Podcasts about Sikorsky

In this episode, we explore the journey to becoming a Deca Millionaire with Alexis Sikorsky, a successful entrepreneur and consultant. Alexis shares his incredible story of scaling a banking software company from zero to 11 million in revenue, navigating the challenges of the 2008 financial crisis, and ultimately selling his company for a substantial profit. He discusses the importance of due diligence when dealing with private equity, the common mistakes business owners make, and the mindset shift required to achieve true financial freedom. LinkedIn: Alexis Sikorsky www.asikorsky.com Amazon: Cashing Out, by Alexis Sikorsky Learn more about Relentless Value Coaching:  https://www.justingoodbread.com/coaching/

Sikorsky Chief Operating Officer, Audrey Brady, took part in the WICC Brown Roofing Melissa in the Morning Diner Tour to talk about Sikorsky's history in the city of Stratford and its impact locally, nationally and globally. Image Credit: Logo by Meghan Boyd, Edit by Eric Urbanowicz

Show Notes – Following FilmsEpisode Title: “GOING POSTAL: Filmmakers Tda Sallee & Jason Sikorsky on Gaming's Most Notorious Underdog”Hosted by: Chris MaynardGuests: Ted Sallee & Jason Sikorsky, directors of GOING POSTAL: THE LEGACY FORETOLDNow Streaming on VODEpisode Summary:Host Chris Maynard sits down with filmmakers Tad Sallee and Jason Sikorsky to unpack their five-year journey making GOING POSTAL: THE LEGACY FORETOLD—a bold, heartfelt, and cinematic deep dive into one of gaming's most controversial franchises. What started as a casual conversation in Tucson turned into an unexpected story of friendship, chaos, controversy, and creative grit.Set against the backdrop of the Arizona desert and steeped in gaming subculture, the film tells the behind-the-scenes story of Postal—a cult-favorite game infamous for its violence, and beloved for its refusal to conform. But at its heart, GOING POSTAL isn't just about a game. It's about two creators, Mike J. and Vince, and their decades-long fight to keep their vision alive.In This Episode:How a ramen lunch sparked a five-year filmmaking odysseyTucson roots and the strange comfort of seeing Arizona on screenThe evolution from YouTube docuseries to fully cinematic filmThe unexpected emotional core: Mike J., Vince, and the underdog bond that drives it allBalancing voices: how fans, historians, and critics helped shape the narrativeCourting controversy: how Postal leaned into the chaos—and whyWhy GOING POSTAL is more than a hot take on violent games—it's a story of survival and passion in indie gamingAbout the Film:GOING POSTAL: THE LEGACY FORETOLD chronicles the story of Postal, one of gaming's most infamous franchises, and the unlikely duo behind it. What unfolds is a decades-long journey filled with backlash, cult fandom, and a relentless belief in staying true to your vision.Now available on VOD – Stream it wherever you rent or buy films.Links & Resources:Watch GOING POSTAL: THE LEGACY FORETOLD now on VOD https://goingpostaldoc.com/Learn more about Postal and Running With Scissors: https://runningwithscissors.com/Read POSTAL by Brock Wilbur https://www.amazon.com/Postal-Brock-Wilbur/dp/1940535220Join the Conversation:Like what you heard? Subscribe to Following Films, leave a rating or review, and share your thoughts. Are you Postal enough?

It's time to ditch the drama and build real-deal trust

The work of the individual still remains the spark that moves mankind ahead. - Igor Sikorsky Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

In this episode of ScaleUp Radio, I sit down with Alexis Sikorsky, an experienced entrepreneur, coach, and author of the bestselling book Cashing Out. Alexis co-founded New Access in 2000, growing it into a €45-50 million business with 500 employees before successfully exiting to private equity between 2015 and 2019. Now, through Knight Scale, he provides coaching and advisory services to help fellow entrepreneurs navigate the challenges of scaling and exiting their businesses. This conversation is packed with hard-won lessons on what it takes to build, scale, and ultimately sell a business for maximum value. Alexis shares the critical mistakes to avoid, how to prepare for an exit from day one, and what founders should know before working with private equity. Key Takeaways: ✅ Focus on what's important, not just urgent – carve out time for strategic planning rather than just firefighting. ✅ Have a clear business strategy but be prepared to pivot when necessary. ✅ Maintain a "war chest" with at least 9 months' worth of expenses to ride out downturns. ✅ When seeking private equity, do your due diligence – vet firms thoroughly and create competitive tension.   Make sure you don't miss any future episodes by subscribing to ScaleUp Radio wherever you like to listen to your podcasts. For now, continue listening for the full story from Alexis.   Scaling up your business isn't easy, and can be a little daunting. Let ScaleUp Radio make it a little easier for you. With guests who have been where you are now, and can offer their thoughts and advice on several aspects of business. ScaleUp Radio is the business podcast you've been waiting for. If you would like to be a guest on ScaleUp Radio, please click here: https://bizsmarts.co.uk/scaleupradio/kevin   You can get in touch with Kevin here: kevin@biz-smart.co.uk   Kevin's Latest Book Is Available! Drawing on BizSmart's own research and experiences of working with hundreds of owner-managers, Kevin Brent explores the key reasons why most organisations do not scale and how the challenges change as they reach different milestones on the ScaleUp Journey. He then details a practical step by step guide to successfully navigate between the milestones in the form of ESUS - a proven system for entrepreneurs to scale up. More on the Book HERE - https://www.esusgroup.co.uk/   Alexis can be found here: https://www.asikorsky.com/ https://www.linkedin.com/in/alexis-sikorsky-consulting/   Resources: Cashing Out by Alexis Sikorsky - https://uk.bookshop.org/p/books/cashing-out-the-business-owner-s-guide-to-selling-to-private-equity-alexis-sikorsky/7660646?ean=9781781338476

In this special defence aviation episode of the Defence Connect Podcast, host Robert Dougherty catches up with Cliff Kyle, Sikorsky Australia general manager and former Royal Australian Navy Fleet Air Arm aerospace engineer, on the sidelines of the Avalon Australian International Airshow. The pair discuss the modernisation of the Australian Defence Force's rotary aircraft fleet, including: Uplift in the Australian Army's UH-60M Black Hawk helicopter capability. The servicing and operations of the Royal Australian Navy's MH-60R Seahawk helicopter fleet. Kyle's perspectives on workforce growth, apprenticeship plans, training and sustainable infrastructure. Enjoy the podcast, The Defence Connect team

The work of the individual still remains the spark that moves mankind ahead even more than teamwork - Igor Sikorsky Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

We look at Spirit Airlines exiting bankruptcy, fundamental changes at Southwest Airlines, the non-functional CVR in the Philadelphia Learjet crash, helicopter route restrictions around DCA, a bill permitting property owners to shoot down drones, the JetZero blended wing body (BWB), Sikorsky's “blown wing” VTOL, and countries looking beyond the F-35 for 5th-generation fighters. Aviation News Spirit Airlines exits bankruptcy 4 months after filing for Chapter 11 protection Spirit Airlines filed for Chapter 11 bankruptcy protection in November 2024. The airline continued operations through the proceedings. Spirit has reorganized its corporate structure, converted $795 million of debt into equity, and received $350 million in new equity from existing investors. Spirit changed its fare product structure with several tiers of premium seating. Southwest Airlines Threw Away Its Biggest Selling Point—And That's Exactly Why It Had To Start Charging For Bags Gary Leff writes, “Southwest is going to charge for checked bags, start expiring flight credits, and introduce no seat assignment basic economy.” Gary says this will end Southwest's product differentiation. Also that people are going to be bringing on a lot more carry-on bags, slowing down boarding. More carry-on bags means full overhead bins and customers having to gate-check bags. NTSB - Black Box from Plane in Deadly Philly Crash Never Recorded Audio On January 31, 2025, at 1807 eastern standard time, a Learjet 55 airplane, Mexican registration XA-UCI (call sign MTS056) was destroyed when it was involved in an accident in Philadelphia, Pennsylvania. The two pilots, two medical crewmembers, and two passengers were fatally injured. One person on the ground was fatally injured, 4 people were seriously injured, and 20 people incurred minor injuries. The airplane was operated as a Title 14 Code of Federal Regulations Part 129 air ambulance flight. The airplane was equipped with a cockpit voice recorder (CVR). The CVR was recovered from the initial impact crater under 8 ft of soil and debris and was sent to the NTSB Vehicle Recorders Laboratory, Washington, DC, for processing and readout. The recorder displayed significant impact-related damage as well as liquid ingress. After extensive repair and cleaning, the 30-minute-long tape-based recording medium was auditioned to determine its contents. The CVR did not record the accident flight and during the audition it was determined that the CVR had likely not been recording audio for several years. NTSB: Aviation Investigation Preliminary Report, Learjet 55, Philadelphia, PA Helicopter Route Permanently Closed After Deadly Black Hawk Collision with Plane After the NTSB highlighted the number of close calls in the DCA area, the FAA has permanently restricted helicopter flights. Excluded from the helicopter restriction are presidential flights, law enforcement flights, and lifesaving missions. The FAA is looking at other airports where different aircraft types share the same air space, including Boston, New York, Baltimore-Washington, Detroit, Chicago, Dallas, Houston and Los Angeles. NTSB urges ban on some helicopter flights at Washington airport where 67 people died in midair crash The NTSB recommended a ban on some helicopter flights in the DCA area. Chairwoman Jennifer Homendy said in just over three years, there were 85 close calls when a few feet (meters) in the wrong direction could have resulted in the same kind of accident. Tennessee congressman proposes allowing property owners to shotgun low-flying drones Tennessee Congressman Tim Burchett has sponsored HR1907, the Defense Against Drones Act [PDF] that would allow a property owner to use a shotgun to shoot down drones flying 200 feet or lower over their property. The bill also requires the property owner to report the aircraft and its registration number to the FAA within 60 days of the drone shooting. Related: S.F.

This episode is the second in a two-parter in collaboration with the Climate Migration Council, to highlight the Council's recent position statement on the linkages between security, climate change, and human migration.In December, A'ndre hosted Erin Sikorsky, Director of the Center for Climate and Security and a former Deputy Director on the National Intelligence Council, for a discussion on the national security implications of climate migration. The conversation centered on a new statement from the Climate Migration Council, co-authored by Sikorsky and prominent figures such as Leon Panetta, Michael Chertoff, Michael Morell, and Sharon Burke. The statement outlines urgent recommendations to address the security risks of climate change-driven displacement, including expanding the definition of security, investing in resilience, adopting anticipatory migration policies, and integrating climate migration into risk assessments.You can listen to A'ndre's conversation last week with Secretary Michael Chertoff on climate migration here.

On 16 July 1983, a British Airways Helicopters Sikorsky S-61 departed from Penzance bound for St Mary's in the Isles of Scilly, but they never make it. What went so terribly wrong on that fateful journey? Find sources and photos for this episode on our website: www.hardlandingspodcast.com Support is on Patreon: www.patreon.com/hardlandingspodcast Want to recommend an episode? Email us: info@hardlandingspodcast.com

The work of the individual still remains the spark that moves mankind forward - Igor Sikorsky Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

Before we resume discussing the US media tour, we see that Collins class submarine sustainment has been put on the government's Projects of Concern list. ASC, the company responsible, is legally owned by the Minister for Finance, so it's one Minister putting another on notice. When you add the review into the Australian Submarine Agency to the mix it seems there are problems with the entire submarine enterprise – but a mere two months ago the Chief of Navy criticised the media for being too negative. Next, vertical launch missile systems and the Lockheed Martin Mk 70 that holds Harpoon and SM-6 could easily go on the Arafura OPVs – an idea so good it will be totally ignored by the RAN. Finally, we visited Sikorsky in Stratford, the Lockheed Martin company building the UH-60M Black Hawk, currently being delivered to Australia. This is an excellent, reliable helicopter that will be easier for the Australian Army to maintain – especially with the money that they are throwing at it. Does it justify the decision to destroy the Taipan helicopter fleet? Of course not. Hosted on Acast. See acast.com/privacy for more information.

On this week's Defense & Aerospace Report Business Roundtable, sponsored by Bell, Dr. Rocket Ron Epstein of Bank of America Securities, Sash Tusa of the independent equity research firm Agency Partners, and Richard Aboulafia of the AeroDynamic advisory consultancy join host Vago Muradian to discuss Wall Street's sixth straight winning week; Boeing and machinists strike proposed deal that includes a 35 percent pay raise to end 5-week strike as the jetmaker moves to raise $25 billion in debt and stock plus borrow $10 billion; Bell decides to move V-280 Valor aerostructure work in house from Spirit AeroSystems; impact of the move what Boeing would pay for its former subsidiary; Airbus to cut 2,500 jobs from its defense and space business; partnership between L3 Harris and Embraer to jointly market the KC390 ends; L3 protests US Army's decision to award the HADES contract to Sierra Nevada; another multiyear to Sikorsky carrying UH-60 Blackhawk production through 2032; France bars Israeli companies from the upcoming Euronaval trade show in Paris; takeaways from the Association of the United States Army's annual meeting and The Aerospace Event; and what to expect next week at the National Business Aviation Association tradeshow in Las Vegas.

On this week's Defense & Aerospace Report Business Roundtable, sponsored by Bell, Dr. Rocket Ron Epstein of Bank of America Securities, Sash Tusa of the independent equity research firm Agency Partners, and Richard Aboulafia of the AeroDynamic advisory consultancy join host Vago Muradian discuss Wall Street ended the week strong before the Labor Day holiday, the US government hits RTX with a $200 million fine for improperly sharing technology with China as analysts ask whether more companies will also be penalized, Serbia orders Rafale fighters by Dassault Aviation while Thailand opts for the E- and F-model of the Gripen by Saab, whey Airbus and Sikorsky both decided against bidding for a UK helicopter contract, UK defense budget outlook as Starmer government makes clear cuts are coming, Britain and Germany strike a wide-ranging treaty that spans defense, science, technology and deeper economic cooperation, defense industrial implications as Germany's right wing AFD party gains ground in Thuringia, and Britain concludes arms being used by Israel in Gaza could be used in violation of international humanitarian law, immediately suspending 30 licenses for components for fighter planes, helicopters and drones.

