers to tap into. Introducing Strata Cryo, in collaboration with Yakima Chief Hops. Whether brewing up a single-hop Strata IPA to wow customers with the depth of flavor this variety delivers or modernizing your flagship IPA to continue setting the highest standards, Strata T99, Strata CGX, Strata HyperBoost, and now Strata Cryo provide the tools for you to create your unique masterpiece. Indie Hops Strata. Life is short. Let's make it flavorful! Midea 50/50 Flex This podcast is sponsored by the Midea 50/50 flex—the industry's first dual compartment three-way convertible freezer. The 50/50 Flex is designed to flex with your life. It can convert to all fridge, all freezer, or half and half with just the touch of a button. Plus, with reversible doors and adjustable storage compartments, you can stay organized no matter your food-storage needs. The 50/50 Flex is also designed to maintain a stable temperature even in non-climate-controlled spaces. So it's perfect for your garage, man cave, or wherever you need a little more space. Maybe use all 20 cubic feet as a beer fridge! Check out Midea.com/us/ for more information on how to take your beer storage to the next level. Old Orchard Your brewery deserves a supplier that can keep your customers engaged with new flavors. That's why Old Orchard releases juice concentrates and blends with trending flavor profiles like White Sangria and Passion Orange Guava. If you need a custom solution, Old Orchard's R&D team wants to hear from you. Fruit ingredients that get you: get Old Orchard's free samples at oldorchard.com/brewer. Brightly Software Brightly Software, a Siemens company, partners with organizations at every stage of their asset lifecycle journey. Brightly is a complete asset-management and operations software that enhances organizational sustainability, compliance, and efficiency through data-driven decision making. Streamline maintenance, simplify capital planning, and optimize resources with solutions uniquely designed to support long-term goals. Learn more at brightlysoftware.com. 2026 Brewers Retreat Tickets are on sale now for the annual Craft Beer & Brewing Brewers Retreat August 23–26 in the hop country of Yakima Valley, Washington. There's nothing like this fantasy homebrew-camp experience, as you brew in small groups led by some of the most inspiring brewers in the world—folks such as Vinnie and Natalie of Russian River, Ben from Breakside, Henry and Adriana of Monkish, Kelsey from North Park, Whitney from Grand Fir, Sean from Lawson's Finest, and more. This year we'll be brewing under the bines at Bale Breaker, and it's sure to be an unforgettable experience. 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Patch Tuesday. Preliminary findings from the European Commission come down on TikTok. Switzerland's military cancels its contract with Palantir. Social engineering leads to payroll fraud. Google hands over extensive personal data on a British student activist. Researchers unearth a global espionage operation called “The Shadow Campaigns.” Notepad's newest features could lead to remote code execution. Our guest is Hazel Cerra, Resident Agent in Charge of the Atlantic City Office for the United States Secret Service. Ring says it's all about dogs, but critics hear the whistle. Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest Today, we're joined by Hazel Cerra, Resident Agent in Charge of the Atlantic City Office for the United States Secret Service, as she discusses the evolution of the Secret Service's investigative mission—from its early focus on financial crimes such as counterfeit currency and credit card fraud to the growing challenges posed by cryptocurrency-related crime. Selected Reading Microsoft February 2026 Patch Tuesday Fixes 58 Vulnerabilities, Six actively Exploited Flaws (Beyond Machines) Adobe Releases February 2026 Patches for Multiple Products (Beyond Machines) ICS Patch Tuesday: Vulnerabilities Addressed by Siemens, Schneider, Aveva, Phoenix Contact (SecurityWeek) Chipmaker Patch Tuesday: Over 80 Vulnerabilities Addressed by Intel and AMD (SecurityWeek) Commission preliminarily finds TikTok's addictive design in breach of the Digital Services Act (European Commission) Palantir's Swiss Exit Highlights Global Data Sovereignty Challenge (NewsCase) Payroll pirates conned the help desk, stole employee's pay (The Register) Google Fulfilled ICE Subpoena Demanding Student Journalist's Bank and Credit Card Numbers (The Intercept) The Shadow Campaigns: Uncovering Global Espionage (Palo Alto Networks Unit 42) Notepad's new Markdown powers served with a side of RCE (The Register) With Ring, American Consumers Built a Surveillance Dragnet (404 Media) Share your feedback. What do you think about CyberWire Daily? Please take a few minutes to share your thoughts with us by completing our brief listener survey. Thank you for helping us continue to improve our show. Want to hear your company in the show? N2K CyberWire helps you reach the industry's most influential leaders and operators, while building visibility, authority, and connectivity across the cybersecurity community. Learn more at sponsor.thecyberwire.com. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

What employees want most is not what many organizations are built to provide. In this episode, Hall of Fame keynote speaker Joe Mull, CSP, CPAE, reframes a familiar question and explains why employee commitment is rooted less in perks or policies and more in whether work contributes to a joyous, prosperous life. Joe explores how employee engagement, employee relations, and long-term retention are shaped by the daily realities of work, including economic pressure, workload, flexibility, and how people are treated by their leaders. He reflects on why minimizing unnecessary suffering at work and increasing fulfillment through meaningful contribution, belonging, and trust are central to building commitment that lasts. The conversation also highlights the outsized role managers play in shaping the employee experience and why leadership behavior often determines whether a job becomes a stabilizing force in someone's life or a source of ongoing stress. If you want to strengthen engagement, improve employee relations, and build a workplace where people stay, care, and give their best effort, this episode offers a clear leadership perspective grounded in real workplace experience. To subscribe to Joe Mull's BossBetter Email newsletter, visit https://BossBetterNow.com For more info on working with Joe Mull, visit https://joemull.com For more info on Boss Hero School, visit https://bossheroschool.com To email the podcast, use bossbetternow@gmail.com #transformativeleadership #workplaceculture #companyculture #talentretention #employeeengagement #employeeretention #bossheroschool #employalty Joe Mull is on a mission to help leaders and business owners create the conditions where commitment takes root—and the entire workplace thrives. A dynamic and deeply relatable speaker, Joe combines compelling research, magnetic storytelling, and practical strategies to show exactly how to cultivate loyalty, ignite effort, and build people-first workplaces where both performance and morale flourish. His message is clear: when commitment is activated, engagement rises, teams gel, retention improves, and business outcomes soar. Joe is the founder of Boss Hero School™ and the creator of the acclaimed Employalty™ framework, a roadmap for creating thriving workplaces in a new era of work. He's the author of three books, including Employalty, named a top business book of the year by Publisher's Weekly, and his popular podcast, Boss Better Now, ranks in the top 1% of management shows globally. A former head of learning and development at one of the largest healthcare systems in the U.S., Joe has spent nearly two decades equipping leaders—from Fortune 500 companies like State Farm, Siemens, and Choice Hotels to hospitals, agencies, and small firms—with the tools to lead better, inspire commitment, and build more humane workplace cultures. His insights have been featured in The Wall Street Journal, Forbes, Harvard Business Review, and more. In 2025, Joe was inducted into the Professional Speakers Hall of Fame (CPAE). This is the speaking profession's highest honor, a distinction granted to less than 1% of professional speakers worldwide. It's awarded to speakers who demonstrate exceptional talent, integrity, and influence in the speaking profession For more information visit joemull.com.

