POPULARITY
8 episodes with Skunk Works
11 episodes with Skunk Works
4 episodes with Skunk Works
6 episodes with Skunk Works
2 episodes with Skunk Works
4 episodes with Skunk Works
3 episodes with Skunk Works
5 episodes with Skunk Works
3 episodes with Skunk Works
This time on The Green Dot, hosts Chris and Connor are joined by Skip Holm, a highly accomplished Air Force fighter pilot, Skunk Works test pilot, air show and race pilot, and movie pilot. The Green Dot is a podcast created by aviation enthusiasts for their fellow aviation enthusiasts. The podcast features EAA and […] The post EAA's The Green Dot — Race Pilot Skip Holm first appeared on Hangar Flying.
This time on The Green Dot, hosts Chris and Connor are joined by Skip Holm, a highly accomplished Air Force fighter pilot, Skunk Works test pilot, air show and race pilot, and movie pilot. The Green Dot is a podcast created by aviation enthusiasts for their fellow aviation enthusiasts. The podcast features EAA and […] The post EAA's The Green Dot — Race Pilot Skip Holm first appeared on Hangar Flying.
On the third episode of Black Project, the mysterious world of special access programs is uncovered, shedding light on the covert work being done by entities like Lockheed Martin's Skunk Works division, DARPA, and aerospace contractors. With questions mounting, the discussion turns to whether these organizations have developed UFO technology, and what might be hidden within these top-secret projects. Change Agents: Black Project is an IRONCLAD Original Sponsors: Firecracker Farm Use code IRONCLAD to get 15% off your first order at https://firecracker.farm/ Join this channel to get access to perks: https://www.youtube.com/channel/UCmK3k1U3D3fqPZWcnAaa-Vg/join Learn more about your ad choices. Visit megaphone.fm/adchoices
Our new friend Zack sits down with us as we close out our second episode last Tuesday at McFly's Pub. Thats when we identified an odd coincidence... both of our guests that day work for Lockheed Martin. Find Copperhead Jones on all of your favorite streaming services or on Instagram as @copperheadjones. Join us at McFly's next Tuesday for another get together at 5pm. Find all of our sponsors under our "Trusted Sponsors" Tab on our soon to be renovated web site, www.fortworthroots.com Donovan Manufacturing www.donovanmfg.com Night vision, thermals, machine gun rentals, AR-15 parts, classes, and more! Also under the same umbrella get all of your print needs through our friends. Banners, vehicle wraps, business cards, brochures, tshirts, and anything else you might need. Find information on the print shop on Facebook at dillon-press. Also, you can email them at dillon@dillon-press.com Purple Web Consulting www.purplewebconsulting.com Website design and hosting, E-commerce integration, digital strategy and consulting. 817.629.6069 Making modern business tools accessible to the small business owner so that they can compete with the big dogs! Fort Worth Float Company Is your day filled with noise and distractions? Overstimulating sounds and activity? Our daily lives have become overwhelmed with tasks and responsibilities, with very few ways to shut off the world for a brief moment. WELCOME TO FORT WORTH FLOAT COMPANY. They specialize in providing sensory deprivation flotation tanks, providing the ultimate relaxation experience. Offering various pricing and packages, and three different tanks, Fort Worth Float Company meets everyone's floating needs. Hoppin (Fort Worth) Weisenberger St, Fort Worth TX 76107 No more waiting for the bar tender. Simply walk up to the wall of taps, scan your arm band, and enjoy!!! This place charges you by the ounce. A great place to unwind or for your next big event. Find them on Instagram as @hoppinfwtx. Have a Fort Worth Event coming up this week? Call during our recording window and let us share it with the city. 817.988.1292. The Davis Team Look no further than our friends at The Davis Team for all of your property needs. No commitment necessary. If you have questions about property then visit them online : yourdavisteam.com or give them a call 817.755.0504 Galaxy Wilderness Disc Golf Galaxy Wilderness is dedicated to promoting Disc Golf to the masses for its health benefits through outdoor therapy, exercise, and camaraderie. Find them on Facebook as Galaxy Wilderness Disc Golf GalaxyWildernessDG@gmail.com (682) 228-0399 The Body Scrubbery on Instagram @thebodyscrubbery Online at www.thebodyscrubbery.com Phone:925.808.8222 A boutique and unique spa experience. "Don't cheat yourself, treat yourself!!" Luxury foot spa, full body scrubs, infrared heat wraps, massage, bubble tub, mud wraps, facials, couples packages, and small group parties. Eaton Data Solutions We work to have relationships with vendor partners who specialize in different methods of vulnerability detection