On this week's Defense & Aerospace Report Business Roundtable, sponsored by Bell, Dr. Rocket Ron Epstein of Bank of America Securities and Richard Aboulafia of the AeroDynamic advisory consultancy, join host Vago Muradian discuss Federal Reserve Chairman Jerome Powell's statement that the central bank would cut interest rates by half a percent especially after employment figures were adjusted downward; Sierra Nevada wins the US Army's High Accuracy Detection and Exploitation System or HADES spyplane contract; Boeing sells 36 new AH-64 helicopters to South Korea, but the company's 777X jetliner is grounded after the company discovered a structural issue that will be expensive to fix; the last of 23 VH-92 helicopters were delivered to the Marine Corps by Lockheed Martin's Sikorsky as the president's new helicopter, but it can't replace aging Blackhawks and Sea Kings until the new aircraft is cleared to land on the White House lawn; companies like Bell that selected Spirit AeroSystems for defense aerostructures work are said to be considering ending those contracts after Boeing buys its former unit; and NASA decides two astronauts stuck in space since their Boeing StarLiner experienced problems on its maiden flight to the International Space Station will return to earth aboard a SpaceX Crew Dragon spacecraft in February.

Podcast Description: Welcome to Climate Correction, the podcast dedicated to exploring innovative solutions to the climate crisis. In this episode, we are joined by Maxwell Brodie, the visionary founder of Rain. Since its inception in 2019, Rain has been at the forefront of using autonomous technology to tackle one of the most pressing climate challenges: wildfires. Max shares the inspiration behind Rain's groundbreaking wildfire mission autonomy system, which aims to dramatically reduce response times and prevent small ignitions from becoming catastrophic fires. He delves into the growing severity of wildfires and their devastating impact on lives, economies, and the environment. We also explore how Rain's cutting-edge technology is poised to revolutionize wildfire response and management. Join us for a deep dive into how innovation and technology can create a safer, more sustainable future.  Show Notes: 1. **Introduction to Maxwell Brodie and his company, Rain**    - Background on Max's career and his commitment to creating positive social outcomes.    - Overview of Rain's mission and its founding in 2019. 2. **Inspiration Behind Rain**    - Max discusses the motivations and challenges that led to the creation of Rain.    - The increasing frequency and severity of climate disasters, particularly wildfires. 3. **The Problem of Wildfires**    - Statistics on recent wildfire impacts, including economic damage and loss of life.    - The role of wildfires in reversing climate progress and increasing greenhouse gas emissions. 4. **Technological Solutions and Rain's Approach**    - How Rain's autonomous aircraft can pre-position in high-risk areas for rapid response.    - The importance of early detection and quick suppression in managing wildfires. 5. **Autonomous Technology and Its Benefits**    - Enhancing operational safety and efficiency in wildfire response.    - Reducing pilot workload and increasing situational awareness through autonomy. 6. **Successful Demonstrations and Future Prospects**    - Details on Rain's collaboration with Sikorsky and successful autonomous Black Hawk helicopter tests.    - The potential for scaling these solutions to provide significant economic and environmental benefits. 7. **Reasons for Optimism**    - The economic and societal benefits of reducing wildfire response times.    - The vision for a future where catastrophic wildfires are prevented, and forest management is improved. 8. **Conclusion**    - Max's hopeful outlook for the future and the role of technology in mitigating wildfire risks.    - Final thoughts on the importance of continued innovation and support for climate solutions.

For review:1. US President and Secretary of Defense Statements on Former President Donald Trump assassination attempt.2. Israeli Prime Minister (Benjamin Netanyahu) press conference at IDF Headquarters in Tel Aviv. Prime Minister discusses strike on Senior Hamas Commander and reasons for the Rafah operation.3. IDF Chief of Staff Lt. General Herzi Halevi has no plans to resign.  Lt. General Herzi Halevi says he will make a decision once “the tasks are completed.”4. US Navy Carrier, USS Theodore Roosevelt (CVN- 71) arrived in CENTCOM Area of Responsibility on 12 July 2024- "to deter aggression, promote regional stability, and protect the free flow of commerce in the region.” 5. Five Countries to Purchase US ATACMS. Morocco was among the five nations covered by a new $227-million contract for the missiles. Estonia, Latvia, Lithuania, and Poland were also included in this order.6. Jordan and Croatia to purchase UH-60M Black Hawk helicopters (Sikorsky) in a deal worth $251.4 million.7. Slovenia announces modernization plans during the 2024 NATO Summit. Plans include new artillery systems, air defense systems and armored vehicles.8. Italy considers new aircraft tanker competition. Two potential contenders are Boeing's KC-46 and Airbus A330 MRTT. 9. Retired CJCS General Mark Milley comments on future US Military organizational structure: “Ten to fifteen years from now, my guess is a third, maybe 25% to a third of the U.S. military will be robotic.” 10. US to Close Down Gaza Pier. US Central Command tried to reattach the temporary pier to the beach in Gaza on Wednesday (10 July 2024),  but were unsuccessful due to bad weather and technical problems.

The work of the individual still remains the spark that moves mankind ahead even more than teamwork - Igor Sikorsky Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

Send us a Text Message.Welcome to The Helicopter Podcast, brought to you by Vertical HeliCASTS!In this captivating episode of The Helicopter Podcast, host Halsey Schider interviews David Horton, CEO of Schweizer Helicopters, to explore the rich history and enduring legacy of this iconic helicopter brand.David walks us through Schweizer Helicopters' journey, beginning in the late 1950s as part of Hughes Tool Company, gaining prominence during the Vietnam War, and transitioning through ownership by Sikorsky to its current standing under Schweizer Aircraft Corporation. In 2018, David and his team acquired the company from Sikorsky. His passion for the Schweizer brand and dedication to filling the void left by previous ownership is evident throughout the discussion.David shares his extensive career in the helicopter industry, including pivotal roles at Bell Helicopter, Heli-Dyne Systems, and Schweizer Helicopters. He addresses the unique challenges of supporting the existing fleet and highlights the significance of the refurbishment program, which aims to restore grounded helicopters to operational status. Additionally, David touches on the available supplemental type certificates (STCs) for Schweizer aircraft, such as the crash-resistant fuel system, and the initiative to modernize the helicopters with advanced glass panel displays.Throughout the conversation, David emphasizes the passion and commitment of the Schweizer team in revitalizing the brand and supporting their customers. For an engaging discussion on the history, challenges, and future of Schweizer Helicopters, tune into this episode of The Helicopter Podcast!Thank you to our sponsors Vertical Aviation International, Precision Aviation Group and Sellacopter. 

Monday July 1, 2024 Sikorsky and Derco to Pay $70 Million to Settle False Claims Charge

In the world of entrepreneurship, we dream about the BIG EXIT.   We talk about mergers, acquisitions and IPOs…  But there's one exit strategy that's often whispered about Selling to private equity.  Today, we're pulling back the curtain on this mysterious world with someone who's not only been through it, but has come out the other side a fan. … Sponsors Vanta - get 20% off security certifications like ISO27001 and SOC2: https://vanta.com/secretleaders Personio - all in one HR platform: https://personio.com/secretleaders -- Newsletter Sign up here: https://secretleaders.email/. You can find our historic newsletters here: https://www.secretleaders.com/episodes.

For review:1. Israel to Hamas: Make Hostage Deal or Rafah Operation.2.  Latest US Security Package to Ukraine is Record $6 billion. Includes additional Patriot interceptors,  HIMARS munitions, cannon artillery munitions (152mm & 155mm), UAS, and UAS Components, among other materiel.3. AP Report: Ukraine removes US M1A1 Abrams tanks from front line duty due to drone and UAV threat. 5/31 tanks have been destroyed since arriving in September 2023.4. France and Germany officially sign agreement on Main Ground Combat System (MGCS). French Defense Minister (Sebastien Lecornu): “the future of the tank and not the tank of the future” had been “at the heart” of the negotiations “because we both need the same tank by 2040.”5. German Defense Minister (Boris Pistorius): Russia is producing weapons and equipment beyond the need of frontline duty in Ukraine. UK Intelligence Report: Russia has the industrial capacity to produce at least 1,200 tank per year.6. Sweden to increase defense spending to 2.6% GDP by 2030.  Proposal to create 3 x Mech Infantry Brigades, 1 x Infantry Brigade, & 1 x Infantry Regiment. 7. What is the Army Aviation Strategy after the Future Recon Attack Aircraft (FARA) Program cancellation?8. US Army continues development of Future Tactical UAS (FTUAS) program. First Unit Equipped planned for 2026.9. Sikorsky plans to compete in the NATO Next Generation Rotorcraft Capability (NGRC) effort.  Also in the mix:- Bell & Leonardo (teaming) and Airbus.

In the latest episode of All Things Wildfire Podcast, Maxwell Brodie from Rain discusses the groundbreaking use of autonomous helicopters in combating wildfires. Brodie begins by outlining the immense scale of the wildfire crisis, showcasing instances where emissions from wildfires exceeded those of entire countries. He emphasizes the urgency of addressing this global challenge and highlights Rain's focus on powering the next evolution of initial attack, leveraging early detection, autonomous aircraft, and advanced wildfire simulations to contain ignitions rapidly. Through collaboration with Sikorsky, Rain has adapted autonomous Black Hawk helicopters for wildfire response, demonstrating their rapid suppression capabilities. Brodie explains how Rain's software enables these helicopters to perceive, understand, and suppress wildfires, optimizing payload use based on fire behavior and environmental conditions. This innovation marks a significant step forward in enhancing the effectiveness and efficiency of wildfire suppression efforts. Despite the challenges in building awareness and consensus for early detection and rapid response models, Rain remains committed to collaborating with fire agencies and innovation communities to overcome barriers. Brodie also shares a personal childhood experience during a wildfire, underscoring his deep-rooted motivation to develop technology that can prevent ignitions from escalating into catastrophic events. Looking ahead, the vision includes equipping fire stations of the future with autonomous aircraft, dynamically repositioned to address real-time threats, offering hope for more proactive and effective wildfire mitigation strategies. Key Highlights: Introduction to Rain and Autonomous Helicopters: Maxwell Brodie introduces Rain, a company specializing in autonomous vehicles, particularly helicopters for wildfire response. Scale of the Wildfire Crisis: Brodie highlights the staggering impact of wildfires, citing instances where emissions surpassed those of entire countries, emphasizing the global nature of the crisis. Next Evolution of Initial Attack: Rain focuses on powering the next evolution of initial attack, leveraging early detection, autonomous aircraft, and advanced wildfire simulations to contain ignitions rapidly. Collaboration with Sikorsky: Rain collaborates with Sikorsky to adapt autonomous Black Hawk helicopters for wildfire response, demonstrating rapid suppression capabilities. Adapting Autonomous Aircraft: Rain's software enables existing autonomous aircraft to perceive, understand, and suppress wildfires, optimizing payload use based on fire behavior and environmental conditions. Challenges and Collaboration: Building awareness and consensus for early detection and rapid response models pose challenges, but collaboration with fire agencies and innovation communities helps overcome barriers. Involvement with X-Prize: Rain acknowledges the role of X-Prize Foundation in promoting rapid wildfire containment technology and emphasizes the importance of community support in deploying such solutions. Personal Motivation: Brodie shares a personal childhood experience during a wildfire, fueling his passion to develop technology that could prevent ignitions from escalating into catastrophic events. The Future of Fire Stations: The vision includes fire stations of the future equipped to host autonomous aircraft, dynamically repositioned to address real-time threats. Challenges in Wildfire Response: Despite proximity to fire stations, wildfires pose significant challenges due to their unpredictable nature, emphasizing the need for innovative solutions like autonomous aircraft.

Sikorsky Aircraft is laying off hundreds of workers in the state who were involved with the canceled Army scout helicopter project. Around 400 Connecticut employees are losing their jobs, mostly engineers and digital technology workers in the scout program. The layoffs reportedly involve 350 Sikorsky workers in Stratford. We got some business perspective from Dan Onofrio, President of the Bridgeport Regional Business Council. How do the layoffs impact surrounding town businesses who rely on those workers? And when Sikorsky loses a military contract, what does that mean for the Connecticut businesses supplying Sikorsky with material to build their aircrafts? Image Credit: Reuters

Welcome to The Hangar Z Podcast, brought to you by Vertical Helicasts! This episode was recorded live from the floor of HAI Heli-Expo in Anaheim in March 2024, where we were able to interview the HAI Salute to Excellence Pilot of the Year Award recipient Mike Sagely. Sagely's path to becoming a decorated pilot isn't typical. After a successful college volleyball career that even included a stint on the U.S. Olympic volleyball team, Sagely enlisted in the U.S. Army in his mid-20s. His talent and dedication shone through immediately. He excelled in flight school, becoming a distinguished graduate, where he began flying the UH-60 Black Hawk helicopter. Sagely's impressive military career spanned 22 years. He served in Operation Desert Shield and Operation Desert Storm, later joining the elite 160th Special Operations Aviation Regiment where he flew special combat missions. His bravery earned him seven Air Medals, a Bronze Star, and countless valuable experiences. After retiring from the Army, Sagely continued his service by becoming a contract fire pilot and later joining the Santa Barbara County Fire Department. In 2009, he joined the Los Angeles County Fire Department (LACFD), where his leadership and abilities led to a swift promotion to senior pilot. His heroism during rescues and lifesaving missions has been recognized at LA County Fire with two valor awards and three separate rescue awards from Sikorsky. Sagely's dedication extends beyond flying. He credits his success to strong mentors throughout his career and actively mentors others, pushing them to grow and excel.  His leadership and mentorship are invaluable assets to the LA County Fire and the public safety aviation community as a whole. Thank you to our sponsors Precision Aviation Group, Anodyne Electronics Manufacturing and CNC Technologies. 

The work of the individual still remains the spark that moves mankind forward - Igor Sikorsky Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

In this episode, John updates us on where Piasecki Aircraft is on its company roadmap. There were some big announcements, which include its new R&D site in Pennsylvania, which was formerly of Sikorsky. We talk future growth plans, the gear-up to launch the world's first hydrogen-powered helicopter and Piasecki's plans to hire up to 400 workers over the next five years, as the company begins to scale up its production plans. John also talks about the company's $37 million grant from the US Air Force to develop 'next-gen VTOLs and hydrogen propulsion technologies', as well as Piasecki's partnership with Triumph Group. He concludes our conversation by sharing his thoughts on hydrogen propulsion.