Infrastructure was passé…uncool. Difficult to get dollars from Private Equity and Growth funds, and almost impossible to get a VC fund interested. Now?! Now, it's cool. Infrastructure seems to be having a Renaissance, a full on Rebirth, not just fueled by commercial interests (e.g. advent of AI), but also by industrial policy and geopolitical considerations. In this episode of Tech Deciphered, we explore what's cool in the infrastructure spaces, including mega trends in semiconductors, energy, networking & connectivity, manufacturing Navigation: Intro We're back to building things Why now: the 5 forces behind the renaissance Semiconductors: compute is the new oil Networking & connectivity: digital highways get rebuilt Energy: rebuilding the power stack (not just renewables) Manufacturing: the return of “atoms + bits” Wrap: what it means for startups, incumbents, and investors Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Gonçalves Pedro Introduction Welcome to episode 73 of Tech Deciphered, Infrastructure, the Rebirth or Renaissance. Infrastructure was passé, it wasn’t cool, but all of a sudden now everyone’s talking about network, talking about compute and semiconductors, talking about logistics, talking about energy. What gives? What’s happened? It was impossible in the past to get any funds, venture capital, even, to be honest, some private equity funds or growth funds interested in some of these areas, but now all of a sudden everyone thinks it’s cool. The infrastructure seems to be having a renaissance, a full-on rebirth. In this episode, we will explore in which cool ways the infrastructure spaces are moving and what’s leading to it. We will deep dive into the forces that are leading us to this. We will deep dive into semiconductors, networking and connectivity, energy, manufacturing, and then we’ll wrap up. Bertrand, so infrastructure is cool now. Bertrand Schmitt We're back to building things Yes. I thought software was going to eat the world. I cannot believe it was then, maybe even 15 years ago, from Andreessen, that quote about software eating the world. I guess it’s an eternal balance. Sometimes you go ahead of yourself, you build a lot of software stack, and at some point, you need the hardware to run this software stack, and there is only so much the bits can do in a world of atoms. Nuno Gonçalves Pedro Obviously, we’ve gone through some of this before. I think what we’re going through right now is AI is eating the world, and because AI is eating the world, it’s driving a lot of this infrastructure building that we need. We don’t have enough energy to be consumed by all these big data centers and hyperscalers. We need to be innovative around network as well because of the consumption in terms of network bandwidth that is linked to that consumption as well. In some ways, it’s not software eating the world, AI is eating the world. Because AI is eating the world, we need to rethink everything around infrastructure and infrastructure becoming cool again. Bertrand Schmitt There is something deeper in this. It’s that the past 10, even 15 years were all about SaaS before AI. SaaS, interestingly enough, was very energy-efficient. When I say SaaS, I mean cloud computing at large. What I mean by energy-efficient is that actually cloud computing help make energy use more efficient because instead of companies having their own separate data centers in many locations, sometimes poorly run from an industrial perspective, replace their own privately run data center with data center run by the super scalers, the hyperscalers of the world. These data centers were run much better in terms of how you manage the coolings, the energy efficiency, the rack density, all of this stuff. Actually, the cloud revolution didn’t increase the use of electricity. The cloud revolution was actually a replacement from your private data center to the hyperscaler data center, which was energy efficient. That’s why we didn’t, even if we are always talking about that growth of cloud computing, we were never feeling the pinch in term of electricity. As you say, we say it all changed because with AI, it was not a simple “Replacement” of locally run infrastructure to a hyperscaler run infrastructure. It was truly adding on top of an existing infrastructure, a new computing infrastructure in a way out of nowhere. Not just any computing infrastructure, an energy infrastructure that was really, really voracious in term of energy use. Nuno Gonçalves Pedro There was one other effect. Obviously, we’ve discussed before, we are in a bubble. We won’t go too much into that today. But the previous big bubble in tech, which is in the late ’90s, there was a lot of infrastructure built. We thought the internet was going to take over back then. It didn’t take over immediately, but there was a lot of network connectivity, bandwidth built back in the day. Companies imploded because of that as well, or had to restructure and go in their chapter 11. A lot of the big telco companies had their own issues back then, etc., but a lot of infrastructure was built back then for this advent of the internet, which would then take a long time to come. In some ways, to your point, there was a lot of latent supply that was built that was around that for a while wasn’t used, but then it was. Now it’s been used, and now we need new stuff. That’s why I feel now we’re having the new moment of infrastructure, new moment of moving forward, aligned a little bit with what you just said around cloud computing and the advent of SaaS, but also around the fact that we had a lot of buildup back in the late ’90s, early ’90s, which we’re now still reaping the benefits on in today’s world. Bertrand Schmitt Yeah, that’s actually a great point because what was built in the late ’90s, there was a lot of fibre that was built. Laying out the fibre either across countries, inside countries. This fibre, interestingly enough, you could just change the computing on both sides of the fibre, the routing, the modems, and upgrade the capacity of the fibre. But the fibre was the same in between. The big investment, CapEx investment, was really lying down that fibre, but then you could really upgrade easily. Even if both ends of the fibre were either using very old infrastructure from the ’90s or were actually dark and not being put to use, step by step, it was being put to use, equipment was replaced, and step by step, you could keep using more and more of this fibre. It was a very interesting development, as you say, because it could be expanded over the years, where if we talk about GPUs, use for AI, GPUs, the interesting part is actually it’s totally the opposite. After a few years, it’s useless. Some like Google, will argue that they can depreciate over 5, 6 years, even some GPUs. But at the end of the day, the difference in perf and energy efficiency of the GPUs means that if you are energy constrained, you just want to replace the old one even as young as three-year-old. You have to look at Nvidia increasing spec, generation after generation. It’s pretty insane. It’s usually at least 3X year over year in term of performance. Nuno Gonçalves Pedro At this moment in time, it’s very clear that it’s happening. Why now: the 5 forces behind the renaissance Maybe let’s deep dive into why it’s happening now. What are the key forces around this? We’ve identified, I think, five forces that are particularly vital that lead to the world we’re in right now. One we’ve already talked about, which is AI, the demand shock and everything that’s happened because of AI. Data centers drive power demand, drive grid upgrades, drive innovative ways of getting energy, drive chips, drive networking, drive cooling, drive manufacturing, drive all the things that we’re going to talk in just a bit. One second element that we could probably highlight in terms of the forces that are behind this is obviously where we are in terms of cost curves around technology. Obviously, a lot of things are becoming much cheaper. The simulation of physical behaviours has become a lot more cheap, which in