and management so that we can offer enterprise tools and solutions to small and medium sized companies (SMB's). Find them online www.eatondatasolutions.com Roofing Solutions by Darren Houk! Roofing Solutions can help with all your residential and commercial roofing needs. Roofing Solutions by Darren Houk is locally owned and operated. We are insured and have the experience to carry out most roofing projects. Web Page: https://www.roofingsolutionshouk.com/ Phone : 817-882-6520 McFly's Pub 6104 LTjg Barnett Rd, Fort Worth, TX 76114 · 4.1 mi A BADASS little 1980's/ Back to the Future themed bar with an excellent outdoor patio complete with fire pit and room for your fur baby. Daily drink specials and fun activities almost every day of the week. See whats new at McFly's on their Instagram page @McFlysPub. Tres Amigos Tacos and Tequila tresamigostacosandtequila.com Chef Sandy brings a fresh perspective and culinary expertise to Tres Amigos, continuing the spirit of female led entrepreneurship and the culinary excellence that Chef Paul was known for. 909 W Magnolia Ave, Fort Worth, TX 76104 Cloudland Recording Studio www.cloudlandrecordingstudio.com Cloudland Recording Studio is an analog and digital recording studio located in the heart of Fort Worth, Texas. We are just one mile from downtown and five minutes from the Near Southside entertainment district of Magnolia Avenue. Baez Maintenance Services. www.baezmaintenance.com 817-528-3056 BMS is family owned and operated providing professional commercial cleaning services to establishments throughout DFW. With client satisfaction as a primary goal, high quality maintenance is available as frequently as requested. This includes a 24-hour support system, which guarantees a quick response. Since our beginning in 2017 there has only been one major goal here at BMS; customer satisfaction.
In This Hour:-- Myths and mistakes people make about using guns for self defense. Chris Cerino, from Range Ready, gives insider tips on protecting yourself.-- Texas target shooter and space-age coating for rifle bullets.-- The "little" gun company that keeps cranking out innovative firearms.Gun Talk 03.23.25 Hour 3
Patrick discusses Ben Rich, former director of Lockheed Martin Skunkworks.
Executive Officer of the National Academy of Engineering, Dr. Al Romig joins this special edition of AMSEcast, recorded at the National Academy of Sciences Building in Washington. Dr. Romig has led a distinguished career including leadership roles at Sandia National Lab, Lockheed Martin's Skunk Works, and now as Executive Officer of the National Academy of Engineering. He and Alan discuss key innovations from national laboratories and the Skunk Works. He also discusses the importance of risk-taking to foster innovation and why he's skeptical about the future of American innovation. It's not a totally negative outlook. Dr. Roming still thinks the U.S. can thrive by emphasizing talent cultivation, investment in R&D, and a culture that embraces failure as part of success. Guest Bio As executive officer of the National Academy of Engineering, Al Romig is the chief operating officer responsible for the program, financial, and membership operations of the Academy, reporting to the president. Before joining the Academy, he was vice president and general manager of Lockheed Martin Aeronautics Company Advanced Development Programs, better known as the Skunk Works®. Dr. Romig spent most of his career at Sandia National Laboratories, operated by the Lockheed Martin Corporation. He joined Sandia as a member of the technical staff in 1979 and moved through a succession of R&D management positions before his appointment as executive vice president in 2005. He served as deputy laboratories director and chief operating officer until 2010, when he transferred to the Skunk Works. Dr. Romig is a fellow of ASM International, TMS, IEEE, AIAA, and AAAS, and was elected to the National Academy of Engineering in 2003 and the Council of Foreign Relations in 2008. He was awarded the ASM Silver Medal for Materials Research in 1988. He earned BS (1975), MS (1977), and PhD (1979) degrees in materials science and engineering from Lehigh University. Show Highlights (1:59) The innovations that Al saw during his time with Sandia (9:04) How to inspire a culture of innovation at a lab (10:27) The history of Skunk Works (18:29) Explaining Al's role at the National Academy of Engineering (23:27) The challenges American innovation will face in the future (27:22) Where Al thinks we'll see the most innovation in the coming years
Duncan, Eddie and Lee return with another episode of Shoot and Scoot, the Flames of War and Team Yankee podcast, to discuss what we have been painting and playing, including how Duncan and Eddie got on at Corrivalry, plus answer some more of our patrons questions.