Make sure to follow this week's guest Mark Sleboda on X at @MarkSleboda1 Find me and the show on social media @DrWilmerLeon on X (Twitter), Instagram, and YouTube Facebook page is www.facebook.com/Drwilmerleonctd   Announcer (00:06): Connecting the dots with Dr. Wilmer Leon, where the analysis of politics, culture, and history converge. Dr Leon (00:14): Welcome to the Connecting the Dots podcast with Dr. Wilmer Leon. I am Wilmer Leon. Here's the point. We have a tendency to view current events as though they occur in a vacuum, failing to see the broader historical context in which events take place. During each episode of this program, my guests and I have probing, provocative, and in-depth discussions that connect the dots between current events and the broader historic context in which they occur. This enables you to better understand and analyze the events that impact the global village in which we live on today's episode. The issue before us is the ongoing conflict in Ukraine and why does the United States keep throwing good taxpayer dollars after bad. To discuss this, we are joined by my guest Mark Sloboda. He's a Moscow based international relations and security analyst. Mark, as always, welcome back Mark Sleboda (01:18): Dr. Leon. Thanks for having me. It's always an honor and a pleasure to be on connecting the dots. Dr Leon (01:23): So it's been reported that an attack on a convoy of Ukrainian military equipment in the esque people's Republic was carried out with the use of short range ballistic missiles. And it also seems as though with all of this hand wringing in the US Congress about funding for Ukraine, all the US and NATO is doing, or seems to be doing, is sending more targets for Russia to destroy your thoughts, mark. Mark Sleboda (01:52): Yeah, there's some rather dramatic developments really under-reported in the Western press that have very large implications going forward for the conflict in Ukraine. The current situation on the ground, I think the Western mainstream media has finally their propaganda narrative bubble has finally burst. Look, in a span of how short a period of time we have gone from Ukraine is winning to (02:34) Stalemate, it's a stalemate on the battlefield to, oh my God, we're losing to Nigeria with snow. I mean, that's the rather dramatic change in the propaganda narrative, and I think we can see it reflected in the political elite as well with the panic and desperation that is starting to sit in and become rather obvious among European leaders who really have the most to lose from this conflict, rather other than the Kiev regime in Ukraine itself. And this all occurs, these latest incidents in the final weeks of and the aftermath of the Russian breakthrough of the Kiev regime's most heavily fortified fortress city, these extensive defenses and fortifications trenches, concrete bunkers, pill boxes, networks of tunnels, layers of minefields, you name it, Inca, which is really quite close to Dan City, and a western journalist a couple of years ago already referred to it rather poetically if quite awfully as a knife pointed at the heart of Dansk. (04:10) They meant that in a good way. Another way, of course, looking at it was a Jack boot pressed to the neck of the people of Donbass because it is from aca and the settlements shielded behind it that the Ki regime forces brutally shelled the people of Dansk for the last decade pretty much regularly. They didn't shell military facilities, they shelled civilian areas with artillery, with cluster munitions, with pedal mines. And this was to punish the people of done bus for choosing wrong, for not accepting the overthrow of the government by the Westback Maan butch back in 2014, and with the intention with driving Russian ethnic people who did not accept the new Ukraine into Russia. That was the intention and one of the primary reasons for the Russian intervention in the Ukrainian civil conflict, not the only one. There were security concerns as well, but this was loudly voiced as well. (05:22) And when the Russians broke through it aga, they did it rather dramatically towards the end. It ended up much shorter than say the siege of Bach Mu, despite the defenses in a DKA being considerably stronger, and this is because of a sea change on the battlefield. The KI regime's initial a integrated Soviet legacy air defense network, the backbone of which was the formidable S 300 systems had been largely deteriorated at this point already a few months ago. And on top of what hadn't been destroyed, they were absolutely out of interceptor missiles for it, and there were none left in countries that are now part of the west former Eastern Bloc countries. Their supplies were all exhausted. So there was an attempt to put together a hodgepodge piece meal air defense system not properly integrated with using Western systems, but that has also been attributed away over the last few months. (06:35) Russia launched an extensive campaign over the winter, and that was a primary target of their missile and drone campaign. So in afca, Russia fully unleashed the fab guided glide bombs on these defenses. And these are old dumb munitions with smart glide kits that turn them into precision weapons being able to fire from air at a distance of tens of kilometers. And because these are bombs, not artillery shells, they have a considerably bigger payload. They come in 500, 1000 and 1500 kilogram capacities and they just annihilate. I mean, if the Ki regime turns, say what they did pretty much to every building in the city, turning it into a mini fortress that has to be individually stormed one fab bomb, and it's gone. And particularly at the larger end, the 1500, they have an incredibly demoralizing effect on anyone within the radius of experiencing the explosion, the concussion and the like. (07:57) And in the closing days of a dka, according to the Russian Ministry of Defense, they dropped over 500 of these, oh my God, on the fortresses in just the last few days, right? So that's why they collapsed so quickly and dramatically at the end and why there was such a route. And they're able to do this now because they can fly with a considerable degree of impunity over the battlefield because first, the Soviet legacy and now the Western Air Defense system sent us a replacement, have largely been destroyed. And immediately in the aftermath of Dfca, the Russian forces far from being exhausted, as many Western military analysts drinking their own propaganda Kool-Aid tried to claim claiming high casualties as they always do without evidence to back it up other than the say so of the regime in Kiev. Russian forces were not exhausted because they had not suffered any considerable attrition because they had been standing off and dropping an extremely large bombs from Sue, 30 fours from fighter bombers on ev dca, which is what did at least at the end the majority of their work for them once they were already ensconced in the outskirts of the city. (09:24) So they continued on fallback positions in the next line of villages that Kiev regime forces had retreated to and were hastily trying to dig themselves in because they had not built proper defenses. And for instance, Laska and Severna lasted two or three days, and as Russia moved on the second line of villages even further, and we faced a real breakthrough in the Kiev regime defensive lines at this point, the Kiev regime became desperate to try to at least slow down. We're not even talking stop, but to slow down the Russian advance to give themselves more time to hastily dig as the Western headlines have now been talking about what the Kiv regime needs to do to dig new trenches, to dig new fortifications. So they moved a large number of what air defense systems they had left elsewhere in the country into an area far too close to the battlefield. (10:32) And Russia at this point, not only of course, enjoys air superiority over the contact line, but they also enjoy drone superiority. And Russia has put a rather larger number of military satellites into the orbit in the last year, last few months that have started to come online. So they were able to track these air defense systems fairly well, and it's more than just three patriot launchers that have been destroyed. Also, one of the remaining older S 300 air defense systems, several NASS air defense systems supplied by the US and Norway, and also a number of books and smaller systems. By my count at least 11 air defense systems have been destroyed in the last two weeks over the area immediately to the west of F dca. And this is adding to the butcher's bill. Previously, the Kev regime has adopted a new tactic in several areas. (11:50) We saw it over the sea of, we saw it also in Belgo where that Ill 76 transport plane shut down the KI regime shut down its own plane full of prisoners of war A couple of months ago, if you remember forced to admit it, they've been sending in an attempt to try to stop the Russian dominance of the skies. They've tried to use essentially not mobile air defense systems in a mobile capacity to set up ambushes for Russian planes to instill a degree of caution and restraint. But that has proven very costly for them because they've also lost air defense systems in that way as well, because of course, Russia was actively hunting them down and despite their claims to have shut down large numbers of Russian aircraft, there is zero evidence providing this zero. I mean, and there have been plenty of evidence, for instance, of the Kev regime's own aircraft, remaining aircraft being shot down when they're shot down. (13:06) There is video footage, there is air wreckage and the like. So really questionable claims they may have sacrificed other than this, of course, the POW plane, which everyone noticed, but that was an undefended transport plane flying in what it assumed a mission of peace bringing POWs for an exchange. So they've lost a huge degree of whatever hodgepodge air defense they had left. Now, Forbes speaking just of the events in F dca, not of the rest of it, says that just in those engagements that the Kev regime lost 13% of its air defense capacity speaking specifically of the Patriot systems provided to it. And that's on paper because they're not acknowledging earlier patriot systems that have been shot down. So I would suggest that they have at this point lost far more. They probably have a number of patriot launchers in the single digits left in Kiev, for instance, possibly in Odessa. (14:22) But the implications of this going forward is that Russian use of air superiority and even now close air support over the contact line is going to dramatically increase because there is no air defense left to deal with them, which means the pace of Russian advances are going to increase. And this is when even Western analysts and Ukrainians are talking about rather large concentrations of Russian forces behind the lines that have been built up but not committed yet. And there is the suspicion that they're going to launch a large scale big arrow offensive sometime later this year. In fact, the Kiev regime has just in the past week evacuated the entirety of Harko region. Some 85 settlements ordered the civilian evacuation because they fear a big offensive in the harko direction in the coming probably months, perhaps weeks. Dr Leon (15:36): President Biden told us during his State of the Union address that Ukraine can stop Putin, Ukraine can stop Putin if we stand with Ukraine and provide the weapons that it needs to defend itself. That's all he says. In fact, there are no American soldiers at war in Ukraine. My question is, who's operating these US supplied Patriot air defense systems and are there US special forces trainers that are on the ground training these forces? Mark Sleboda (16:14): Okay, so first to the last point, Joe Biden is lying genocide. Joe is flat up lying and we know it because the Western mainstream media has told us already in the summer of 2022 in the New York Times and the Washington Post talking about unusually large numbers of US intelligence and US and European commandos on the ground in Ukraine. Then later we heard there were hundreds of uniformed US troops on the ground, again from the western mainstream media that were doing tracking of Western supplied weapons. Now, if that's really what they were doing, then they weren't doing a very good job because it was only weeks after that we heard that the West couldn't track these weapons at all. So I mean either they were completely incompetent or they are doing something else on the ground Dr Leon (17:15): On top of them. Wait a minute, are these also, aren't these the same stories that a lot of these weapons are showing up in other battles in other countries? Mark Sleboda (17:24): Yes. Yes. With the idea that a tithe essentially of Western weapons is being sold through corruption in the Ukrainian military and the distribution networks off because of the prevalent corruption in the country to pad their own pockets. And then I don't think there's anything question about that. The Western mainstream media has long reported about that. In fact, early on, CBS noted that some 70% of the weapons supplied by the west were not reading the front lines. This was early on in the conflict. So on top of those commandos, we now the Russian government has long complained that these high-tech systems supplied by the west from the US in particular the high Mars and multiple launch rocket systems in the Patriot air defense systems, as well as some French air defense systems, Polish crab artillery systems, British storm shadows, cruise missiles, that these are all being operated by western military specialists who are being sent there under the guise of mercenaries or humanitarian and aid workers and the like, because it is impossible to train the Kiev regime forces in such a short period of time to operate these advanced western systems. (19:09) The Russian government's been saying this for a considerable amount of time, but this was confirmed by no less a person than the German chancellor Olaf Schultz, who in an apparent spat back and forth with the French leader, Emmanuel Macron, and to the British as well, when the British were pressuring Germany to deliver the Taurus missiles, the context of Ola Schultz is we can't do what the British, the French, and the Americans are doing and have people obliquely. He admitted that the West had their military forces on the ground operating their systems and that Germany could not be seen as doing that. And this was reinforced in these leaked military calls from the German Air Force planning, a series of cruise missile attacks inside Russia with the expected to be delivered towards cruise missile system, at least expected by them. The political elites in Germany aren't saying that, but they also revealed that the German cruise missiles could perhaps be operated on the ground by the rather large number of Americans of people on the ground wearing civilian clothes with American accents, which of course is a roundabout way of saying US military personnel not in uniform on the ground in Ukraine. (20:58) So I mean, they just have to Dr Leon (20:59): Be curious from Kansas that are wandering the fields and the step of Germany and Russia and Ukraine. Mark Sleboda (21:07): Yeah, they're not wearing boots. They're wearing ballet slippers or figure skates or something, I guess. So that's a lie. Second of all, the Kim regime can defeat. Well, Ukraine can beat Putin, right? The childish way that western leaders and media try to demonize any opponent down to just one leader and so forth. But if that was true, if Western military aid in Ukrainian regime hands was enough to beat Russia, then what happened over their failed summer counter offensive that was armed trained, financed intelligence planned and war gamed out by nato, primarily US by the Pentagon, that's who did it. They failed. They failed badly. They were mauled. They never even got past the first of Russia's five echelon defensive lines and suffered horrible casualties in the process. No one denies that. So there is no indication that however additional tens of billions of dollars of aid are sent that the West will ever again able to build an offensive force like they did for Ukraine in the summer offensive because they simply don't have the weapons in inventory to replace everything like that. (22:50) They do have some things, they got plenty of Bradleys if they want. Obviously they're very reticent to allow the rather small number of Abrams that they've sent to be used in combat. Four of them have been destroyed after just appearing on the battlefield in the last week. But the rest of the Western militaries that supplied weapons, they're tapped out. France, Germany, Denmark, the United Kingdom, they've all said, we can't supply anymore because we've already dug past our stockpiles into our own military supplies and we can't replace these systems fast enough. For instance, one French Caesar self-propelled Howitzer, a total of 36 of these between France and Denmark were supplied to the Kiev regime for the course of that offensive. And they're practically through all of them, they have very few of them left because Russia's been hunting them down. And also they are subjected to considerable wear and tear, and they're not actually built for high intensity combat like this, much like the US' M triple sevens and the Paladins and the like. But it takes the French 18 months, the French military industrial complex, 18 months. 18 months Dr Leon (24:20): To Mark Sleboda (24:21): Build one Dr Leon (24:22): That's a year and a half Mark Sleboda (24:23): One Caesar. But we heard that they have shortened that time to 15 months. Oh Dr Leon (24:30): Wow. That makes me feel a whole lot better. You just mentioned the leaked recordings from the German Air Force, and is it a coincidence that after these conversations were leaked where the Germans were talking about taking out bridges in Russia with cruise missiles that Victoria Newland resigns because there are some who say that her name was mentioned in on these tapes and that the German Air Force officers were really talking about conversations either they had with her or ideas that she was presenting about these attacks inside Russia? Mark Sleboda (25:16): Yeah, there's a possibility there, and if that is the situation, then it appears that she was probably forced out by the Biden administration. But are I think there are other considerations in play. Victoria Newland, the Queen NeoCon of the us, she's married to Robert Kagan who is the arch NeoCon of the United States. Robert Kagan, his books, check them out if you're unfamiliar with his sinister work. I would say she has long dominated through several presidencies US policy towards Ukraine. She was instrumental in the actual Westpac, my Don pooch, if not the key architect of it. She was caught on recordings with then US Ambassador Jeffrey Piat, talking about how they needed to midwife this thing, bring then Obama's Vice President Joe Biden into midwife it picking the new Prime Minister of Ukraine, Arsen Ya from the leaders, the figurehead leaders of the Maidan, and then famously saying F, the when the idea that the Europeans might want someone else for Ukraine's next prime minister was presented. So I mean she's been instrumental and she briefly left office during the Trump administration and then came right back. She has been serving as under Secretary for political affairs, which despite the rather kafkaesque bureaucratic name is actually the third highest official within the US Department of War. I'm sorry, not the US Department of War, US Department of State. My bad. Dr Leon (27:23): I can understand the confusion. Mark Sleboda (27:24): I said the difference. Yeah, she a third highest official and she was actually operating as the second highest official just below the Secretary of State for about a half of year when Wendy Sherman, the previous Deputy Secretary of State stepped down. So she was doing the number two and number three job and it was widely expected that she would be permanently assigned to that position, a permanently elevated to Deputy Secretary of State. But we found out that just a month ago she was passed over for this position by Kirk Campbell. The Biden approved someone else, and Kirk Campbell is an Asia specialist. He's a specialist on China, which to my mind tells me that the Biden administration is tiring of this conflict in Ukraine and they're already looking past it despite the bad situation. Their proxy regime is in to China, which may indicate a planned change of policy or at least prioritization or at the very least an unwillingness to escalate further, I say may. Dr Leon (28:48): So does that mean then that the Biden administration is now following along the previous Obama administration's tilt towards Asia? Mark Sleboda (29:02): Yeah, that's entirely possible. I believe that's what the Biden administration always wanted to do. They wanted the Middle East to remain quiet and it was not a priority for them. That didn't go out down so well. Just a week before the October 7th, seventh launching of the all Axel flood operation by Hamas on Israel, Jake Sullivan was in an essay talking about how nice and quiet the Middle East was, which allowed the US to concentrate on other areas. Well, that didn't go so well then since then. But they wanted the Middle East to be quiet. They expected to finish off Russia quickly. They expected their sanctions to destroy the Russian economy, Putin to be overthrown, and because of the economic commiseration of the country Dr Leon (29:58): They wrong Mark Sleboda (30:00): And that they would now, their biggest concern would be dividing up Russia into smaller pieces and how to go about that. That appears to have been their plan. Okay, so not so good on the plan thing, but then they hoped they thought that would be finished quickly and then to pivot hard to China. I think that was always their plan to finish Russia off quickly, ignore the Middle East and pivot hard to China. And none of that, of course has gone according to plan. So with A and B having failed, they're trying to go to C anyway in very likely the months at this point that they have remaining to them. And I think that the passing over of Victoria Newland for that is a sign that the Biden administration is already lost interest, possibly due to inability to achieve their desired goals and is shifting to the next goals that they can't probably accomplish even more so I would say if they think that they're going to defeat China in some type of conflict off of their own coast in the Taiwan Straits and South China Sea. But anyway, I expect that Victoria Newland was extremely unhappy about being passed over. She was probably, she can see the bureaucratic writing on the wall that the prioritization is changing away from her reason for existence, which is fighting Russia. And I think that that probably at least as much if not more so played a role in her deciding to quit or being forced out. We don't know the real truth of that yet, although I imagine that she won't be able to keep her mouth shut forever on that score Dr Leon (31:51): Or her husband. So political reports that France finds Baltic allies in its spat with Germany over Ukraine troop deployment, that France is building up an alliance of countries to open potentially that are open to potentially sending Western troops to Ukraine. That Mark sounds to me like there's a lot of tension within nato. And going