itself, this becomes almost a vicious cycle in of itself, then drives the adoption of more and more AI and stuff. But anyway, the simulation is becoming more and more accessible, so you can do a lot of simulation with digital twins and other things off the real world before you go into the real world. Robotics itself is becoming, obviously, cheaper. Hardware, a lot of the hardware is becoming cheaper. Computer has become cheaper as well. Obviously, there’s a lot of cost curves that have aligned that, and that’s maybe the second force that I would highlight. Obviously, funds are catching up. We’ll leave that a little bit to the end. We’ll do a wrap-up and talk a little bit about the implications to investors. But there’s a lot of capital out there, some capital related to industrial policy, other capital related to private initiative, private equity, growth funds, even venture capital, to be honest, and a few other elements on that. That would be a third force that I would highlight. Bertrand Schmitt Yes. Interestingly enough, in terms of capital use, and we’ll talk more about this, but some firms, if we are talking about energy investment, it was very difficult to invest if you are not investing in green energy. Now I think more and more firms and banks are willing to invest or support different type of energy infrastructure, not just, “Green energy.” That’s an interesting development because at some point it became near impossible to invest more in gas development, in oil development in the US or in most Western countries. At least in the US, this is dramatically changing the framework. Nuno Gonçalves Pedro Maybe to add the two last forces that I think we see behind the renaissance of what’s happening in infrastructure. They go hand in hand. One is the geopolitics of the world right now. Obviously, the world was global flat, and now it’s becoming increasingly siloed, so people are playing it to their own interests. There’s a lot of replication of infrastructure as well because people want to be autonomous, and they want to drive their own ability to serve end consumers, businesses, etc., in terms of data centers and everything else. That ability has led to things like, for example, chips shortage. The fact that there are semiconductors, there are shortages across the board, like memory shortages, where everything is packed up until 2027 of 2028. A lot of the memory that was being produced is already spoken for, which is shocking. There’s obviously generation of supply chain fragilities, obviously, some of it because of policies, for example, in the US with tariffs, etc, security of energy, etc. Then the last force directly linked to the geopolitics is the opposite of it, which is the policy as an accelerant, so to speak, as something that is accelerating development, where because of those silos, individual countries, as part their industrial policy, then want to put capital behind their local ecosystems, their local companies, so that their local companies and their local systems are for sure the winners, or at least, at the very least, serve their own local markets. I think that’s true of a lot of the things we’re seeing, for example, in the US with the Chips Act, for semiconductors, with IGA, IRA, and other elements of what we’ve seen in terms of practices, policies that have been implemented even in Europe, China, and other parts of the world. Bertrand Schmitt Talking about chips shortages, it’s pretty insane what has been happening with memory. Just the past few weeks, I have seen a close to 3X increase in price in memory prices in a matter of weeks. Apparently, it started with a huge order from OpenAI. Apparently, they have tried to corner the memory market. Interestingly enough, it has flat-footed the entire industry, and that includes Google, that includes Microsoft. There are rumours of their teams now having moved to South Korea, so they are closer to the action in terms of memory factories and memory decision-making. There are rumours of execs who got fired because they didn’t prepare for this type of eventuality or didn’t lock in some of the supply chain because that memory was initially for AI, but obviously, it impacts everything because factories making memories, you have to plan years in advance to build memories. You cannot open new lines of manufacturing like this. All factories that are going to open, we know when they are going to open because they’ve been built up for years. There is no extra capacity suddenly. At the very best, you can change a bit your line of production from one type of memory to another type. But that’s probably about it. Nuno Gonçalves Pedro Just to be clear, all these transformations we’re seeing isn’t to say just hardware is back, right? It’s not just hardware. There’s physicality. The buildings are coming back, right? It’s full stack. Software is here. That’s why everything is happening. Policy is here. Finance is here. It’s a little bit like the name of the movie, right? Everything everywhere all at once. Everything’s happening. It was in some ways driven by the upper stacks, by the app layers, by the platform layers. But now we need new infrastructure. We need more infrastructure. We need it very, very quickly. We need it today. We’re already lacking in it. Semiconductors: compute is the new oil Maybe that’s a good segue into the first piece of the whole infrastructure thing that’s driving now the most valuable company in the world, NVIDIA, which is semiconductors. Semiconductors are driving compute. Semis are the foundation of infrastructure as a compute. Everyone needs it for every thing, for every activity, not just for compute, but even for sensors, for actuators, everything else. That’s the beginning of it all. Semiconductor is one of the key pieces around the infrastructure stack that’s being built at scale at this moment in time. Bertrand Schmitt Yes. What’s interesting is that if we look at the market gap of Semis versus software as a service, cloud companies, there has been a widening gap the past year. I forgot the exact numbers, but we were talking about plus 20, 25% for Semis in term of market gap and minus 5, minus 10 for SaaS companies. That’s another trend that’s happening. Why is this happening? One, because semiconductors are core to the AI build-up, you cannot go around without them. But two, it’s also raising a lot of questions about the durability of the SaaS, a software-as-a-service business model. Because if suddenly we have better AI, and that’s all everyone is talking about to justify the investment in AI, that it keeps getting better, and it keeps improving, and it’s going to replace your engineers, your software engineers. Then maybe all of this moat that software companies built up over the years or decades, sometimes, might unravel under the pressure of newly coded, newly built, cheaper alternatives built from the ground up with AI support. It’s not just that, yes, semiconductors are doing great. It’s also as a result of that AI underlying trend that software is doing worse right now. Nuno Gonçalves Pedro At the end of the day, this foundational piece of infrastructure, semiconductor, is obviously getting manifest to many things, fabrication, manufacturing, packaging, materials, equipment. Everything’s being driven, ASML, etc. There are all these different players around the world that are having skyrocket valuations now, it’s because they’re all part of the value chain. Just to be very, very clear, there’s two elements of this that I think are very important for us to remember at this point in time. One, it’s the entire value chains are being shifted. It’s not just the chips that basically lead to computing in the strict sense of it. It’s like chips, for example, that drive, for example, network switching. We’re going to talk about networking a bit, but you need chips to drive better network switching. That’s getting revolutionised as well. For example, we have an investment in that space, a company called the eridu.ai, and they’re revolutionising one of the pieces around that stack. Second part of the puzzle, so