Boa noite e bem-vindos ao Hoje no TecMundo, o seu resumo diário de tecnologia! As notícias de hoje incluem Elon Musk estimando que a Tesla vai entregar 10 mil robôs humanoides Optimus até o final do ano, a Huawei lançando no Brasil o concorrente dela para os AirPods Pro 2, os Estados Unidos revelando imagens do teste com uma arma laser usada em um navio de guerra, o hacker brasileiro que atacou os Estados Unidos teve sua ficha criminal vazada e o primeiro app pornográfico aprovado pela Apple chegando para o iOS.
Topics Luis Elizondo proposes "the creation of a Senior Advisor to the President for Emerging All-Domain Technologies” Tim Burchett is aware that Lockheed's Skunkworks is producing advanced antigravity tech that may be a factor in drone sightings. Remote Viewing Seeder Extraterrestrials and Mystery Drones: Interview with John Vivanco Los Angeles wildfires claimed to be part of Earth Alliance Disclosure Plan Who has legal rights to recovered UAP material? Understanding Internal Research and Development Agreements Earth Alliance/Galactic Federation has a disclosure plan to unveil highly classified technologies covered up for decades by having these come out as new tech Tucker Carlson has part of the answer when it comes to the UFO/UAP phenomenon when he claims they are from Earth. China's DJI, world's largest drone manufacturer, is making it possible for independent drone operators to violate sensitive airspace and no fly zones. Elon Musk's Neuralink device is quickly moving forward with plans to have another 20-30 devices installed in people in 2025. Randy Anderson's experience in going into a deep underground facility under Naval Surface Warfare Center Crane has many similarities to several JP missions. The outgoing Secretary of the Air Force, Frank Kendall, outlined his vision for the USAF and US Space Force when it comes to dominating space affairs up to 2050. The exopolitical implications of the deal President-Elect Trump's envoy achieved between Israel and Hamas are huge. Donald Trump Jr is informed about crashed UFO retrieval operations going all the way back to the 1947 Roswell crash. Dr Steven Greer plans to introduce more whistleblowers revealing secret government programs involving ETs and reverse engineered alien spacecraft. Mystery Drones and President Trump Working with the Galactic Federation - Interview with George Kavassilas - Part 1 Jake Barber is a new military whistleblower who reveals his participation in a UFO Crash Retrieval Program as a USAF helicopter pilot. Informative interview with US Navy Commander Will Miller who set up the briefings Dr. Steven Greer had with senior officials from the Defense Intelligence Agency in 1997. Diplomatic Letter from an Inner Earth Reptilian on Humanity's Potential and Overcoming Duality Twitter Feed: https://twitter.com/michaelsalla
The Light Gate welcomes guest: researcher and author, Cheryl Costa Date: January 6, 2025. Time: 5-7pm pacific / 8-10pm eastern Episode: 089 Discussion: UFOs, advanced aircraft, Skunk Works, the UFO coverup Cheryl wears many hats and has done many things. She is a reverend, a Pagan Priestess, a Tibetan Yogini and a Trans-activist, a UFO columnist, a UFO researcher and author, and a novelist. During the Cold War, Cheryl served in the Air Force and the Navy as a government contractor. She is a two-service military veteran, USAF & USN, and a retired professional from the aerospace industry. As a journalist she was a UFO columnist for the Roswell Daily Record, and wrote the wildly popular UFO column, "NewYorkSkies" for the SyracuseNewTimes.com (2013-2019.) She holds a Bachelor of Arts degree from the State University of New York in Entertainment Writing and Production, and in 2018 was awarded the UFO Researcher of the Year by the International UFO Congress. She has authored dozens of books (many with her wife, Linda) in a variety of genres, including a series of UFO reference books providing undeniable proof that UFOs are being seen all over the world. LINKS: https://www.facebook.com/cheryl.costa.908 https://www.amazon.com/s? k=cheryl+costa&i=stripbooks&crid=10UIZA6HLPH26&fbclid =IwZXh0bgNhZW0CMTAAAR1p3Dds8ehCcJdoiyLUS5PzAw yGbV418Br604DIZ64onJdKSTkmlkzlqM0_aem_ YH_T6A8yX VFM6H4mUssoTg&sprefix=cheryl+costa%2Cstripbooks%2C9 3&ret-nb sb ss tb 1_12