again back to President Biden State of the Union, he told us America is a founding member of nato, the Military Alliance of Democratic Nations, and that to prevent war, we've made NATO even stronger, which is the point that I was trying to get to about this element of his speech that we've made NATO even stronger, and now he also assigns or attributes Finland joining NATO as evidence of NATO's strength. It doesn't sound like, it doesn't sound like it's all good in Mark Sleboda (32:59): Yeah, I mean definitely. I mean, Hungary and Slovakia of course are the most egregious examples of this because they are completely against the proxy war now being fought on Russia in Ukraine completely. They won't have anything to do with it. But yeah, there are definitely, I think tensions and cracks emerging and a bit of a panicked blame game going on right now with different European countries all trying to blame each other saying You haven't done enough. And with Macron coming out now in the aftermath of the taking of a DKA coming out and openly talking about putting NATO troops on the ground, I think this is not something that is a secret, something that has not been discussed for, and something that contingency plans are not already in place to do in the future. They just aren't in a political situation to have it said out loud. Now, I think that's the real problem that Germany and other countries have. It's causing them, no one is ready to do it now, and the fact that it has been brought up now, they see as politically detrimental to them in their own countries Dr Leon (34:29): As in the farmers' protests in Germany, Mark Sleboda (34:32): Yeah, in Poland, yes, Poland. I mean there are protests across Europe, but also, yes, the fragile coalition government in Germany, the rise of the A FD, the alternative for Germany, the alternative for Deutsche Man, yeah, party in Germany. These are all blowback from the European involvement in the conflict in Ukraine, and they just did not need this. Now, I think Macron has pointed out two things. One is that levels of escalation in this conflict, red lines that we will not cross in terms of escalation have been passed again and again and again. I remember back in February and March of 2022 when Joe Biden saying that US tanks and jets us would never supply tanks and jets to Ukraine because that would mean World War iii, right? But US tanks are now burning in the urban agglomerations of the Donez region, and US F sixteens are supposedly on their way within the next couple of months to the Kiev regime. (35:55) So again and again, these lines have been crossed, and I believe this line will be crossed eventually, but not yet. The second point, and Macron pointed this out, what we once thought was unacceptable has become normal operations repeatedly during this conflict as they've crawled further up or down the escalation ladder, however you choose to look at it. And he also then made a point that when French troops might be sent into Ukraine, when Russian forces move on Kiev or Odessa, which is most likely some time away, probably more than a year, maybe longer than that. So yeah, I mean, right now fighting Russia has a lot of advantages on the battlefield, but big advances can still be measured in a handful of kilometers, a tree line, a small village. (37:04) The writing is on the wall in terms of the logistics of a war of attrition and everything, but I think there's still a lot of hard ground slogging into the future. Macron sees that as well, so they're panicking now. I think he's right that when Russia moves towards Kia or Odessa, there will be probably greater support for his suggestions, but we've already seen support from the Baltics. The Baltic leaders have come out and said, yes, we're ready to send the handful of troops that we have now, because if there's anything the Baltics country need is to come out on the losing end of this conflict, having sent their own troops to war with Russia and having a NATO either fall apart or turned into a toothless tiger as a result of this really, really bad geopolitical move to my mind. I mean, because they're of course the most vulnerable. (38:05) They've got large populations of Russian ethnic populations that they have been rather seriously politically and linguistically culturally repressing, particularly over the last two years, even trying to expel as many Russian ethnic people from their countries as they can, practically inviting some type of Russian backed efforts against those governments in the Baltics, really not a smart move, but also Poland has made the Polish foreign minister Sikorsky back again, by the way, has also seemed to suggest contrary to statements by the Polish president, that at some point down the line, Polish troops could be sent into Ukraine and also Canada. Trudeau has also volunteered Canadian troops as well in non-combat roles of course, because that's what you do with your military troops. You send them into a conflict zone Dr Leon (39:16): Very as non-combatants Mark Sleboda (39:19): Like trainers. First you have trainers and advisors, then you have non-combatants. We know the way this goes, so obviously there is already, and check the Czech president has also suggested he is a former NATO official himself, a very big hawk on Russia, and he has also hedged his words and seemed to suggest that Czech might be able to consider it. So these are countries who are already coming out and we're just past aca, which is really only about 12 kilometers away from Donis city, right? I mean, there's a lot more to come and the panic and desperation will increase, and I think Macron will definitely find more countries down the road when it becomes completely impossible to deny as it will become in the future, the writing on the wall that the regime cannot hold militarily. The New York Times has already talked about the possibility, and I think it's a very strong possibility of later this year cascading collapses along the Kiev regime's, defensive lines, not me, but the New York Times has raised that as is talking to anonymous western military intelligence analysts about the probable course of the Ukrainian battlefield over the next half a year. Dr Leon (40:51): We mentioned Sweden joining NATO and Finland has joined nato, and we know about the very strong and robust social programs that those countries have because they, up until this point, have had a position of neutrality in conflict, which means they haven't had to send the public resources over to a defense budget. Now that that seems to be changing, are we looking at Finland and Sweden as having to shift those resources? We now see more NeoCon policy as well as what we'll call austerity measures. Can we expect austerity measures to creep their way into social policy in Finland and in Sweden? Mark Sleboda (41:49): Yeah, inevitably, I think we've already seen it to a certain degree. They've already, of course, suffered heavy economic consequences from their own sanctions on Russia, probably more significant than have been experienced by the Russian economy. Finland in particular did a very good cross border business. I was on the Finnish Russian border just a year ago at kind of a wilderness vacation place on the border there, well, actually a couple of years ago before the conflict, but very nice, and it was normal to cross the border from Russia and Finland to go to the store, for instance. Someone had this better, someone had that better, and there was a great deal of cross border business that has immensely suffered as a result already hurting the finish economy. The Swedes have suffered the same thing, perhaps to a lesser degree without sharing an open border, but experienced it as well, and now, I mean they've exhausted a great deal. (42:58) Finland and Sweden have both provided outsized military resources to the Kiev regime already, and those resources like so much else, are largely gone. They're either up in smoke or filtered away in the Kiev regime's corruption, so on top of the Kiev regime, of course, loudly demanding more, more, they also have to replenish their own military stocks, and now they have to militarize their own borders, which were UNM militarized, particularly in the case of Finland, which has a very large border. It was demilitarized, it was not a militarized border. There was police presence, but it was not a militarized border that is now changing and of course, facing the prospect of Finland joining NATO and US forces on finished soil, Russia has reordered, completely changed military districting on the border there and provided tens of thousands of new troops to be placed on the border as having to potentially deal with US troops being stationed in Finland as defensive contingencies, Finland is going to bear an increased burden with military. I do not see how this makes them more secure than they were before. I mean, they weren't targeted with nuclear missiles, and now they will be. (44:36) I guess that is the price of joining the cool Western Kids Club in nato, which it seems that the Finnish political elite wanted more than not creating economic and military problems with their much larger southern neighbor. Dr Leon (44:57): I read a story recently that elite units of Ukrainian armed forces are discussing overthrowing zelensky. Is that a rumor? Any traction of that story there in Moscow and any insight into commanders and soldiers in elite units of the Ukrainian armed forces? They're dissatisfied with the reshuffling of the leadership and they're talking about ousting VMI Zelensky. Mark Sleboda (45:30): Yeah. When Zelensky got rid of zany, and let's be clear, this didn't happen because of his military failures on the battlefield. It was done for political reasons because he saw zany as a threat as possibly running for president himself for staging a military coup and the possibility there were plenty of signs that the US was actually for a time considering switching horses, which is why he forbade elections in Ukraine, citing the martial law emergency powers, and so that he didn't have to face zny in an election, which the polls say he would've lost because zany has more support in the country than he does now. He didn't only get rid of ny, he got rid of whole streams of top down to low level commanders who were seen as loyal to ny. There was a huge reshuffling or replacement of Ukrainian of the Kev regime's military leaders. As a result of this, there's a lot of embittered military people because of this. We don't need to look in secret telegram chat rooms to hear this discussion because Dr Leon (46:56): Regime, which is where this story was originally attributable, yeah, the Mark Sleboda (47:00): Story is sourced from here, but there have already been open public statements by Kiev regime, military commanders on the battlefield saying to the Ukrainian journalists, this is wrong. There was a list signed by hundreds of Ukrainian military commanders serving on the battlefield, a petition asking Zelensky to get rid of Ky, whom he chose to replace Zelensky, whom is known as the Dr Leon (47:38): Butcher, the butcher Mark Sleboda (47:40): By his own forces, not because of the opponents that he kills, but because of his careless attitude towards the lives of his own people. So they made an Dr Leon (47:54): That's not a good moniker. As a commander, you don't want your own forces seeing you in the light of butchering them. Mark Sleboda (48:04): Yeah, I mean, my military experience tells me that that would not be the type of military commander that I wanted. Certainly, and I seriously doubt that they do as well. Plus Sirki is actually ethnic Russian. He was born in Russia in the Soviet Union. His family still lives in Russia, and they're actually quite Russian patriotic, so it's a rather bizarre situation, and in many ways there's a lot of Dr Leon (48:30): Parallels. It makes for a tough Christmas dinner. Mark Sleboda (48:32): I don't think it makes for a Christmas dinner at all. I'm pretty sure, and there are definitely parallels with the US Civil War to be drawn there and with so many other families across Russia and Ukraine. But yeah, they've made demands of Zelensky public demands that they replace, that they bring back zany and get rid of ky, and of course that was ignored and large numbers of those commanders were replaced. But if they're discussing it openly and he's already taking this vengeful action against them, there's no great surprise that they are talking about it in what they believe to be secret chat rooms about taking it into their own hands. It's rather interesting, of course, that the Russian intelligence chose to make this public because if they have penetrated this chat room, you can be totally sure that the key regime's military intelligence, let's say Ka bov loyal to Zelinsky, has penetrated this as well, and by going public with it, Russia might be forcing Zelinsky hand to take action against these coup plotting, even if it's in the very nascent, we hate this guy, why can't we get rid of him? Stage of, shall we say, trash talk. It might be forcing Zelinsky hand to take action now, probably because Russia sees Zelensky and KY in charge of the key regime, political and military as far better for them than ny, whom was not a brilliant military commander, but perhaps not an entirely incompetent one either. Dr Leon (50:36): Switching gears, the cradle is reporting US proxies fear, Afghan style withdrawal from Syria. The Syrian democratic force is the SDF. They're fearing that their US patrons will abandon them in favor of closer ties with Turk, what's happening here with the US military, their Kurdish proxies occupying northeast Syria and fearing a Afghan like pullout. Is that a serious cause for concern? Mark Sleboda (51:13): I mean, that has been a serious cause for concern since 2016, right? The Kurds have been thrown different Kurds, but Kurds have been thrown under the bus by the US government after having been turned into proxies again and again by the United States in Iraq multiple times in Syria, previously against Turkey. Turkey Dr Leon (51:38): Going all the way back to HW Bush, Mark Sleboda (51:40): Yes, Dr Leon (51:42): Throwing the Kurds under the bus. Yes, Mark Sleboda (51:44): It's primary routine, which really amazes me that Kurds keep willing to be US proxies when they see the long history, not just of the US abandoning proxies like say in Afghanistan, but the US specifically abandoning Kurdish proxies before and abandoning these same Kurdish proxies. When Turkey advanced into northern Syria, they still, of course controlled northern Syria while the US illegally military occupies East Syria. They with just withdrew their forces and said, we're not going to defend you. Sorry. You should probably pull back or the Turks will wipe you up. I mean, that has already happened. The Turks regard the SDF as the YPG, the Syrian branch of the PKK, which is opposed to the Turkish government and fighting for the cause of a Kurdish ethnic nation state that would have to be carved out of parts of Turkey, Syria, Iraq, and perhaps Iran. They are the biggest ethnic people in the world that do not have a nation state. (52:55) And it was inevitable that at some point, if the US failed to overthrow the government in Damascus with their jihadi regime change, that they would at some point leave East Syria and they haven't done so yet. And despite the rumors to the contrary, I don't expect them to do so in the near future, but it is inevitable at some point is you can't maintain an open-ended occupation of a very large amount of territory forever, despite sitting on the Syrias valuable oil and wheat fields preventing the economic stabilization of the country seemingly out of spite geopolitical spite. If nothing else, you can't maintain this forever, especially with the increase in the number of attacks on US bases in Syria and Iraq from local resistance groups like Katai, Hezbollah who don't want the US occupying their countries, right, meaning Syria and Iraq. There's certainly a cost that has to be paid there, but the cost is still not extremely high, and Biden already being seen as responsible for the disastrous Vietnam style withdrawal from Afghanistan leading the Taliban to completely retake the country in rather embarrassing fashion. (54:40) He does not want to be seen the same role in Syria, I think certainly not in the next year. Perhaps if he wins reelection against all odds, then there might be a possibility in his next administration. But a word of warning, if we do see Biden moving troops out of Syria and Iraq, the reason would probably be that they intend to strike Iran and they're moving their forces out of the range of Iranian ballistic missiles that would target them if that happened. There's a history of us withdrawals preceding attacks elsewhere when the US pulled out of Afghanistan. We found out later from the US Secretary of State that withdrawing from Afghanistan allowed the US to provide the resources to the Kiev regime in Ukraine that they would not have been able to do otherwise. So it seems that they already had intentions towards that regard, so watch it. If Biden does pull out of Syria, it may not actually be good for the Syrians or for anyone else in the region. It might actually be a signal that the US intends to escalate towards Iran. Dr Leon (56:08): Is there a possibility in terms of signaling here that we look at, of course, Hamas in Gaza, Hezbollah is now talking about escalating in terms of coming through Lebanon. If this thing were to grow even more full, great even more bringing Iran in, you've got Ansar Allah in the game, does Syria get in the game as well? And so could the United States move out of Syria, be in preparation for a larger conflagration of that nature? Mark Sleboda (56:52): Yeah, I don't see that. First of all, I think the US and Iran are still doing everything possible to avoid direct conflict with each other, hence the stand down by Katai Hezbollah saying they wouldn't attack US military bases any further. And it is actually Israel who is talking about escalating against Hezbollah in Lebanon. I think the US and Iran are both doing everything they can to maintain their state's dignity and still dance around each other, avoiding direct conflict in the Middle East. That said, Israel is doing everything possible to incite conflict between the US and Iran, which makes that a non guarantee. But the Syrian government is in a very weak position economically. The US is still illegally occupying the entirety of the east of the country, including the country's oil and wheat resources. The country is, the government is unstable, it's economic, very hard times, and Turkey is still occupying the entirety of the north of the country, and they still have a hundred thousand jihadi under arms occupying those territories in northern Syria. And of course the US military occupation forces alongside the Kurdish YPG in East Syria. The Syrian government is in no geopolitical or military shape to contribute to a fight. I do not see this blowing up because no one wants to go to war with the US over Gaza. No one except for our sala. Dr Leon (58:45): Final question for you. The United States relative to Syria developing stronger ties with Toa, how can the US make Reproachment in this manner when Erdowan is so erratic and undependable? Mark Sleboda (59:05): Yeah, I don't think they can. Does Dr Leon (59:06): That make sense? Mark Sleboda (59:08): Yeah. I think Erdowan has become a perennial thorn in their side that they constantly need to keep appeased to prevent him from, shall we say, flipping into the bricks Eurasian camp, and Erdogan routinely plays the US and Russia off of each other to what he sees as his country's advantage. The US support of the Kurds in East Syria, of course, has infuriated him, as has the US withdrawal of the F 35 program from Turkey when Erdogan bought the S 400 Air defense system Dr Leon (59:50): From Russia, Mark Sleboda (59:51): Yes, from Russia, he also regards the US as at least being, if not complicit, then at least having knowledge of the coup attempt against him several years ago. Very bad relations there. The US cannot rely on Turkey and Turkey. Well, it sees itself as being betrayed by the United States. I don't see any ability to improve relations between the two until there is regime change perhaps in the United States, but more than likely it will require Erdogan passing on one way or another for a substantial change in Turkish US relations. Dr Leon (01:00:37): I know I said that was my last question, but this is my last question. Since you mentioned the coup in Turk a few years ago, Golan is still, I believe, somewhere in Pennsylvania at a property in Pennsylvania. Are you surprised that he has not been turned over to Turk as a way of appeasing erdowan, and do you think that Golan can be fairly confident that he's not going to be turned over as a fig leaf for better relations? Mark Sleboda (01:01:16): Yeah, I think the US constantly sees him as a bit of leverage. The US likes to keep shadow governments in place for just about every country in the world. Somewhere in the United States, leaders forces Dr Leon (01:01:30): The Shah's Sun is still roaming around Northern Mark Sleboda (01:01:32): Virginia. The Shah's son, Joe Biden just declared Yulia Navalny and then Yolanda, whoever she is, to be the new leader of the Russian opposition. You've got Juan Gau still out there. This is actually absolutely normal. There are entire communities outside Langley that are just exist of us backed shadow governments ready, waiting to be installed in foreign countries. But I have to say that I don't actually think the Golan movement had anything to do with the coup against Erdogan that occurred several years ago. This was almost entirely, once again, a military attempt to restore a kaist state in Turkey against Erdogan's Islamism. It was just sprung early by the Turkish government under what it believed to be controlled conditions, and then rather than admitting a secular Islamist divide in the country, they simply blamed it on a convenience scapegoat, which was the ING gong. I don't think that he actually had anything to do with that QI think that's just a rather vocal if unconvincing bit of Turkish propaganda that everyone has just played along with. So as not to anger Erdogan. In fact, the Russian president when asked about it a couple of years ago, when asked about their responsibility for the coup, his comments were pretty much to the point of if Erdogan says that's what happened, who am I to say otherwise? Dr Leon (01:03:26): Mark Sloboda, man, thank you so much. I always appreciate you carving out the time for me and for the show that you do. Mark Shada, really appreciate you joining me today. Mark Sleboda (01:03:38): Thanks for having me. Dr Leon (01:03:40): And folks, thank you all so much for listening to the Connecting the Dots podcast with me, Dr. Wiler Leon. Stay tuned for new episodes every week. Also, please, please follow and subscribe, leave a review, share the show. We're growing tremendously, but we can only grow as you allow us to follow us on social media. You can find all the links below in the show description. And remember, folks, that this is where the analysis of politics, culture, and history converge because talk without analysis is just chatter, and we do not chatter on connecting the dots. See you again next time. Until then, I'm Dr. Wier Leon. Have a great one. Peace. We're out Announcer (01:04:31):  