obviously, besides the holistic view of the world that’s changing in terms of value change, the second piece of the puzzle is, as we discussed before, there’s industrial policy. We already mentioned the CHIPS Act, which is something, for example, that has been done in the US, which I think is 52 billion in incentives across a variety of things, grants, loans, and other mechanisms to incentivise players to scale capacity quick and to scale capacity locally in the US. One of the effects of that now is obviously we had the TSMC, US expansion with a factory here in the US. We have other levels of expansion going on with Intel, Samsung, and others that are happening as we speak. Again, it’s this two by two. It’s market forces that drive the need for fundamental shifts in the value chain. On the other industrial policy and actual money put forward by states, by governments, by entities that want to revolutionise their own local markets. Bertrand Schmitt Yes. When you talk about networking, it makes me think about what NVIDIA did more than six years ago when they acquired Mellanox. At the time, it was largest acquisition for NVIDIA in 2019, and it was networking for the data center. Not networking across data center, but inside the data center, and basically making sure that your GPUs, the different computers, can talk as fast as possible between each of them. I think that’s one piece of the puzzle that a lot of companies are missing, by the way, about NVIDIA is that they are truly providing full systems. They are not just providing a GPU. Some of their competitors are just providing GPUs. But NVIDIA can provide you the full rack. Now, they move to liquid-cool computing as well. They design their systems with liquid cooling in mind. They have a very different approach in the industry. It’s a systematic system-level approach to how do you optimize your data center. Quite frankly, that’s a bit hard to beat. Nuno Gonçalves Pedro For those listening, you’d be like, this is all very different. Semiconductors, networking, energy, manufacturing, this is all different. Then all of a sudden, as Bertrand is saying, well, there are some players that are acting across the stack. Then you see in the same sentence, you’re talking about nuclear power in Microsoft or nuclear power in Google, and you’re like, what happened? Why are these guys in the same sentence? It’s like they’re tech companies. Why are they talking about energy? It’s the nature of that. These ecosystems need to go hand in hand. The value chains are very deep. For you to actually reap the benefits of more and more, for example, semiconductor availability, you have to have better and better networking connectivity, and you have to have more and more energy at lower and lower costs, and all of that. All these things are intrinsically linked. That’s why you see all these big tech companies working across stack, NVIDIA being a great example of that in trying to create truly a systems approach to the world, as Bertrand was mentioning. Networking & connectivity: digital highways get rebuilt On the networking and connectivity side, as we said, we had a lot of fibre that was put down, etc, but there’s still more build-out needs to be done. 5G in terms of its densification is still happening. We’re now starting to talk, obviously, about 6G. I’m not sure most telcos are very happy about that because they just have been doing all this CapEx and all this deployment into 5G, and now people already started talking about 6G and what’s next. Obviously, data center interconnect is quite important, and all the hubbing that needs to happen around data centers is very, very important. We are seeing a lot movements around connectivity that are particularly important. Network gear and the emergence of players like Broadcom in terms of the semiconductor side of the fence, obviously, Cisco, Juniper, Arista, and others that are very much present in this space. As I said, we made an investment on the semiconductor side of networking as well, realizing that there’s still a lot of bottlenecks happening there. But obviously, the networking and connectivity stack still needs to be built at all levels within the data centers, outside of the data centers in terms of last mile, across the board in terms of fibre. We’re seeing a lot of movements still around the space. It’s what connects everything. At the end of the day, if there’s too much latency in these systems, if the bandwidths are not high enough, then we’re going to have huge bottlenecks that are going to be put at the table by a networking providers. Obviously, that doesn’t help anyone. If there’s a button like anywhere, it doesn’t work. All of this doesn’t work. Bertrand Schmitt Yes. Interestingly enough, I know we said for this episode, we not talk too much about space, but when you talk about 6G, it make me think about, of course, Starlink. That’s really your last mile delivery that’s being built as well. It’s a massive investment. We’re talking about thousands of satellites that are interconnected between each other through laser system. This is changing dramatically how companies can operate, how individuals can operate. For companies, you can have great connectivity from anywhere in the world. For military, it’s the same. For individuals, suddenly, you won’t have dead space, wide zones. This is also a part of changing how we could do things. It’s quite important even in the development of AI because, yes, you can have AI at the edge, but that interconnect to the rest of the system is quite critical. Having that availability of a network link, high-quality network link from anywhere is a great combo. Nuno Gonçalves Pedro Then you start seeing regions of the world that want to differentiate to attract digital nomads by saying, “We have submarine cables that come and hub through us, and therefore, our connectivity is amazing.” I was just in Madeira, and they were talking about that in Portugal. One of the islands of Portugal. We have some Marine cables. You have great connectivity. We’re getting into that discussion where people are like, I don’t care. I mean, I don’t know. I assume I have decent connectivity. People actually care about decent connectivity. This discussion is not just happening at corporate level, at enterprise level? Etc. Even consumers, even people that want to work remotely or be based somewhere else in the world. It’s like, This is important Where is there a great connectivity for me so that I can have access to the services I need? Etc. Everyone becomes aware of everything. We had a cloud flare mishap more recently that the CEO had to jump online and explain deeply, technically and deeply, what happened. Because we’re in their heads. If Cloudflare goes down, there’s a lot of websites that don’t work. All of this, I think, is now becoming du jour rather than just an afterthought. Maybe we’ll think about that in the future. Bertrand Schmitt Totally. I think your life is being changed for network connectivity, so life of individuals, companies. I mean, everything. Look at airlines and ships and cruise ships. Now is the advent of satellite connectivity. It’s dramatically changing our experience. Nuno Gonçalves Pedro Indeed. Energy: rebuilding the power stack (not just renewables) Moving maybe to energy. We’ve talked about energy quite a bit in the past. Maybe we start with the one that we didn’t talk as much, although we did mention it, which was, let’s call it the fossil infrastructure, what’s happening around there. Everyone was saying, it’s all going to be renewables and green. We’ve had a shift of power, geopolitics. Honestly, I the writing was on the wall that we needed a lot more energy creation. It wasn’t either or. We needed other sources to be as efficient as possible. Obviously, we see a lot of work happening around there that many would have thought, Well, all this infrastructure doesn’t matter anymore. Now we’re seeing LNG terminals, pipelines, petrochemical capacity being pushed up, a lot of stuff happening around markets in terms of export, and not only around export, but also