The Light Gate welcomes guest: researcher and author, James C. Goodall Date: December 30, 2024 Time: 5-7pm pacific / 8-10pm eastern Episode: 088 Discussion: UFOs, advanced aircraft, Skunk Works, the UFO coverup James C. Goodall is a published author with 27 books in print. He is a former Docent at Kitt Peak National Observatory, former Associate Curator at Pearl Harbor Aviation Museum, former Restoration Manager on the MoFs deHavilland Comet Mk 4C at The Museum of Flight, and a former Master sergeant at United States Air Force. He studied Business marketing at University of Minnesota. He is a recognized authority both on low-observable aircraft, such as the F-117, B-2A, the Lockheed ‘twins' (F-22 and F-35) and the Lockheed Skunk Works family of Blackbirds, and the US Navy's fleet of modern-day fast attack and ballistic missile submarines. He has been photographing and writing about ‘spooky' military aircraft, naval ships and submarines for the past 35 years, and his last book, 75 years of the Lockheed Martin Skunk Works, was published by Osprey in 2021. LINKS: https://www.bloomsbury.com/us/author/james-c-goodall/ https://www.facebook.com/jim.goodall.71
(***TIMESTAMPS in description below) ~ Ryan Wood is regarded as a leading authority on the Top Secret classified Majestic-12 intelligence documents and the 1941 Cape Girardeau, Missouri UFO Crash amongst others. He is the author of MAJIC EYES ONLY: Earth's Encounters with Extraterrestrial Technology, a landmark synthesis of over 100 UFO crash retrievals along with authenticity discussions of many of the majestic documents. PATREON https://www.patreon.com/JulianDorey FOLLOW JULIAN DOREY INSTAGRAM (Podcast): https://www.instagram.com/juliandoreypodcast/ INSTAGRAM (Personal): https://www.instagram.com/julianddorey/ X: https://twitter.com/julianddorey RYAN'S LINKS Website: https://www.majiceyesonly.com/ Books: https://www.amazon.com/stores/author/B0CP4KKS5R/allbooks?ingress=0&visitId=6853d60e-bee3-4121-9075-a78149740069 LISTEN to Julian Dorey Podcast Spotify ▶ https://open.spotify.com/show/5skaSpDzq94Kh16so3c0uz Apple ▶ https://podcasts.apple.com/us/podcast/trendifier-with-julian-dorey/id1531416289 ****TIMESTAMPS**** 00:00 - Richard Dolan (UFO Crash Retrieval Program), Meeting Stanton Friedman & Father's Interest (1967) 08:39 - Brian Scott Abduction Cases, Danny Sheehan, Government Disclosure Confusion, Anti-Gravity Secret 19:21 - Alien Abduction (Male to Female Ratio) Issues, Historical Mount Ararat UFO Story, Burying Alien Story 27:35 - Jim Mars UFO Investigative Reporter, UFO Dex AI Tool 32:11 - Majestic 12 Breakdown, James Forrestal 41:47 - Majestic 12 Debunk or Truth? 55:03 - National Archives Hiding UFO Information, Tim Cooper UFO Leaks 01:04:21 - Vernon Bowman Encyclopedia UFO Files, Liquid Chromatography, Roswell Crash Parts 01:13:01 - Ryan's Dad Theory on UFOs, AI Alien Theories 01:23:31 - Cape Girardeau UFO Case, Joe McMonagle Stargate Program, Hieroglyphics in UFO 01:37:29 - UFO Mexico Crash (Kill People), Simulating UFO Abductions 01:50:21 - UFOs & Nukes, James Erwin Astronaut, Einstein Posed w/ Alien Colonization 02:02:31 - Government's Massive Secret (Manipulate Gravity), Theories on Aliens 02:09:47 - Skunk Works, Men in Black Recovering Crashed UFOs 02:18:03 - CIA Level 7 (Alien Convos), David Grusch Coming Forward 02:26:11 - Hitler Germany & UFOs Tied to Foo Fighters, DARPA Connections (Dr. Brandenburg) 02:32:11 - Transmedium UFOs Crashes, What is Next? 02:40:37 - Nuclear Fusion, Israel UFO Confirmation of Alien Life 02:49:07 - Belief in God CREDITS: - Host & Producer: Julian D. Dorey - In-Studio Producer & Editor: Alessi Allaman - https://www.youtube.com/@alessiallaman Julian Dorey Podcast Episode 258 - Ryan Wood Music by Artlist.io Learn more about your ad choices. Visit megaphone.fm/adchoices