Welcome to The Hangar Z Podcast, brought to you by Vertical Helicasts.In this two-part series, we sit down to talk about Anodyne Electronics Manufacturing and how they are helping to improve the public safety aviation industry. Joining us for this conversation is Tony Weller the Director of sales and marketing for AEM and Sean Rickards the chief pilot and Director of Operations for Yellowhead Helicopters.Tony Weller has been with AEM for over 7 years. Tony also spent many years working in the education field as a teacher and Head of Department, with positions in Australia, the UK, and Canada.Sean Rickards is a professional pilot with over 30 years of experience with over 10,000+ flight hours.In 2001, Sean joined Yellowhead Helicopters as a Base Manager and, within a few years, earned the position of Regional Manager for Yellowhead Helicopters' northern operations. In 2014, Sean was appointed as the Director of Operations for Yellowhead Helicopters. During his tenure, he played a pivotal role in guiding the company through a significant period of growth as the company expanded to over 40 aircraft.  His passion for aviation, dedication to safety, and ability to navigate complex operations have firmly established him as a respected figure in the helicopter industry."Yellowhead Helicopters is a privately held Canadian company that has been providing commercial helicopter solutions to the public, industry and government since 1975.From helicopter bases strategically located throughout British Columbia and Alberta they have a wide mission set that includes aerial firefighting, utility work and tourism which includes heliskiing for over 45 years. For more than a decade, Anodyne Electronics Manufacturing (AEM) has provided customer-driven solutions to the aviation industry with the design, development, and manufacture of avionics. They are an approved OEM supplier of aircraft components to several helicopter OEMs such as Bell, Boeing, Leonardo, Airbus Helicopters, and Sikorsky. This is a very interesting conversation that highlights AEM's commitment to developing outstanding mission equipment with the input of the end user.Thank you again to AEM for sponsoring this episode of The Hangar Z Podcast. 