around overall distribution and increases and improvements so that there’s less leakage, distribution of energy, etc. In some ways, people say, it’s controversial, but it’s like we don’t have enough energy to spare. We’re already behind, so we need as much as we can. We need to figure out the way to really extract as much as we can from even natural resources, which In many people’s mind, it’s almost like blasphemous to talk about, but it is where we are. Obviously, there’s a lot of renaissance also happening on the fossil infrastructure basis, so to speak. Bertrand Schmitt Personally, I’m ecstatic that there is a renaissance going regarding what is called fossil infrastructure. Oil and gas, it’s critical to humanity well-being. You never had growth of countries without energy growth and nothing else can come close. Nuclear could come close, but it takes decades to deploy. I think it’s great. It’s great for developed economies so that they do better, they can expand faster. It’s great for third-world countries who have no realistic other choice. I really don’t know what happened the past 10, 15 years and why this was suddenly blasphemous. But I’m glad that, strangely, thanks to AI, we are back to a more rational mindset about energy and making sure we get efficient energy where we can. Obviously, nuclear is getting a second act. Nuno Gonçalves Pedro I know you would be. We’ve been talking about for a long time, and you’ve been talking about it in particular for a very long time. Bertrand Schmitt Yes, definitely. It’s been one area of interest of mine for 25 years. I don’t know. I’ve been shocked about what happened in Europe, that willingness destruction of energy infrastructure, especially in Germany. Just a few months ago, they keep destroying on live TV some nuclear station in perfect working condition and replacing them with coal. I’m not sure there is a better definition of insanity at this stage. It looks like it’s only the Germans going that hardcore for some reason, but at least the French have stopped their program of decommissioning. America, it seems to be doing the same, so it’s great. On top of it, there are new generations that could be put to use. The Chinese are building up a very large nuclear reactor program, more than 100 reactors in construction for the next 10 years. I think everybody has to catch up because at some point, this is the most efficient energy solution. Especially if you don’t build crazy constraints around the construction of these nuclear reactors. If we are rational about permits, about energy, about safety, there are great things we could be doing with nuclear. That might be one of the only solution if we want to be competitive, because when energy prices go down like crazy, like in China, they will do once they have reach delivery of their significant build-up of nuclear reactors, we better be ready to have similar options from a cost perspective. Nuno Gonçalves Pedro From the outside, at the very least, nuclear seems to be probably in the energy one of the areas that’s more being innovated at this moment in time. You have startups in the space, you have a lot really money going into it, not just your classic industrial development. That’s very exciting. Moving maybe to the carbonization and what’s happening. The CCUS, and for those who don’t know what it is, carbon capture, utilization, and storage. There’s a lot of stuff happening around that space. That’s the area that deals with the ability to capture CO₂ emissions from industrial sources and/or the atmosphere and preventing their release. There’s a lot of things happening in that space. There’s also a lot of things happening around hydrogen and geothermal and really creating the ability to storage or to store, rather, energy that then can be put back into the grids at the right time. There’s a lot of interesting pieces happening around this. There’s some startup movement in the space. It’s been a long time coming, the reuse of a lot of these industrial sources. Not sure it’s as much on the news as nuclear, and oil and gas, but certainly there’s a lot of exciting things happening there. Bertrand Schmitt I’m a bit more dubious here, but I think geothermal makes sense if it’s available at reasonable price. I don’t think hydrogen technology has proven its value. Concerning carbon capture, I’m not sure how much it’s really going to provide in terms of energy needs, but why not? Nuno Gonçalves Pedro Fuels niche, again, from the outside, we’re not energy experts, but certainly, there are movements in the space. We’ll see what’s happening. One area where there’s definitely a lot of movement is this notion of grid and storage. On the one hand, that transmission needs to be built out. It needs to be better. We’ve had issues of blackouts in the US. We’ve had issues of blackouts all around the world, almost. Portugal as well, for a significant part of the time. The ability to work around transmission lines, transformers, substations, the modernization of some of this infrastructure, and the move forward of it is pretty critical. But at the other end, there’s the edge. Then, on the edge, you have the ability to store. We should have, better mechanisms to store energy that are less leaky in terms of energy storage. Obviously, there’s a lot of movement around that. Some of it driven just by commercial stuff, like Tesla a lot with their storage stuff, etc. Some of it really driven at scale by energy players that have the interest that, for example, some of the storage starts happening closer to the consumption as well. But there’s a lot of exciting things happening in that space, and that is a transformative space. In some ways, the bottleneck of energy is also around transmission and then ultimately the access to energy by homes, by businesses, by industries, etc. Bertrand Schmitt I would say some of the blackout are truly man-made. If I pick on California, for instance. That’s the logical conclusion of the regulatory system in place in California. On one side, you limit price that energy supplier can sell. The utility company can sell, too. On the other side, you force them to decommission the most energy-efficient and least expensive energy source. That means you cap the revenues, you make the cost increase. What is the result? The result is you cannot invest anymore to support a grid and to support transmission. That’s 100% obvious. That’s what happened, at least in many places. The solution is stop crazy regulations that makes no economic sense whatsoever. Then, strangely enough, you can invest again in transmission, in maintenance, and all I love this stuff. Maybe another piece, if we pick in California, if you authorize building construction in areas where fires are easy, that’s also a very costly to support from utility perspective, because then you are creating more risk. You are forced buy the state to connect these new constructions to the grid. You have more maintenance. If it fails, you can create fire. If you create fire, you have to pay billions of fees. I just want to highlight that some of this is not a technological issue, is not per se an investment issue, but it’s simply the result of very bad regulations. I hope that some will learn, and some change will be made so that utilities can do their job better. Nuno Gonçalves Pedro Then last, but not the least, on the energy side, energy is becoming more and more digitally defined in some ways. It’s like the analogy to networks that they’ve become more, and more software defined, where you have, at the edge is things like smart meters. There’s a lot of things you can do around the key elements of the business model, like dynamic pricing and other elements. Demand response, one of the areas that I invested in, I invest in a company called Omconnect that’s now merged with what used to be Google Nest. Where to deploy that ability to do demand response and also pass it to consumers so that consumers can reduce their consumption at times where is the least price effective or the less green or the less good for the energy companies to produce