From the Ingles Studio this is your news minute on the Marietta Daily Journal Podcast presented by Credit Union of Georgia. Today is Friday, November 8th and I'm Keith Ippolito. Lockheed Achieves Milestone in Unmanned Naval Aviation Lockheed Martin, the U.S. Navy, and General Atomics achieved a groundbreaking milestone in unmanned aviation with the first live control flight of a drone using the Unmanned Carrier Aviation Mission Control Station. The demonstration involved the General Atomics MQ-20 Avenger, an unmanned combat aircraft, controlled via Lockheed Skunk Works' Multi-Domain Combat System autonomy platform. This system, developed by Skunk Works, offers autonomy, mission planning, and command capabilities. Navy pilots in Maryland successfully controlled the MQ-20 in California, showcasing beyond line-of-sight capabilities. This test marks a significant step in developing the control station, crucial for future Navy unmanned operations. John Clark of Skunk Works highlighted the collaboration's success in integrating the MQ-20 with UMCS, demonstrating common control and third-party platform integration. Lt. Steven Wilster emphasized the demo's importance in advancing unmanned naval aviation, crucial for addressing current and future threats. For more news about our community, visit mdjonline.com. For the Marietta Daily Journal Podcast, I'm Keith Ippolito. Produced by The BG Podcast Network NewsPodcast CurrentEvents TopHeadlines #BreakingNews #PodcastDiscussion #PodcastNews #InDepthAnalysis #NewsAnalysis #PodcastTrending #WorldNews #LocalNews #GlobalNews #PodcastInsights #NewsBrief #PodcastUpdate #NewsRoundup #WeeklyNews #DailyNews #PodcastInterviews #HotTopics #PodcastOpinions #InvestigativeJournalism #BehindTheHeadlines #PodcastMedia #NewsStories #PodcastReports #JournalismMatters #PodcastPerspectives #NewsCommentary #PodcastListeners #NewsPodcastCommunity #NewsSource #PodcastCuration #WorldAffairs #PodcastUpdates #AudioNews #PodcastJournalism #EmergingStories #NewsFlash #PodcastConversations #podcast #podcasts #podcaster #podcastlife #podcastshow #podcasting #podcasters #podcastersofinstagram #itunes #applepodcasts #spotifypodcast #soundcloud #youtube #radio #radioshow #comedy #music #hiphop #art #entrepreneur #covid #motivation #interview #repost #loveSee omnystudio.com/listener for privacy information.
This show was recorded on 4-4-24 on the "Strange Reality Show with Dave Emmons." My guest is the hugely well-known Jim Goodall, who has a remarkable background in secret aeronautical projects. Jim tells us about his very beginnings in the space and flight subjects. He tells us about Area 51, the Skunk Works, and his friendship with John Lear and Bob Lazar. Jim's interest in space and flight started at five years of age. Jim Goodall has written 29 books about aeronautical engineering and some back-engineered UFOs. He served in the U.S. Air Force, which got him involved in "Spooky Works" in 1968. Jim has worked on TV, speaking engagements, consultancy, author, documentary films, and as a reporter on space flight for 60 years. You can find Jim's work on YouTube, Rumble, and Google. His books are on Amazon, Kindle, and many other book outlets. You can look Jim up on FaceBook and comment your questions.