Those of us who have enjoyed a life in aviation need to face a simple truth; that all the safety knowledge in the world is useless if we don't successfully pass it down. Our guest today is J Heffernan. J is a lifelong aviator with a wide variety of experience, from flying in presidential unit HMX-1, to working in safety roles at HAI, Sikorsky, and Air Evac Lifeteam. Since 2018, he's helped run Helicopter Safety Alliance, an organization devoted to bringing SMS knowledge to small operators. In this conversation, I'll speak with J about the lessons he's learned through his illustrious career. He'll tell us about his roots in the military, and how they informed his approach to his civil career. J will recount an inadvertent IMC event he survived, and how it changed his perspective on safety. Then, we'll speak about breaking down barriers; how competitors in the industry can work together to reduce accidents for all. And, much more. 

Welcome to The Hangar Z Podcast, brought to you by Vertical Helicasts.In this two-part series, we sit down to talk about Anodyne Electronics Manufacturing and how they are helping to improve the public safety aviation industry. Joining us for this conversation is Tony Weller the Director of sales and marketing for AEM and Sean Rickards the chief pilot and Director of Operations for Yellowhead Helicopters.Tony Weller has been with AEM for over 7 years. Tony also spent many years working in the education field as a teacher and Head of Department, with positions in Australia, the UK, and Canada.Sean Rickards is a professional pilot with over 30 years of experience with over 10,000+ flight hours.In 2001, Sean joined Yellowhead Helicopters as a Base Manager and, within a few years, earned the position of Regional Manager for Yellowhead Helicopters' northern operations. In 2014, Sean was appointed as the Director of Operations for Yellowhead Helicopters. During his tenure, he played a pivotal role in guiding the company through a significant period of growth as the company expanded to over 40 aircraft.  His passion for aviation, dedication to safety, and ability to navigate complex operations have firmly established him as a respected figure in the helicopter industry."Yellowhead Helicopters is a privately held Canadian company that has been providing commercial helicopter solutions to the public, industry and government since 1975.From helicopter bases strategically located throughout British Columbia and Alberta they have a wide mission set that includes aerial firefighting, utility work and tourism which includes heliskiing for over 45 years. For more than a decade, Anodyne Electronics Manufacturing (AEM) has provided customer-driven solutions to the aviation industry with the design, development, and manufacture of avionics. They are an approved OEM supplier of aircraft components to several helicopter OEMs such as Bell, Boeing, Leonardo, Airbus Helicopters, and Sikorsky. This is a very interesting conversation that highlights AEM's commitment to developing outstanding mission equipment with the input of the end user.

In this episode of The Real ResQ, we are joined by Claude Morrissey, U.S. Coast Guard (USCG) Rescue Swimmer 537. Morrissey had an amazing time serving in the USCG and loved being a rescue swimmer. In this conversation, he recalls great times at each of his units and some of his most memorable rescues.  His first unit was in Houston, Texas. In his first 24 hours of duty after being qualified as a rescue swimmer, he was called out for two people missing, then a medevac and then a boat on fire. That's a busy first day of duty! Morrissey took us through a few more rescues that stood out to him in Houston. He earned an Accommodation Medal, as well as earning the CG Foundation Award, alongside his crew. This was a rescue of four people hanging onto a boat that was almost completely sunk. He shares another story in which he rescued two guys in a raft with sharks swimming under them. Next, we talk about a couple rescues out of Cape Cod, Massachusetts. While there, he earned a Sikorsky award for getting guys out of yet another raft.  The next story is where he earned an Air Medal for a rescue 245 nautical miles offshore. From Cape Cod, we transitioned our conversation over to Kodiak, Alaska, where Morrissey had two memorable rescues. One was of a boat that ran aground; the other found him on the edge of an extremely steep slope.  Lastly, we go down to Elizabeth City, North Carolina, where we talk about five rescues. One of these stories was the assistance of a sailboat in distress, which required a landing on the USS Cole. Next, Morrissey talks about a critical patient rescued off a cruise ship. Then we discuss a rescue where they later found out that one of the persons involved was a billionaire. We also get to hear about the wild story of two pilots having to eject out of their plane after a mid-air collision. We finish our conversation discussing Morrissey's very last rescue. Enjoy!   https://verticalhelicasts.com/the-real-resq-podcast/ https://www.facebook.com/therealresq https://www.instagram.com/therealresq   This episode is brought to you by Vertical Helicasts Thank you for sponsoring this episode of The Real ResQ; Breeze-Eastern, https://www.breeze-eastern.com/

In this episode of The Real ResQ, we are joined by Claude Morrissey, U.S. Coast Guard (USCG) Rescue Swimmer 537. Morrissey had an amazing time serving in the USCG and loved being a rescue swimmer. In this conversation, he recalls great times at each of his units and some of his most memorable rescues.  His first unit was in Houston, Texas. In his first 24 hours of duty after being qualified as a rescue swimmer, he was called out for two people missing, then a medevac and then a boat on fire. That's a busy first day of duty! Morrissey took us through a few more rescues that stood out to him in Houston. He earned an Accommodation Medal, as well as earning the CG Foundation Award, alongside his crew. This was a rescue of four people hanging onto a boat that was almost completely sunk. He shares another story in which he rescued two guys in a raft with sharks swimming under them. Next, we talk about a couple rescues out of Cape Cod, Massachusetts. While there, he earned a Sikorsky award for getting guys out of yet another raft. The next story is where he earned an Air Medal for a rescue 245 nautical miles offshore. From Cape Cod, we transitioned our conversation over to Kodiak, Alaska, where Morrissey had two memorable rescues. One was of a boat that ran aground; the other found him on the edge of an extremely steep slope.  Lastly, we go down to Elizabeth City, North Carolina, where we talk about five rescues. One of these stories was the assistance of a sailboat in distress, which required a landing on the USS Cole. Next, Morrissey talks about a critical patient rescued off a cruise ship. Then we discuss a rescue where they later found out that one of the persons involved was a billionaire.  We also get to hear about the wild story of two pilots having to eject out of their plane after a mid-air collision. We finish our conversation discussing Morrissey's very last rescue. Enjoy! https://verticalhelicasts.com/the-real-resq-podcast/ https://www.facebook.com/therealresq https://www.instagram.com/therealresq   This episode is brought to you by Vertical Helicasts Thank you for sponsoring this episode of The Real ResQ; Breeze-Eastern, https://www.breeze-eastern.com/

This week, host Jon Olson’s guest is Erin Sikorsky, Director of the Center for Climate and Security, and they discuss the nexus of climate change and American national security interests.