energy. We have other things that are happening, which are interesting. Obviously, we have a lot more electric vehicles in cars, etc. These are also elements of storage. They don’t look like elements of storage, but the car has electricity in it once you charge it. Once it’s charged, what do you do with it? Could you do something else? Like the whole reverse charging piece that we also see now today in mobile devices and other edge devices, so to speak. That also changes the architecture of what we’re seeing around the space. With AI, there’s a lot of elements that change around the value chain. The ability to do forecasting, the ability to have, for example, virtual power plans because of just designated storage out there, etc. Interesting times happening. Not sure all utilities around the world, all energy providers around the world are innovating at the same pace and in the same way. But certainly just looking at the industry and talking to a lot of players that are CEOs of some of these companies. That are leading innovation for some of these companies, there’s definitely a lot more happening now in the last few years than maybe over the last few decades. Very exciting times. Bertrand Schmitt I think there are two interesting points in what you say. Talking about EVs, for instance, a Cybertruck is able to send electricity back to your home if your home is able to receive electricity from that source. Usually, you have some changes to make to the meter system, to your panel. That’s one great way to potentially use your car battery. Another piece of the puzzle is that, strangely enough, most strangely enough, there has been a big push to EV, but at the same time, there has not been a push to provide more electricity. But if you replace cars that use gasoline by electric vehicles that use electricity, you need to deliver more electricity. It doesn’t require a PhD to get that. But, strangely enough, nothing was done. Nuno Gonçalves Pedro Apparently, it does. Bertrand Schmitt I remember that study in France where they say that, if people were all to switch to EV, we will need 10 more nuclear reactors just on the way from Paris to Nice to the Côte d’Azur, the French Rivière, in order to provide electricity to the cars going there during the summer vacation. But I mean, guess what? No nuclear plant is being built along the way. Good luck charging your vehicles. I think that’s another limit that has been happening to the grid is more electric vehicles that require charging when the related infrastructure has not been upgraded to support more. Actually, it has quite the opposite. In many cases, we had situation of nuclear reactors closing down, so other facilities closing down. Obviously, the end result is an increase in price of electricity, at least in some states and countries that have not sold that fully out. Nuno Gonçalves Pedro Manufacturing: the return of “atoms + bits” Moving to manufacturing and what’s happening around manufacturing, manufacturing technology. There’s maybe the case to be made that manufacturing is getting replatformed, right? It’s getting redefined. Some of it is very obvious, and it’s already been ongoing for a couple of decades, which is the advent of and more and more either robotic augmented factories or just fully roboticized factories, where there’s very little presence of human beings. There’s elements of that. There’s the element of software definition on top of it, like simulation. A lot of automation is going on. A lot of AI has been applied to some lines in terms of vision, safety. We have an investment in a company called Sauter Analytics that is very focused on that from the perspective of employees and when they’re still humans in the loop, so to speak, and the ability to really figure out when people are at risk and other elements of what’s happening occurring from that. But there’s more than that. There’s a little bit of a renaissance in and of itself. Factories are, initially, if we go back a couple of decades ago, factories were, and manufacturing was very much defined from the setup. Now it’s difficult to innovate, it’s difficult to shift the line, it’s difficult to change how things are done in the line. With the advent of new factories that have less legacy, that have more flexible systems, not only in terms of software, but also in terms of hardware and robotics, it allows us to, for example, change and shift lines much more easily to different functions, which will hopefully, over time, not only reduce dramatically the cost of production. But also increase dramatically the yield, it increases dramatically the production itself. A lot of cool stuff happening in that space. Bertrand Schmitt It’s exciting to see that. One thing this current administration in the US has been betting on is not just hoping for construction renaissance. Especially on the factory side, up of factories, but their mindset was two things. One, should I force more companies to build locally because it would be cheaper? Two, increase output and supply of energy so that running factories here in the US would be cheaper than anywhere else. Maybe not cheaper than China, but certainly we get is cheaper than Europe. But three, it’s also the belief that thanks to AI, we will be able to have more efficient factories. There is always that question, do Americans to still keep making clothes, for instance, in factories. That used to be the case maybe 50 years ago, but this move to China, this move to Bangladesh, this move to different places. That’s not the goal. But it can make sense that indeed there is ability, thanks to robots and AI, to have more automated factories, and these factories could be run more efficiently, and as a result, it would be priced-competitive, even if run in the US. When you want to think about it, that has been, for instance, the South Korean playbook. More automated factories, robotics, all of this, because that was the only way to compete against China, which has a near infinite or used to have a near infinite supply of cheaper labour. I think that all of this combined can make a lot of sense. In a way, it’s probably creating a perfect storm. Maybe another piece of the puzzle this administration has been working on pretty hard is simplifying all the permitting process. Because a big chunk of the problem is that if your permitting is very complex, very expensive, what take two years to build become four years, five years, 10 years. The investment mass is not the same in that situation. I think that’s a very important part of the puzzle. It’s use this opportunity to reduce regulatory state, make sure that things are more efficient. Also, things are less at risk of bribery and fraud because all these regulations, there might be ways around. I think it’s quite critical to really be careful about this. Maybe last piece of the puzzle is the way accounting works. There are new rules now in 2026 in the US where you can fully depreciate your CapEx much faster than before. That’s a big win for manufacturing in the US. Suddenly, you can depreciate much faster some of your CapEx investment in manufacturing. Nuno Gonçalves Pedro Just going back to a point you made and then moving it forward, even China, with being now probably the country in the world with the highest rate of innovation and take up of industrial robots. Because of demographic issues a little bit what led Japan the first place to be one of the real big innovators around robots in general. The fact that demographics, you’re having an aging population, less and less children. How are you going to replace all these people? Moving that into big winners, who becomes a big winner in a space where manufacturing is fundamentally changing? Obviously, there’s the big four of robots, which is ABB, FANUC, KUKA, and Yaskawa. Epson, I think, is now in there, although it’s not considered one of the big four. Kawasaki, Denso, Universal Robots. There’s a really big robotics, industrial robotic companies in the space from different origins, FANUC and Yaskawa, and Epson from Japan, KUKA from Germany, ABB from Switzerland, Sweden. A