With Jeff Smith, Steve Strope, and Cam Benty Presented by ARP Special guest Will Handzel brings on a few of his former General Motors behind the scenes guys. Mario and Al have been part of GM's Skunkworks testing the new C8 Corvette in secrecy, innovating EV vehicles and the fold down tailgate. Recorded at the Petersen Auto Museum in Los Angeles @petersenautomuseum and www.petersen.org. Visit www.arp-bolts.com for all of your engine fastener and hardware needs. Subscribe to Classic Truck Performance, All-Chevy Performance, and Modern Rodding magazines and the rest of In the Garage Media’s content at www.inthegaragemedia.com For more automotive videos and TV shows, visit Auto Revolution at www.autorevolutiononline.com Get the parts and gear seen on our videos www.amazon.com/shop/autorevolution Watch episodes on Amazon Prime, Roku, and Tubi TV www.amazon.com/v/autorevolution
With Jeff Smith, Steve Strope, and Cam Benty Presented by ARP Special guest Will Handzel brings on a few of his former General Motors behind the scenes guys. Mario and Al have been part of GM's Skunkworks testing the new C8 Corvette in secrecy, innovating EV vehicles and the fold down tailgate. Recorded at the Petersen Auto Museum in Los Angeles @petersenautomuseum and www.petersen.org. Visit www.arp-bolts.com for all of your engine fastener and hardware needs. Subscribe to Classic Truck Performance, All-Chevy Performance, and Modern Rodding magazines and the rest of In the Garage Media’s content at www.inthegaragemedia.com For more automotive videos and TV shows, visit Auto Revolution at www.autorevolutiononline.com Get the parts and gear seen on our videos www.amazon.com/shop/autorevolution Watch episodes on Amazon Prime, Roku, and Tubi TV www.amazon.com/v/autorevolution
SPONSORS: 1) This episode is sponsored by/brought to you by BetterHelp. Give online therapy a try at https://betterhelp.com/julian and get on your way to being your best self. 2) ZBiotics: https://zbiotics.com/JULIAN (***TIMESTAMPS in description below) ~ Luis "Lue" Elizondo is the former head of the Pentagon's Advanced Aerospace Threat Identification Program (AATIP), which investigated UFOs, now referred to as Unidentified Anomalous Phenomena (UAP). A veteran of the U.S. Army, he has worked in counterintelligence and counterterrorism worldwide. His new book, "Imminent: Inside the Pentagon's Hunt for UFOs," is available now (Link Below). BUY LUE'S BOOK, “IMMINENT”: https://www.amazon.com/Imminent-Pentagons-Responsible-Investigating-Profound/dp/0063235560 EPISODE LINKS - PATREON: https://www.patreon.com/JulianDorey - MERCH: https://juliandorey.myshopify.com/ - AMAZON STORE: https://amzn.to/3RPu952 GUEST LINKS - X: https://x.com/LueElizondo?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor FOLLOW JULIAN DOREY INSTAGRAM (Podcast): https://www.instagram.com/juliandoreypodcast/ INSTAGRAM (Personal): https://www.instagram.com/julianddorey/ X: https://twitter.com/julianddorey JULIAN YT CHANNELS - SUBSCRIBE to Julian Dorey Clips YT: https://www.youtube.com/@juliandoreyclips - SUBSCRIBE to Julian Dorey Daily YT: https://www.youtube.com/@JulianDoreyDaily - SUBSCRIBE to Best of JDP: https://www.youtube.com/@bestofJDP Get $150 Off The Eight Sleep Pod Pro Mattress / Mattress Cover (USING CODE: “JULIANDOREY”): https://eight-sleep.ioym.net/trendifier ****TIMESTAMPS**** 0:00 - Writing #1 NYT Book in America 4:45 - Working for Military in Korea/Afghanistan; Daughter born premature 7:54 - Lue joins Director of Office of Intelligence 16:22 - Jim Lacatski & UFO Program 20:03 - First Meeting in Top Secret Room (SCIF Breakdown), Espionage Tools 26:50 - AAWSAP & AATIP UAP Programs; Senator Harry Reid & Robert Bigelow 33:38 - How AAWSAP transitioned to AATIP & what mission is 39:32 - Living with Top Secret Intel & Shocking Reaction, Signatures of UFOs 44:45 - Brazil Colares UAP Incident w/ Jaque Vallee & Hal Puthoff 50:09 - The 5 Observable UFO Features 58:12 - Colares Brazil UFO Incident Conclusions, Methodology Investigating UFOs 1:07:12 - 3 Alien Possibilities; UFO Nuclear Sightings; UFO Abductions 1:16:55 - Human Origins & Scientific Method; 5 Senses & Human Bias; Avogadro's Constant 1:27:43 - Creepy Submarine UFO Story 1:29:58 - Most Compelling UFO Abduction Cases (Rendlesham Case & CIA Spy) 1:33:04 - Lue Experiencing Light Orbs 1:37:43 - Lue Studied Gov UFO History; “Hot Words” 1:40:12 - Declassified Technology; Pentagon Bureaucracy 1:45:43 - Lue's late Cuban Revolutionary Dad 1:50:49 - Lue still working for Intel? 