This week, host Jon Olson's guest is Erin Sikorsky, Director of the Center for Climate and Security, and they discuss the nexus of climate change and American national security interests. 

National security begins with food and water security. Erin Sikorsky, Director of the Center for Climate & Security, joins BI analysts Eric Kane and Andy Stevenson to explain how climate is changing how the US military looks at national security and their role in aiding disaster recovery efforts. Sikorsky also discusses how climate change is shaping the role of the military in China, Pakistan, and elsewhere. This episode was recorded on August 30th.See omnystudio.com/listener for privacy information.

The Former US Drug Czar is warning parents about vaping pens disguised as school supplies like highlighters and USB drives. Gary MacNamara joined the conversation and discussed the importance of talking to your kids about the dangers of vaping. ((00:00)) For the first time on WICC, we welcomed Education Commissioner Charlene Russell-Tucker. We spoke with her about the upcoming school year. We tackled teacher shortages, goals for K-12 students dealing with learning loss and handling bullying inside and outside of school. ((16:06)) Senator Kevin Kelly stopped by to talk about the state's goals for electric vehicles and how you can submit comments regarding the potential changes. We also talked about a big win for Stratford-based Sikorsky, Stratford officials approving cannabis-based companies and a shooting outside Amazon in Stratford feels like living in the wild, wild west. ((29:22)) IMAGE CREDIT:  iStock / Getty Images Plus

  The work of the individual still remains the spark that moves mankind ahead even more than teamwork - Igor Sikorsky Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

As a father, I could never imagine the pain and heartache that my guest, Ryan, a veteran and NASA employee, faced as he fought for custody of his son. The twists and turns in his story – including his lawyer committing suicide during the family court case – will leave you on the edge of your seat. Join us as we discuss the reality of veterans and fathers facing suicide, and Ryan's own story of choosing between working for SpaceX or Sikorsky, and how his life could have been different. In our conversation, we explore Ryan's journey to Afghanistan to make money to support his family, his PTSD after coming back, and the experimental aircraft he was working on while at NASA. Hearing about his experiences being woken up twice a week due to rocket attacks, and the story of pilots who died in a crash while testing the 450/550 commercial aircraft for the Chinese, will give you a profound appreciation for the sacrifices and resilience of our veterans and fathers. Our discussion with Ryan concludes as we delve into his ongoing battle to secure custody of his son after his son's mother tragically died in a motorcycle accident. Ryan shares how he was able to connect with his son's mother and how it changed his life, and later, how he eventually won the court case, which involved changing his son's name and transitioning him to Delaware for his therapy and medical needs. This episode is not only a testament to the strength and determination of fathers like Ryan but also serves as a reminder that there is always help available for those who need it. --- Send in a voice message: https://podcasters.spotify.com/pod/show/thefatherstruth/message Support this podcast: https://podcasters.spotify.com/pod/show/thefatherstruth/support

Kevin and I look forward to talking with a great role model in aerospace: Rachel Garza. After receiving her degree in aerospace engineering from Embry-Riddle Aeronautical University, Rachel started her engineering career at the NASA Johnson Space Center in Houston, where she worked as an astronaut instructor for the International Space Station program and served as a flight controller in the Mission Control Center. After 9 years in that role, she left TX to work as a systems engineer at GE Aviation in her home state of MI. She spent a year in that role before being hired into her dream job at Sikorsky Aircraft, working as a helicopter flight test engineer. Rachel is now a propulsion flight test engineering manager with Sikorsky, a Lockheed Martin company, in West Palm Beach, FL. She leads the team responsible for all aspects of propulsion system flight testing conducted on helicopters designed by Sikorsky Aircraft. Stay tuned after for our takeaways. --- Support this podcast: https://podcasters.spotify.com/pod/show/shawna-christenson2/support

A replay of our conversation with Igor Sikorsky III from Episode 144, published on April 19, 2011.

On this week's Defense & Aerospace Report Business Roundtable, sponsored by Bell, Dr. Rocket Ron Epstein of Bank of America Securities, Sash Tusa of the independent equity research firm Agency Partners, and Richard Aboulafia of the AeroDynamic Advisory consultancy join Defense & Aerospace Report Editor Vago Muradian to discuss how US and overseas markets view a possible US debt default and how this latest debt drama is driving the development of new reserve currencies as an alternative to the US dollar including the Euro, prospect of future interest rate hikes by the Federal Reserve as inflation slows, whether central bankers will curb inflation without causing a recession, Germany's order for 60 CH-47F Chinook helicopters from Boeing to replace the country's fleet of CH-53 helicopters and what the deal means for Sikorsky's CH-53K, the news that the T-7 Red Hawk trainer by Boeing and Saab for the US Air Force will be delayed by three years, NetJets' $5 billion order for up to 250 Embraer Praetor 500 business jets, Turkish Airlines' interest in up to 800 new jetliners, Virgin Orbital and Rocket Lab earnings, order for 300 Boeing 737 Max jets by Ryanair, and Germany's latest $3 billion arms package for Ukraine that includes more tanks, vehicles, air defense missiles and ammunition.

Welcome to the Burn Bag's collaboration with Girl Security, a workforce mentorship program designed to help young women pursue careers in National Security. This series focuses on how we can reframe our thinking on National Security — what is pertinent to national security in the 21st century? Who, or what, is missing from the national security discussion? Join us as we explore topics within each episode alongside experts in the realm of national security, hosted by Andrea Ochoa and Girl Security Fellows. Our understanding of climate security has been limited, at most, to our understanding of climate change and its impacts. Climate security risks have only recently been easing into mainstream national security dialogue, with the most recent National Security Strategy (NSS) elevating the issue's position among other security risks. But what does climate security look like? Join Andrea Ochoa and Amulya Panakam in a discussion with Erin Sikorsky as they break down climate security essentials and what our country should be mindful of looking ahead to future security strategy. Learn more about the domestic and international implications of climate security threats and what a more secure future entails. 

  The work of the individual still remains the spark that moves mankind ahead. - Igor Sikorsky Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

Before Dirk Doebler, there was no such thing as paid parental leave insurance. Now, Dirk is changing the lives of millions by offering a unique program that is changing the way Americans live and work. Dirk Doebler is the founder and CEO of Parento. Parento is employers' all-in-one solution for working families. With its insurance-based parental leave & support program, Parento enables companies to retain and elevate working parents, particularly working mothers.  This unprecedented brand is transforming the landscape for employers and making increased retention and engagement of parents a reality. Parento is proving that investing in working parents is good for business.  Headquartered in New York, Parento recently completed the Entrepreneurs Roundtable Accelerator and its policies are backed by A-rated reinsurers. Dirk is committed to helping businesses capture the missing $12 trillion in global growth (McKinsey) by reducing the 43% of highly-skilled women who leave the workforce after becoming a mother. Prior to founding Parento, Dirk held roles in the finance and the consumer wellness industries, serving as CFO at the women-founded Dame Products. During his time at Dame, he played a key role in strategy development and execution to grow annual revenue 10x and achieve profitability with minimal outside equity. Prior to Dame Products, Dirk worked at Barclays and in Analytics at Sikorsky. He graduated from Washington University in St. Louis with degrees in Economics and Finance. Build the world you want to live in Dirk Doebler was working at Dame Products when he noticed a disturbing trend: Their ads were constantly being rejected because their products are marketed towards women. In stark contrast, male-focused brands such as Trojan, Viagra and Roman were flying past ad censorship.  Dirk realized that there was an undiscussed societal bias against companies created for and by women. He began digging into inequalities in the world of finance and marketing and investigated a major gap in the industry: Paid Family Leave. Realizing that a lack of paid family leave is keeping women out of the workforce or permanently stalling their careers, he identified a need for an unprecedented new company. Look to the future, not the present When founding Parento, Dirk did not use other insurance companies as an example. After all, they didn't provide the type of insurance he was working to create - and constantly disappointed their consumers.  Instead, Dirk focused on reforming the entire experience of paid parental leave. He interviewed finance experts, collected data to prove that paid parental leave helps both families and companies, and discussed issues with both human resources and company finance departments. He even evaluated luxury brands and the type of customer experiences they offer their clients.  An unprecedented brand requires visionary leadership While approaching the issue of paid parental leave, Dirk encountered cultural challenges, archaic ideas and technical obstacles. But none of that slowed him down.  Currently, most companies do not offer paid parental leave at all - much less a plan that entices top talent. Employees were feeling unappreciated and even disrespected by the companies they were working for, which often expected them to act like nothing had changed after their leave had passed. He also found that paid parental leave is usually only offered to women who are giving birth - leaving out fathers, adoptive parents and foster families. This leaves ample room for inequity in households. Women therefore become significantly more likely to leave the workforce or experience career plateaus. Dirk sought to build a plan that offered more than just basic insurance - it provided ongoing support and coaching on work-life integration. By caring for employees and eliminating sources of inequity and stress, Parento helps parents return to work feeling inspired and motivated. Quotes “Ignore the negative things people say about starting a company. Sure, you have to work hard and it takes a lot of time. But don't let that sway you. Only really listen to what your users and customers are saying.” “This is a program that did not exist. No one had paid parental leave insurance. We had to create it from the ground up.” “I was trying to offer paid parental leave to my employees. Being in finance, I understood the challenges of trying to budget for that - How to mitigate the risk, and how to make sure employees are coming back after you pay them not to work for three or four months because that's a concern for a lot of organizations. That led me to talk to dozens of finance leaders and I discovered that they don't know how to budget for parental leave. They don't know what the ROI is, if there's going to be one.” “The most important thing is, it's gender-neutral. It's going to cover parents whether they're giving birth, adopting or fostering. We actually don't really care about the parent's gender or how that child gains a home, we just want to know that the employee is bonding with a new child.” “We provide a support system. Employees have access to unlimited emotional support, and even parenting advice before, during, and after leave. Most employees use 12-14 hours of support with our coaches during their leave. There's someone helping them manage their anxiety, stress, how to get their baby to sleep, and then work-life integration. We help them manage their calendar, and make sure that they are adjusting back to work.” “We can build analysis for companies. We can determine how many women they have likely lost over the years due to parenthood. We can put a price tag on that for organizations. We make it transparent to companies, not just intended to sell. The ability to bridge the divide between HR and finance is huge.” Links mentioned in this episode: Learn all about Parento, the world's only paid parental leave insurance company at    https://www.parentoleave.com/  Follow Parento on Facebook at https://www.facebook.com/ParentoLeave  Connect with Dirk Doebler on LinkedIn at  https://www.linkedin.com/in/ddoebler/  Read Medium's article interviewing Dirk Doebler on their website at https://medium.com/authority-magazine/working-well-dirk-doebler-of-parento-on-how-companies-are-creating-cultures-that-support-sustain-75f78d6ee56a  

The work of the individual still remains the spark that moves mankind forward - Igor Sikorsky Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

Episode: 2371 Early Igor Sikorsky -- a great and largely forgotten contribution.  Today, young Sikorsky.