lot of now emerging companies from China, and what’s happening in that space is quite interesting. On the other hand, also, other winners will include players that will be integrators that will build some of the rest of the infrastructure that goes into manufacturing, the Siemens of the world, the Schneider’s, the Rockwell’s that will lead to fundamental industrial automation. Some big winners in there that whose names are well known, so probably not a huge amount of surprises there. There’s movements. As I said, we’re still going to see the big Chinese players emerging in the world. There are startups that are innovating around a lot of the edges that are significant in this space. We’ll see if this is a space that will just be continued to be dominated by the big foreign robotics and by a couple of others and by the big integrators or not. Bertrand Schmitt I think you are right to remind about China because China has been moving very fast in robotics. Some Chinese companies are world-class in their use of robotics. You have this strange mix of some older industries where robotics might not be so much put to use and typically state-owned, versus some private companies, typically some tech companies that are reconverting into hardware in some situation. That went all in terms of robotics use and their demonstrations, an example of what’s happening in China. Definitely, the Chinese are not resting. Everyone smart enough is playing that game from the Americans, the Chinese, Japanese, the South Koreans. Nuno Gonçalves Pedro Exciting things are manufacturing, and maybe to bring it all together, what does it mean for all the big players out there? If we talk with startups and talk about startups, we didn’t mention a ton of startups today, right? Maybe incumbent wind across the board. But on a more serious note, we did mention a few. For example, in nuclear energy, there’s a lot of startups that have been, some of them, incredibly well-funded at this moment in time. Wrap: what it means for startups, incumbents, and investors There might be some big disruptions that will come out of startups, for example, in that space. On the chipset side, we talked about the big gorillas, the NVIDIAs, AMDs, Intel, etc., of the world. But we didn’t quite talk about the fact that there’s a lot of innovation, again, happening on the edges with new players going after very large niches, be it in networking and switching. Be it in compute and other areas that will need different, more specialized solutions. Potentially in terms of compute or in terms of semiconductor deployments. I think there’s still some opportunities there, maybe not to be the winner takes all thing, but certainly around a lot of very significant niches that might grow very fast. Manufacturing, we mentioned the same. Some of the incumbents seem to be in the driving seat. We’ll see what happens if some startups will come in and take some of the momentum there, probably less likely. There are spaces where the value chains are very tightly built around the OEMs and then the suppliers overall, classically the tier one suppliers across value chains. Maybe there is some startup investment play. We certainly have played in the couple of the spaces. I mentioned already some of them today, but this is maybe where the incumbents have it all to lose. It’s more for them to lose rather than for the startups to win just because of the scale of what needs to be done and what needs to be deployed. Bertrand Schmitt I know. That’s interesting point. I think some players in energy production, for instance, are moving very fast and behaving not only like startups. Usually, it’s independent energy suppliers who are not kept by too much regulations that get moved faster. Utility companies, as we just discussed, have more constraints. I would like to say that if you take semiconductor space, there has been quite a lot of startup activities way more than usual, and there have been some incredible success. Just a few weeks ago, Rock got more or less acquired. Now, you have to play games. It’s not an outright acquisition, but $20 billion for an IP licensing agreement that’s close to an acquisition. That’s an incredible success for a company. Started maybe 10 years ago. You have another Cerebras, one of the competitor valued, I believe, quite a lot in similar range. I think there is definitely some activity. It’s definitely a different game compared to your software startup in terms of investment. But as we have seen with AI in general, the need for investment might be larger these days. Yes, it might be either traditional players if they can move fast enough, to be frank, because some of them, when you have decades of being run as a slow-moving company, it’s hard to change things. At the same time, it looks like VCs are getting bigger. Wall Street is getting more ready to finance some of these companies. I think there will be opportunities for startups, but definitely different types of startups in terms of profile. Nuno Gonçalves Pedro Exactly. From an investor standpoint, I think on the VC side, at least our core belief is that it’s more niche. It’s more around big niches that need to be fundamentally disrupted or solutions that require fundamental interoperability and integration where the incumbents have no motivation to do it. Things that are a little bit more either packaging on the semiconductor side or other elements of actual interoperability. Even at the software layer side that feeds into infrastructure. If you’re a growth investor, a private equity investor, there’s other plays that are available to you. A lot of these projects need to be funded and need to be scaled. Now we’re seeing projects being funded even for a very large, we mentioned it in one of the previous episodes, for a very large tech companies. When Meta, for example, is going to the market to get funding for data centers, etc. There’s projects to be funded there because just the quantum and scale of some of these projects, either because of financial interest for specifically the tech companies or for other reasons, but they need to be funded by the market. There’s other place right now, certainly if you’re a larger private equity growth investor, and you want to come into the market and do projects. Even public-private financing is now available for a lot of things. Definitely, there’s a lot of things emanating that require a lot of funding, even for large-scale projects. Which means the advent of some of these projects and where realization is hopefully more of a given than in other circumstances, because there’s actual commercial capital behind it and private capital behind it to fuel it as well, not just industrial policy and money from governments. Bertrand Schmitt There was this quite incredible stat. I guess everyone heard about that incredible growth in GDP in Q3 in the US at 4.4%. Apparently, half of that growth, so around 2.2% point, has been coming from AI and related infrastructure investment. That’s pretty massive. Half of your GDP growth coming from something that was not there three years ago or there, but not at this intensity of investment. That’s the numbers we are talking about. I’m hearing that there is a good chance that in 2026, we’re talking about five, even potentially 6% GDP growth. Again, half of it potentially coming from AI and all the related infrastructure growth that’s coming with AI. As a conclusion for this episode on infrastructure, as we just said, it’s not just AI, it’s a whole stack, and it’s manufacturing in general as well. Definitely in the US, in China, there is a lot going on. As we have seen, computing needs connectivity, networks, need power, energy and grid, and all of this needs production capacity and manufacturing. Manufacturing can benefit from AI as well. That way the loop is fully going back on itself. Infrastructure is the next big thing. It’s an opportunity, probably more for incumbents, but certainly, as usual, with such big growth opportunities for startups as well. Thank you, Nuno. Nuno Gonçalves Pedro Thank you, Bertrand.