1:51:55 - Edward Snowden vs UAP Disclosure debate 1:56:02 - The “I Wanna Believe!” Cult; Responsibility of disclosure 1:58:38 - Does Lue worry about being a useful idiot? 2:01:02 - The Pentagon's Secret Biblical Elite; UFOs: Angels & Demons? 2:09:31 - The 3 Doors Lue could be: Liar, Prophet, or Psyop 2:22:07 - Pentagon groupthink bias; Intel “weight”; Institutions Broken Trust 2:29:23 - Lockheed Martin, Skunkworks & Private UFO Crash Retrievals 2:35:36 - Pentagon “Eminent Domain” & UFO Crash Retrievals Evidence 2:41:05 - Has Lue seen Recovered UFO in person? 2:47:52 - Future Humans / Advanced Civilization Simulation 2:50:46 - The “threat” assessment of UAP 2:53:13 - Hal Puthoff, Lue & Pentagon “leaders” 2:59:23 - 2009 Gimbal UFO Video & 2004 Fravor Tic Tac Video 3:03:02 - DARPA Weapons? 3:05:42 - Operation Interloper; Christopher Mellon & Cold War 3:11:37 - Remote Viewing & CIA's Stargate Project 3:18:40 - Does Lue Believe in God? CREDITS: - Host, Producer, and Editor: Julian Dorey - In-Studio Producer: Alessi Allaman - https://www.instagram.com/allaman.docyou/ Julian Dorey Podcast Episode 237 - Luis Elizondo Music by Artlist.io
In 2013, a feature article appeared on the website of legendary aerospace and defense giant Lockheed Martin that quickly had aviation buffs talking. The piece, titled “Speed is the New Stealth,” claimed that a new hypersonic aircraft was under development at the company's famous Skunk Works facility, which would soon set a new standard for speed and stealth in American aerospace technologies. They called it the SR-72, an aircraft Aviation Week had already dubbed "the son of Blackbird" after its predecessor, the legendary SR-71. Today, the status of the SR-72 program remains in question, although recent reports suggest that America's next secretive spy plane could soon be taking flight. This week on The Micah Hanks Program, we delve into the mystery surrounding this aircraft, it's relationship to the fictional "Darkstar" program depicted in the film Top Gun: Maverick, and also look at UAP sightings that could involve encounters with unacknowledged U.S. stealth technologies. This episode is sponsored by SurfShark. Find out more about their cybersecurity protection services by going to https://surfshark.com/MICAHHANKS. Have you had a UFO/UAP sighting? Please consider reporting your sighting to the UAP Sightings Reporting System, a public resource for information about sightings of aerial phenomena. The story doesn't end here... become an X Subscriber and get access to even more weekly content and monthly specials. Want to advertise/sponsor The Micah Hanks Program? We have partnered with the AdvertiseCast to handle our advertising/sponsorship requests. If you would like to advertise with The Micah Hanks Program, all you have to do is click the link below to get started: AdvertiseCast: Advertise with The Micah Hanks Program Show Notes Below are links to stories and other content featured in this episode: NEWS: James Earl Jones, voice of Darth Vader, dies aged 93 Astronauts would have been fine on Boeing's Starliner during landing, NASA says China's Classified Space Plane, Shenlong, Returns from Secretive 267-Day Mission in Space Japanese Eels Have Evolved the Ability to Escape a Predator's Stomach After Being Eaten DARKSTAR: Secretive SR-72 Hypersonic Aircraft, Successor to Lockheed Martin's Legendary SR-71, Could Soon Take Flight SKUNK WORKS: Speed is the New Stealth: Lockheed Martin Skunkworks It Sure Seems Like Darkstar, Lockheed's Secret High-Speed Jet, Is Real BECOME AN X SUBSCRIBER AND GET EVEN MORE GREAT PODCASTS AND MONTHLY SPECIALS FROM MICAH HANKS. Sign up today and get access to the entire back catalog of The Micah Hanks Program, as well as “classic” episodes of The Gralien Report Podcast, weekly “additional editions” of the subscriber-only X Podcast, the monthly Enigmas specials, and much more. Like us on Facebook Follow @MicahHanks on X. Keep up with Micah and his work at micahhanks.com.