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. The topic is Industrial AI. Our guest is Professor Jay Lee, the Ohio Eminent Scholar, the L.W. Scott Alter Chair Professor in Advanced Manufacturing, and the Founding Director of the Industrial AI Center at the University of Cincinnati (https://www.iaicenter.com/). In this conversation, we talk about how AI does many things but to be applicable; the industry needs it to work every time, which puts additional constraints on what can be done by when. If you liked this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you liked this episode, you might also like Episode 81: From Predictive to Diagnostic Manufacturing Augmentation (https://www.augmentedpodcast.co/81). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Industrial AI is a breakthrough that will take a while to mature. It implies discipline, not just algorithms. In fact, it entails a systems architecture consisting of data, algorithm, platform, and operation. Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Industrial AI. Our guest is Professor Jay Lee, the Ohio Eminent Scholar, and the L.W. Scott Alter Chair Professor in Advanced Manufacturing, and the Founding Director of the Industrial AI Center at the University of Cincinnati. In this conversation, we talk about how AI does many things but to be applicable, industry needs it to work every time, which puts on additional constraints on what can be done by when. Augmented is a podcast for industrial leaders, process engineers, and shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Jay, it's a pleasure to have you here. How are you today? JAY: Good. Thank you for inviting me to have a good discussion about industrial AI. TROND: Yeah, I think it will be a good discussion. Look, Jay, you are such an accomplished person, both in terms of your academics and your industrial credentials. I wanted to quickly just go through where you got to where you are because I think, especially in your case, it's really relevant to the kinds of findings and the kinds of exploration that you're now doing. You started out as an engineer. You have a dual degree. You have a master's in industrial management also. And then you had a career in industry, worked at real factories, GM factories, Otis elevators, and even on Sikorsky helicopters. You had that background, and then you went on to do a bunch of different NSF grants. You got yourself; I don't know, probably before that time, a Ph.D. in mechanical engineering from Columbia. The rest of your career, and you correct me, but you've been doing this mix of really serious industrial work combined with academics. And you've gone a little bit back and forth. Tell me a little bit about what went into your mind as you were entering the manufacturing topics and you started working in factories. Why have you oscillated so much between industry and practice? And tell me really this journey; give me a little bit of specifics on what brought you on this journey and where you are today. JAY: Well, thank you for talking about this career because I cut my teeth from the factory early years. And so, I learned a lot of fundamental things in early years of automation. In the early 1980s, in the U.S, it was a tough time trying to compete with the Japanese automotive industry. So, of course, the Big Three in Detroit certainly took a big giant step, tried to implement a very good manufacturing automation system. So I was working for Robotics Vision System at that time in New York, in Hauppage, New York, Long Island. And shortly, later on, it was invested by General Motors. And in the meantime, I was studying part-time in Columbia for my mechanical engineering, Doctor of Engineering. And, of course, later on, I transferred to George Washington because I had to make a career move. So I finished my Ph.D. Doctor of Science in George Washington later. But the reason we stopped working on that is because of the shortage of knowledge in making automation work in the factory. So I was working full-time trying to implement the robots automation in a factory. In the meantime, I also found a lack of knowledge on how to make a robot work and not just how to make a robot move. Making it move means you can program; you can do very fancy motion. But that's not what factories want. What factories really want is a non-stop working system so they can help people to accomplish the job. So the safety, and the certainty, the accuracy, precision, maintenance, all those things combined together become a headache actually. You have to calibrate the robot all the time. You have to reprogram them. So eventually, I was teaching part-time in Stony Brook also later on how to do the robotic stuff. And I think that was the early part of my career. And most of the time I spent in factory and still in between the part-time study and part-time working. But later on, I got a chance to move to Washington, D.C. I was working for U.S. Postal Service headquarters as Program Director for automation. In 1988, post service started a big initiative trying to automate a 500 mil facility in the U.S. There are about 115 number one facilities which is like New York handled 8 million mail pieces per day at that time; you're talking about '88. But most are manual process, so packages. So we started developing the AI pattern recognition, hand-written zip code recognition, robotic postal handling, and things like that. So that was the opportunity that attracted me actually to move away from automotive to service industry. So it was interesting because you are working with top scientists from different universities, different companies to make that work. So that was the early stage of the work. Later on, of course, I had a chance to work with the National Science Foundation doing content administration in 1991. That gave me the opportunity to work with professors in universities, of course. So then, by working with them, I was working on a lot of centers like engineering research centers and also the Industry-University Cooperative Research Centers Program, and later on, the materials processing manufacturing programs. So 1990 was a big time for manufacturing in the United States. A lot of government money funded the manufacturer research, of course. And so we see great opportunity, like, for example, over the years, all the rapid prototyping started in 1990s. It took about 15-20 years before additive manufacturing came about. So NSF always looks 20 years ahead, which is a great culture, great intellectual driver. And also, they're open to the public in terms of the knowledge sharing and the talent and the education. So I think NSF has a good position to provide STEM education also to allow academics, professors to work with industry as well, not just purely academic work. So we support both sides. So that work actually allowed me to understand what is real status in research, in academics, also how far from real implementation. So in '95, I had the opportunity to work in Japan actually. I had an opportunity...NSF had a collaboration program with the MITI government in Japan. So I took the STA fellowship called science and technology fellow, STA, and to work in Japan for six months and to work with 55 organizations like Toyota, Komatsu, Nissan, FANUC, et cetera. So by working with them, then you also understand what the real technology level Japan was, Japanese companies were. So then you got calibration in terms of how much U.S. manufacturing? How much Japanese manufacturing? So that was in my head, actually. I had good weighting factors to see; hmm, what's going on here between these two countries? That was the time. So when I came back, I said, oh, there's something we have to do differently. So I started to get involved in a lot of other things. In 1998, I had the opportunity to work for United Technologies because UTC came to see me and said, "Jay, you should really apply what you know to real companies." So they brought me to work as a Director for Product Environment Manufacturing Department for UTRC, United Technology Research Center, in East Hartford. Obviously, UTC business included Pratt & Whitney jet engines, Sikorsky helicopters, Otis elevators, Carrier Air Conditioning systems, Hamilton Sundstrand, et cetera. So all the products they're worldwide, but the problem is you want to support global operations. You really need not just the knowledge, what you know, but also the physical usage, what you don't know. So you know, and you don't know. So how much you don't know about a product usage, that's how the data is supposed to be coming back. Unfortunately, back in 1999, I have to tell you; unfortunately, most of the product data never came back. By the time it got back, it is more like a repair overhaul recur every year to a year later. So that's not good. So in Japan, I was experimenting the first remote machine monitoring system using the internet actually in 1995. So I published a paper in '98 about how to remotely use physical machine and cyber machine together. In fact, I want to say that's the first digital twin but as a cyber-physical model together. That was in my paper in 1998 in Journal of Machine Tools and Manufacture. TROND: So, in fact, you were a precursor in so many of these fields. And it just strikes me that as you're going through your career here, there are certain pieces that you seem to have learned all along the way because when you are a career changer oscillating between public, private, semi-private, research, business, you obviously run the risk of being a dilettante in every field, but you seem to have picked up just enough to get on top of the next job with some insight that others didn't have. And then, when you feel like you're frustrated in that current role, you jump back or somewhere else to learn something new. It's fascinating to me because, obviously, your story is longer than this. You have startup companies with your students and others in this business and then, of course, now with the World Economic Forum Lighthouse factories and the work you've been doing for Foxconn as well. So I'm just curious. And then obviously, we'll get to industrial AI, which is so interesting in your perspective here because it's not just the technology of it; it is the industrial practice of this new domain that you have this very unique, practical experience of how a new technology needs to work. Well, you tell me, how did you get to industrial AI? Because you got there to, you know, over the last 15-20 years, you integrated all of this in a new academic perspective. JAY: Well, that's where we start. So like I said earlier, I realized industry we did not have data back in the late 1990s. And in 1999, dotcom collapsed, remember? TROND: Yes, yes. JAY: Yeah. So all the companies tried to say, "Well, we're e-business, e-business, e-commerce, e-commerce," then in 2000, it collapsed. But the reality is that people were talking about e-business, but in the real world, in industrial setting, there's no data almost. So I was thinking, I mean, it's time I need to think about how to look at data-centric perspectives, how to develop such a platform, and also analytics to support if one-day data comes with a worry-free kind of environment. So that's why I decided to transition to an academic career in the year 2000. So what I started thinking, in the beginning, was where has the most data? As we all know, the product lifecycle usage is out there. You have lots of data, but we're not collecting it. So eventually, I called a central Intelligent Maintenance System called IMS, not intelligent manufacturing system because maintenance has lots of usage data which most developers of a product don't know. But if we have a way to collect this data to analyze and predict, then we can guarantee the product uptime or the value creation, and then the customer will gain most of the value back. Now we can use the data feedback to close-loop design. That was the original thinking back in the year 2000, which at that time, no cell phone could connect to the internet. Of course, nobody believed you. So we used a term called near-zero downtime, near-zero downtime, ZDT. Nobody believed us. Intel was my first founding member. So I made a pitch to FANUC in 2001. Of course, they did not believe it either. Of course, FANUC in 2014 adopted ZDT, [laughs] ZDT as a product name. But as a joke, when I talked to the chairman, the CEO of the company in 2018 in Japan, Inaba-san that "Do you know first we present this ZDT to your company in Michigan? They didn't believe it. Now you guys adopted." "Oh, I didn't know you use it." So when he came to visit in 2019, they brought the gift. [laughs] So anyway, so what happened is during the year, so we worked with the study of 6 companies, 20 companies and eventually they became over 100 companies. And in 2005, I worked with Procter & Gamble and GE Aircraft Engine. They now became GE Aviation; then, they got a different environment. So machine learning became a typical thing you use every day, every program, but we don't really emphasize AI at that time. The reason is machine learning is just a tool. It's an algorithm like a support-vector machine, self-organizing map, and logistic regression. All those are just supervised learning or now supervised learning techniques. And people use it. We use it like standard work every day, but we don't talk about AI. But over the years, when you work with so many companies, then you realize the biggest turning point was Toyota 2005 and P&G in 2006. The reason I'm telling you 2005 is Toyota had big problems in the factory in Georgetown, Kentucky, where the Camry factory is located. So they had big compressor problems. So we implemented using machine learning, the support-vector machine, and also principal component analysis. And we enable that the surge of a compressor predicted and avoided and never happened. So until today -- TROND: So they have achieved zero downtime after that project, essentially. JAY: Yeah. So that really is the turning point. Of course, at P&G, the diaper line continues moving the high volume. They can predict things, reduce downtime to 1%. There's a lot of money. Diaper business that is like $10 billion per year. TROND: It's so interesting you focus on downtime, Jay, because obviously, in this hype, which we'll get to as well, people seem to focus so much on fully automated versus what you're saying, which is it doesn't really, you know, we will get to the automation part, but it is the downtime that's where a lot of the savings is obviously. Because whether it's a lights out or lights on, humans are not the real saving here. And the real accomplishment is in zero downtime because that is the industrialization factor. And that is what allows the system to keep operating. Of course, it has to do with automation, but it's not just that. Can you then walk us through what then became industrial AI for you? Because as I've now understood it, it is a highly specific term to you. It's not just some sort of fluffy idea of very, very advanced algorithms and robots running crazy around autonomously. You have very, very specific system elements. And they kind of have to work together in some architectural way before you're willing to call it an industrial AI because it may be a machine tool here, and a machine tool there, and some data here. But for you, unless it's put in place in a working architecture, you're not willing to call it, I mean, it may be an AI, but it is not an industrial AI. So how did this thinking then evolve for you? And what are the elements that you think are crucial for something that you even can start to call an industrial AI? Which you now have a book on, so you're the authority on the subject. JAY: Well, I think the real motivation was after you apply all the machine learning toolkits so long...and a company like National Instruments, NI, in Austin, Texas, they licensed our machine learning toolkits in 2015. And eventually, in 2017, they started using the embedding into LabVIEW version. So we started realizing, actually, the toolkit is very important, not just from the laboratory point of view but also from the production and practitioners' point of view from industry. Of course, researchers use it all the time for homework; I mean, that's fine. So eventually, I said...the question came to me about 2016 in one of our industry advisory board meeting. You have so many successes, but the successes that happen can you repeat? Can you repeat? Can you repeatably have the same success in many, many other sites? Repeatable, scalable, sustainable, that's the key three keywords. You cannot just have a one-time success and then just congratulate yourself and forget it, no. So eventually, we said, oh, to make that repeat sustainable, repeatable, you have a systematic discipline. TROND: I'm so glad you say this because I have taken part in a bunch of best practice schemes and sometimes very optimistically by either an industry association or even a government entity. And they say, "Oh yeah, let's just all go on a bunch of factory visits." Or if it's just an IT system, "Let's just all write down what we did, and then share it with other people." But in fact, it doesn't seem to me like it is that easy. It's not like if I just explain what I think I have learned; that's not something others can learn from. Can you explain to me what it really takes to make something replicable? Because you have done that or helped Foxconn do that, for example. And now you're obviously writing up case studies that are now shared in the World Economic Forum across companies. But there's something really granular but also something very systemic and structured about the way things have to be explained in order to actually make it repeatable. What is the sustainability factor that actually is possible to not just blue copy but turn it into something in your own factory? JAY: Well, I think that there are basically several things. The data is one thing. We call it the data technology, DT, and which means data quality evaluation. How do you understand what to use, what not to use? How do you know which data is useful? And how do you know where the data is usable? It doesn't mean useful data is usable, just like you have a blood donation donor, but the blood may not be usable if the donor has HIV. I like to use an analogy like food. You got a fish in your hand; wow, great. But you have to ask where the fish comes from. [chuckles] If it comes from polluted water, it's not edible, right? So great fish but not edible. TROND: So there's a data layer which has to be usable, and it has to be put somewhere and put to use. It actually then has to be used. It can't just be theoretically usable. JAY: So we have a lot of useful data people collect. The problem is people never realized lots of them are not usable because of a lack of a label. They have no background, and they're not normalized. So eventually, that is a problem. And even if you have a lot of data, it doesn't mean it is usable. TROND: So then I guess that's how you get to your second layer, which I guess most people just call machine learning, but for you, it's an algorithmic layer, which is where some of the structuring gets done and some of the machines that put an analysis on this, put in place automatic procedures. JAY: And machine learning to me it's like cooking ware like a kitchen. You got a pan fry; you got a steamer; you got the grill. Those are tools to cook the food, the data. Food is like data. Cooking ware is like AI. But it depends on purpose. For example, you want fish. What do you want to eat first? I want soup. There's a difference. Do you want to grill? Do you want to just deep fry? So depending on how you want to eat it, the cooking ware will be selected differently. TROND: Well, and that's super interesting because it's so easy to say, well, all these algorithms and stuff they're out there, and all you have to do is pick up some algorithms. But you're saying, especially in a factory, you can't just pick any tool. You have to really know what the effect would be if you start to...for example, on downtime, right? Because I'm imagining there are very many advanced techniques that could be super advanced, but they are perhaps not the right tool for the job, for the workers that are there. So how does that come into play? Are these sequential steps, by the way? So once you figure out what the data is then, you start to fiddle with your tools. JAY: Well, there are two perspectives; one perspective is predict and prevent. So you predict something is going to happen. You prevent it from happening, number one. Number two, understand the root causes and potential root causes. So that comes down to the visible and invisible perspective. So from the visible world, we know what to measure. For example, if you have high blood pressure, you measure blood pressure every day, but that may not be the reason for high blood pressure. It may be because of your DNA, maybe because of the food you eat, because of lack of exercise, because of many other things, right? TROND: Right. JAY: So if you keep measuring your blood pressure doesn't mean you have no heart attack. Okay, so if you don't understand the reason, measuring blood pressure is not a problem. So I'm saying that you know what you don't know. So we need to find out what you don't know. So the correlation of invisible, I call, visible-invisible. So I will predict, but you also want to know the invisible reason relationship so you can prevent that relationship from happening. So that is really called deep mining those invisibles. So we position ourselves very clearly between visible-invisible. A lot of people just say, "Oh, we know what the problem is." The problem is not a purpose. For example, the factory manufacturing there are several very strong purposes, number one quality, right? Worry-free quality. Number two, your efficiency, how much you produce per dollar. If you say that you have great quality, but I spent $10,000 to make it, it is very expensive. But if you spend $2 to make it, wow, that's great. How did you do it? So quality per dollar is a very different way of judging how good you are. You got A; I spent five days studying. I got A; I spent two hours studying. Now you show the capability difference. TROND: I agree. And then the third factor in your framework seems to be platform. And that's when I think a lot of companies go wrong as well because platform is...at least historically in manufacturing, you pick someone else's platform. You say I'm going to implement something. What's available on the market, and what can I afford, obviously? Or ideally, what's the state of the art? And I'll just do that because everyone seems to be doing that. What does platform mean to you, and what goes into this choice? If you're going to create this platform for industrial AI, what kind of a decision is that? JAY: So DT is data, AT is algorithm, and PT is platform, PT platform. Platform means some common things are used in a shared community. For example, kitchen is a platform. You can cook. I can cook. I can cook Chinese food. I can cook Italian food. I can cook Indian food. Same kitchen but different recipe, different seasoning, but same cooking ware. TROND: Correct. Well, because you have a good kitchen, right? JAY: Yes. TROND: So that's -- JAY: [laughs] TROND: Right? JAY: On the platform, you have the most frequently used tool, not everything. You don't need 100 cooking ware in your kitchen. You probably have ten or even five most daily used. TROND: Regardless of how many different cuisines you try to cook. JAY: Exactly. That's called the AI machine toolkit. So we often work with companies and say, "You don't need a lot of tools, come on. You don't need deep learning. You need a good logistic regression and support-vector machine, and you're done." TROND: Got it. JAY: Yeah, you don't need a big chainsaw to cut small bushes. You don't need it. TROND: Right. And that's a very different perspective from the IT world, where many times you want the biggest tool possible because you want to churn a lot of data fast, and you don't really know what you're looking for sometimes. So I guess the industrial context here really constrains you. It's a constraint-based environment. JAY: Yes. So industry, like I said, the industry we talked about three Ps like I said: problems, purposes, and processes. So normally, problem comes from...the main thing is logistic problems, machine, and factory problems, workforce problems, the quality problems, energy problem, ignition problem, safety problems. So the problem happens every day. That's why in factory world, we call it firefighting. Typically, you firefight every day. TROND: And is that your metaphor for the last part of your framework, which is actually operation? So operation sounds really nice and structured, right? JAY: [chuckles] Yes. TROND: As if that was like, yeah, that's the real thing, process. We got this. But in reality, it feels sometimes, to many who are operating a factory; it's a firefight. JAY: Sometimes the reason lean theme work, Six Sigma, you turn a problem into a process, five Ss process, okay? And fishbone diagram, Pareto chart, and Kaizen before and after. So all the process, SOP, so doesn't matter which year workforce comes in, they just repeat, repeat, repeat, repeat, repeat. So in Toyota, the term used to be called manufacturing is just about the discipline. It's what they said. The Japanese industry manufacturing is about discipline, how you follow a discipline to everyday standard way, sustainable way, consistent way, and then you make good products. This is how the old Toyota was talking about, old one. But today, they don't talk that anymore. Training discipline is only one thing; you need to understand the value of customers. TROND: Right. So there are some new things that have to be added to the lean practices, right? JAY: Yes. TROND: As time goes by. So talk to me then more about the digital element because industrial AI to you, clearly, there's a very clear digital element, but there's so many, many other things there. So I'm trying to summarize your framework. You have these four factors: data, algorithms, platforms, and operations. These four aspects of a system that is the challenge you are dealing with in any factory environment. And some of them have to do with digital these days, and others, I guess, really have to do more with people. So when that all comes together, do you have some examples? I don't know, we talked about Toyota, but I know you've worked with Foxconn and Komatsu or Siemens. Can you give me an example of how this framework of yours now becomes applied in a context? Where do people pick up these different elements, and how do they use them? JAY: There's a matrix thinking. So horizontal thinking is a common thing; you need to have good digital thread including DT, data technology, AT, algorithms or analytics, PT, platform, edge cloud, and the things, and OT operation like scheduling, optimizations, stuff like that. Now, you got verticals, quality vertical, cost vertical, efficiency verticals, safety verticals, emission verticals. So you cannot just talk about general. You got to have focus on verticals. For example, let me give you one example: quality verticals. Quality is I'm the factory manager. I care about quality. Yes, the customer will even care more, so they care. But you have a customer come to your shop once a month to check. You ask them, "Why you come?" "Oh, I need to see how good your production." "How about you don't have to come? You can see my entire quality." "Wow, how do I do that?" So eventually, we develop a stream of quality code, SOQ, Stream Of Quality. So it's not just about the product is good. I can go back to connect all the processes of the quality segment of each station. Connect them together. Just like you got a fish, oh, okay, the fish is great. But I wonder, when the fish came out of water, when the fish was in the truck, how long was it on the road? And how long was it before reaching my physical distribution center and to my home? So if I have a sensor, I can tell you all the temperature history inside the box. So when you get your fish, you take a look; oh, from the moment the fish came out of the boat until it reached my home, the temperature remained almost constant. Wow. Now you are worry-free. It's just one thing. So you connect together. So that's why we call SOQ, Stream Of Quality, like a river connected. So by the time a customer gets a quality product, they can trace back and say, "Wow, good. How about if I let you see it before you come? How about you don't come?" I say, "Oh, you know what? I like it." That's what this type of manufacturing is about. It just doesn't make you happy. You have to make the customer happy, worry-free. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com and pick up the book in a bookstore near you. TROND: So, Jay, you took the words out of my mouth because I wanted to talk about the future. I'm imagining when you say worry-free, I mean, you're talking about a soon-to-be state of manufacturing. Or are you literally saying there are some factories, some of the excellence factories where you've won awards in the World Economic Forum or other places that are working towards this worry-free manufacturing, and to some extent, they have achieved it? Well, elaborate for me a little bit about the future outlook of manufacturing and especially this people issue because you know that I'm engaged...The podcast is called Augmented Podcast. I'm engaged in this debate about automation. Well, is there a discrepancy between automation and augmentation? And to what extent is this about people running the system? Or is it the machines that we should optimize to run all the system? For you, it's all about worry-free. First of all, just answer this question, is worry-free a future ideal, or is it actually here today if you just do the right things? JAY: Well, first of all, worry-free is our mindset where the level of satisfaction should be, right? TROND: Yep. JAY: So to make manufacturing happen is not about how to make good quality, how to make people physically have less worry, how to make customers less worry is what is. But the reason we have a problem with workforce today, I mean, we have a hard time to hire not just highly skilled workers but even regular workforce. Because for some reason, not just U.S., it seems everywhere right now has similar problems. People have more options these days to select other living means. They could be an Uber driver. [laughs] They could be...I don't know. So there are many options. You don't have to just go to the factory to make earnings. They can have a car and drive around Uber and Lyft or whatever. They can deliver the food and whatever. So they can do many other things. And so today, you want to make workforce work environment more attractive. You have to make sure that they understand, oh, this is something they can learn; they can grow. They are fulfilled because the environment gives them a lot of empowerment. The vibe, the environment gives them a wow, especially young people; when you attract them from college, they'd like a wow kind of environment, not just ooh, okay. [laughs] TROND: Yeah. Well, it's interesting you're saying this. I mean, we actually have a lack of workers. So it's not just we want to make factories full of machines; it's actually the machines are actually needed just because there are no workers to fill these jobs. But you're looking into a future where you do think that manufacturing is and will be an attractive place going forward. That seems to be that you have a positive vision of the future we're going into. You think this is attractive. It's interesting for workers. JAY: Yeah. See, I often say that there are some common horizontal we have to use all the day. Vertical is the purpose, quality. I talked about vertical quality first, quality. But what are the horizontal common? I go A, B, C, D, E, F. What's A? AI. B is big data. C is cyber and cloud. D is digital or digital twin, whatever. E is environment ecosystem and emission reduction. What's F? Very important, fun. [laughs] If you miss that piece, who wants to work for a place there's no fun? You tell me would you work for...you and I, we're talking now because it's fun. You talk to people and different perspectives. I talk to you, and I say, wow, you've built some humongous network here in the physical...the future of digital, not just professional space but also social space but also the physical space. So, again, the fun things inspire people, right? TROND: They do. So talking about inspiring people then, Jay, if you were to paint a picture of this future, I guess, we have talked just now about workers and how if you do it right, it's going to be really attractive workplaces in manufacturing. How about for, I guess, one type of worker, these knowledge workers more generally? Or, in fact, is there a possibility that you see that not just is it going to be a fun place to be for great, many workers, but it's actually going to be an exciting knowledge workplace again? Which arguably, industrialization has gone through many stages. And being in a factory wasn't always all that rosy, but it was certainly financially rewarding for many. And it has had an enormous career progression for others who are able to find ways to exploit this system to their benefit. How do you see that going forward? Is there a scope, is there a world in which factory work can or perhaps in an even new way become truly knowledge work where all of these industrial AI factors, the A to the Fs, produce fun, but they produce lasting progression, and career satisfaction, empowerment, all these buzzwords that everybody in the workplace wants and perhaps deserves? JAY: That's how we look at the future workforce is not just about the work but also the knowledge force. So basically, the difference is that people come in, and they become seasoned engineers, experienced engineers. And they retire, and the wisdom carries with them. Sometimes you have documentation, Excel sheet, PPT in the server, but nobody even looks at it. That's what today's worry is. So now what you want is living knowledge, living intelligence. The ownership is very important. For example, I'm a worker. I develop AI, not just the computer software to help the machine but also help me. I can augment the intelligence. I will augment it. When I make the product happen, the inspection station they check and just tell me pass or no pass. They also tell me the quality, 98, 97, but you pass. And then you get your score. You got a 70, 80, 90, but you got an A. 99, you got an A, 91, you got an A, 92. So what exactly does A mean? So, therefore, I give you a reason, oh, this is something. Then I learn. Okay, I can contribute. I can use voice. I can use my opinion to augment that no, labeled. So next time people work, oh, I got 97. And so the reason is the features need to be maintained, to be changed, and the system needs to be whatever. So eventually, you have a human contribute. The whole process could be consisting of 5 experts, 7, 10, 20, eventually owned by 20 people. That legacy continues. And you, as a worker, you feel like you're part of the team, leave a legacy for the next generation. So eventually, it's augmented intelligence. The third level will be actual implementation. So AI is not about artificial intelligence; it is about actual implementation. So people physically can implement things in a way they can make data to decisions. So their decision mean I want to make an adjustment. I want to find out how much I should adjust. Physically, I can see the gap. I can input the adjustment level. The system will tell me physically how could I improve 5%. Wow, that's good. I made a 5% improvement. Your boss also knows. And your paycheck got the $150 increase this month. Why? Because my contribution to the process quality improved, so I got the bonus. That's real-world feedback. TROND: Let me ask you one last question about how this is going to play out; I mean, in terms of how the skilling of workers is going to allow this kind of process. A lot of people are telling me about the ambitions that I'm describing...and some of the guests on the podcasts and also the Tulip software platform, the owner of this podcast, that it is sometimes optimistic to think that a lot of the training can just be embedded in the work process. That is obviously an ideal. But in America, for example, there is this idea that, well, you are either a trained worker or an educated worker, or you are an uneducated worker. And then yes, you can learn some things on the job. But there are limits to how much you can learn directly on the job. You have to be pulled out, and you have to do training and get competencies. As you're looking into the future, are there these two tracks? So you either get yourself a short or long college degree, and then you move in, and then you move faster. Or you are in the factory, and then if you then start to want to learn things, you have to pull yourself out and take courses, courses, courses and then go in? Or is it possible through these AI-enabled training systems to get so much real-time feedback that a reasonably intelligent person actually never has to be pulled out of work and actually they can learn on the job truly advanced things? So because there are two really, really different futures here, one, you have to scale up an educational system. And, two, you have to scale up more of a real-time learning system. And it seems to me that they're actually discrepant paths. JAY: Sure. To me, I have a framework in my book. I call it the four P structure, four P. First P is principle-based. For example, in Six Sigma, in lean manufacturing, there's some basic stuff you have to study, basic stuff like very simple fishbone diagram. You have to understand those things. You can learn by yourself what that is. You can take a very basic introduction course. So we can learn and give you a module. You can learn yourself or by a group, principle-based. The second thing is practice-based. Basically, we will prepare data for you. We will teach you how to use a tool, and you will do it together as a team or as individual, and you present results by using data I give to you, the tool I give to you. And it's all, yeah, my team A presented. Oh, they look interesting. And group B presented, so we are learning from each other. Then after the group learning is finished, you go back to your team in the real world. You create a project called project-based learning. You take a tool you learn. You take the knowledge you learn and to find a project like a Six Sigma project you do by yourself. You formulate. And then you come back to the class maybe a few weeks later, present with a real-world project based on the boss' approval. So after that, you've got maybe a black belt but with the last piece professional. Then you start teaching other people to repeat the first 3ps. You become master black belt. So we're not reinventing a new term. It really is about a similar concept like lean but more digital space. Lean is about personal experience, and digital is about the data experience is what's the big difference. TROND: But either way, it is a big difference whether you have to rely on technological experts, or you can do a lot of these things through training and can get to a level of aptitude that you can read the signals at least from the system and implement small changes, perhaps not the big changes but you can at least read the system. And whether they're low-code or no-code, you can at least then through learning frameworks, you can advance, and you can improve in not just your own work day, but you can probably in groups, and feedbacks, and stuff you can bring the whole team and the factory forward perhaps without relying only on these external types of expertise that are actually so costly because they take you away. So per definition, you run into this; I mean, certainly isn't worry-free because there is an interruption in the process. Well, look, this is fascinating. Any last thoughts? It seems to me that there are so many more ways we can dig deeper on your experience in any of these industrial contexts or even going deeper in each of the frameworks. Is there a short way to encapsulate industrial AI that you can leave us with just so people can really understand? JAY: Sure. TROND: It's such a fundamental thing, AI, and people have different ideas about that, and industry people have something in their head. And now you have combined them in a unique way. Just give us one sentence: what is industrial AI? What should people leave this podcast with? JAY: AI is a cognitive science, but industrial AI is a systematic discipline is one sentence. So that means people have domain knowledge. Now we have to create data to represent our domain then have the discipline to solve the domain problems. Usually, with domain knowledge, we try with our experience, and you and I know; that's it. But we have no data coming out. But if I have domain become data and data become discipline, then other people can repeat our success even our mistake; they understand why. So eventually, domain, data, discipline, 3 Ds together, you can make a good decision, sustainable and long-lasting. TROND: Jay, this has been so instructive. I thank you for spending this time with me. And it's a little bit of a never-ending process. JAY: [laughs] TROND: Industry is not something that you can learn it and then...because also the domain changes and what you're doing and what you're producing changes as well. So it's a lifelong -- JAY: It's rewarding. TROND: Rewarding but lifelong quest. JAY: Yeah. Well, thank you for the opportunity to share, to discuss. Thank you. TROND: It's a great pleasure. You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Industrial AI. And our guest was Professor Jay Lee from University of Cincinnati. In this conversation, we talked about how AI in industry needs to work every time and what that means. My takeaway is that industrial AI is a breakthrough that will take a while to mature. It implies discipline, not just algorithms. In fact, it entails a systems architecture consisting of data, algorithm, platform, and operation. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 81: From Predictive to Diagnostic Manufacturing Augmentation. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us. We would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects the people, machines, devices, and systems used in a production or logistics process in a physical location. Tulip is democratizing technology and is empowering those closest to operations to solve problems. Tulip is also hiring. You can find Tulip at tulip.co. Please share this show with colleagues who care about where industry and especially where industrial tech is heading. To find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: Jay Lee.