Can you really deliver speed, quality, and cost in construction—without tradeoffs? In this episode of Construction Genius, Eric Anderton sits down with Ryan Teicher, CEO of REDCOM Design & Construction, to unpack how a fully integrated design-build model eliminates silos, accelerates delivery, and aligns teams around client outcomes. Ryan explains how bringing architecture, engineering, estimating, and construction under one roof leads to faster decisions, fewer conflicts, and better cost control. The conversation dives into early design consulting as a risk filter, sales as true client advocacy, maintaining client intent from concept through construction, and why strong leaders must be willing to walk away from the wrong projects. This is a practical, no-BS conversation about design-build done right, along with CEO-level insights on leadership, culture, and scaling a construction company.  

Siemens is one of those absolutely giant, extremely important, fairly opaque companies we love to dig into on Decoder. At a very basic, reductive level, Siemens makes the hardware and software that let other companies run and automate their stuff. We spent a lot of time talking about what happens to jobs when Siemens automates everything — and what happens to a company like Siemens when the free trade era we're used to gets turned on its head. Links:  Siemens Energy CEO attends Trump meeting at Davos | Reuters PepsiCo, Siemens, Nvidia announce digital twin collaboration | PepsiCo Siemens spins off Healthineers majority stake | Reuters Siemens USA to train 200,000 electricians by 2030 | Siemens Subscribe to The Verge to access the ad-free version of Decoder! Credits: Decoder is a production of The Verge and part of the Vox Media Podcast Network. Decoder is produced by Kate Cox and Nick Statt and edited by Ursa Wright. Our editorial director is Kevin McShane.  The Decoder music is by Breakmaster Cylinder. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Through his decades of work in the brewing industry, many spent in R&D and quality at Sierra Nevada, Tom Nielsen has played a critical role in getting craft beer a seat at the broader brewing table. While industry advocacy groups were once dominated by macro brewers pursuing their own narrow goals, Nielsen (and a cohort of craft contemporaries) helped change the bigger conversation, connect ingredient producers and processors with brewer end users, and usher in a new golden age for hops flavor and aroma as well as malting-barley quality. Now Nielsen is tackling a new challenge—scaling down while maintaining the same rigorous approach to quality—as he builds the brewing program for the forthcoming Emberside Brewery in his home state of New Jersey. In this episode, Nielsen discusses: the development of the innovation process at Sierra Nevada perfecting Pale Ale and how the brewery prioritized R&D factors that improve packaged beer stability evaluating quality in crystal malts testing malt quality and consistency with equipment such as the farinator moving beyond visual inspection for barley and hops improving malt flavor with new (and old) barley varieties advances in pelletizing that retain more hop punch blending science, sensory, and a bit of art to achieve great beer And more. G&D Chillers G&D now offers their Elite 290 Micro-series with 5H chillers—bringing even more flexibility to their propane-powered lineup. In fact, they're building one right now for Red Clover Ale Co in partnership with Efficiency Vermont. It runs on a Natural Refrigerant with near-zero Global Warming Potential—projected to deliver around 10% more efficiency than A2L refrigerant systems. 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And with nationwide free shipping, there's never been a better time to try Dry Tropics. Order now at berkeleyyeast.com and experience the ease and impact of Dry Tropics London Yeast. PakTech This episode is sponsored by PakTech—delivering craft-beer multipacking you can trust. Our handles are made from 100 percent recycled plastic and are fully recyclable, helping breweries close the loop and advance the circular economy. With a minimalist design, durable functionality you can rely on, and custom color matching, our carriers help brands stand out while staying sustainable. Trusted by craft brewers nationwide, we offer a smarter, sustainable way to carry your beer. To learn more, visit paktech-opi.com. Indie Hops Strata Cryo The multilayered wonders of Indie Hops Strata are now easier than ever for brewers to tap into. Introducing Strata Cryo, in collaboration with Yakima Chief Hops. Whether brewing up a single-hop Strata IPA to wow customers with the depth of flavor this variety delivers or modernizing your flagship IPA to continue setting the highest standards, Strata T99, Strata CGX, Strata HyperBoost, and now Strata Cryo provide the tools for you to create your unique masterpiece. Indie Hops Strata. Life is short. Let's make it flavorful! Midea 50/50 Flex The Midea 50/50 flex is the industry's first dual compartment three-way convertible freezer. The 50/50 Flex is designed to flex with your life. It can convert to all fridge, all freezer, or half and half with just the touch of a button. Plus, with reversible doors and adjustable storage compartments, you can stay organized no matter your food-storage needs. The 50/50 Flex is also designed to maintain a stable temperature even in non-climate-controlled spaces. So it's perfect for your garage, man cave, or wherever you need a little more space. Maybe use all 20 cubic feet as a beer fridge! Check out Midea.com/us/ for more information on how to take your beer storage to the next level. Old Orchard If your brewery is using fruit juice concentrates, purees, and blends, then why not source everything from a one-stop shop? Old Orchard might be best-known for flavored blends, but if you need 100% purees or concentrates, then Old Orchard can likely help—even with options not listed on their website. Let Old Orchard know what you need at oldorchard.com/brewer. Brightly Software Brightly Software, a Siemens company, partners with organizations at every stage of their asset lifecycle journey. Brightly is a complete asset-management and operations software that enhances organizational sustainability, compliance, and efficiency through data-driven decision making. Streamline maintenance, simplify capital planning, and optimize resources with solutions uniquely designed to support long-term goals. Learn more at brightlysoftware.com. 2026 Brewers Retreat Tickets are on sale now for the annual Craft Beer & Brewing Brewers Retreat August 23–26 in the hop country of Yakima Valley, Washington. There's nothing like this fantasy homebrew-camp experience, as you brew in small groups led by some of the most inspiring brewers in the world—folks such as Vinnie and Natalie of Russian River, Ben from Breakside, Henry and Adriana of Monkish, Kelsey from North Park, Whitney from Grand Fir, Sean from Lawson's Finest, and more. This year we'll be brewing under the bines at Bale Breaker, and it's sure to be an unforgettable experience. Tickets are on sale now and going fast at brewersretreat.com.