Gabbard, Robert Kennedy Jr., and Elon Musk leave the Democratic Party and move to the center. Has the Republican Party become the party of independents? They guys discuss the ever changing political landscape Top 3 companies you'd like to be CEO: Remington Firearms, Sears, Bass Pro Shops Cheesecake Factory, Lucas Film, Pokémon, Wayne Enterprises, Stark Industries, Skunk Works, Virgin group, Sporting KC Philippians 1:9-10 Love may abound, more and more. Pure and blameless. https://www.forbes.com/sites/mollybohannon/2024/08/26/ex-democratic-candidate-tulsi-gabbard-endorses-trump/ https://apnews.com/article/tulsi-gabbard-donald-trump-8da616fd76d55bb63b5ee347f904fcbc Listen: https://podcasts.apple.com/us/podcast/hardheaded/id1547549886 https://open.spotify.com/show/7cthewmZDtlLEyUvKrsbNr?si=ba4484fd0f4e48c6 WEB: https://www.hardheadedpodcast.com/ MERCH: https://bit.ly/hardheaded-merchandise
Like any good parable, the "David and Goliath" self-mythology of the American craft brewing industry in the '80s and '90s was illuminating, compelling — and maybe a bit reductive, too. In Episodes 33 and 34, we examined this us-versus-them dynamic from the perspective of one of the “thems,” Keith Villa, who created the Blue Moon Brewing Company from within the Coors colossus in 1995. Today, we're coming at it once again through the eyes of New Realm Brewing Co. cofounder and brewmaster Mitch Steele, who did a substantial stretch, semi-concurrent to Villa's at Coors, at Big Beer's biggest and baddest "Goliath" of all: Missouri's pre-InBev Anheuser-Busch. After starting his career in a California brewpub, Mitch eventually wound up in St. Louis towards the end of the 20th century on a skunkworks-style R&D team tasked with brewing up answers to those pesky “microbrews” that would somehow satisfy distributors in the mighty red network, the American drinking public, and August Busch the Third himself — no mean feat. Would creative extensions on the premium Michelob line do the trick? What about a new brand named for A-B's hop farm in northern Idaho? You'll have to listen on to find out. Don't forget to like, review, and subscribe! Hosted on Acast. See acast.com/privacy for more information.
We took another dive into the large pile of books…and came up with Skunkworks by Ben R Rich and Leo Janos Plane geek alert! This week we look at innovation, planes and whether the key lessons of one of the most infamous innovation labs can be translated into business, government and everywhere. A slight warning and apology - when Seán says “lets talk about the planes for 30seconds” it went a lot longer than that!! Strap in Maverick, its time to buzz the control tower. Support your local bookstore or library PLEASE :-) or find out where to grab the book here: https://booko.co.nz/w/10112598/Skunk-Works_by_Leo-Janos Follow us on Spotify, Apple Podcasts or wherever you listen. Connect with us here: the232podcast@gmail.com Get Sean's book The Impact Professional at: impactprofessional.nz
For review:1. US President: Significant Progress on Negotiations. Israel and Hamas were the most constructive that mediators had seen in months, a senior Biden administration official told reporters on Friday.2. IDF Combat Engineers have destroyed over 50 tunnels along the Philadelphi Corridor. The IDF did not detail how many of the tunnels crossed into Egypt.3. Israeli Air Force rehearse long-range strikes, employing F-35 and F-15 warplanes and Boeing 707 refueling Tankers.4. Hezbollah release video showing lighted tunnel system with trucks, motorcycles, and missile launcher.Titled “Our mountains are our storehouses,” the video shows a trapdoor opening and a missile launcher directed skyward.5. New Iranian defense minister, Brigadier General Aziz Nazirzedah, has ambitious defense modernization strategy. Defense Minster's aim is to expand the aerospace, naval, missile and air defense sectors- as well as increase Iranian defense exports to neighboring countries, Latin America, and Africa.6. US Foreign Military Sales include:- Germany: 600 x Patriot missiles and related equipment worth $5 billion.- Italy: 6 x Block 5 MQ-9 Reaper Drones worth $738 million.- Denmark: 5,832 x M1156 Precision Guided Kits (for 155mm artillery munitions), worth $85 million.7. Japanese Coast Guard to procure 2 x MQ-9B, Sea Guardian Drones from General Atomics. The Sea Guardian is a medium-altitude, long-endurance system that can fly for 24 hours or more. 8. US Navy Installs Drone Control Room on Aircraft Carrier, USS George H.W. Bush (CVN-77)- to support MQ-25A Stingray tanker and ISR Drones. The control system was developed by the Navy and includes capabilities from Lockheed Martin's Skunk Works.9. Latest update in the US Army's Integrated Visual Augmentation System (IVAS) program. Over the past year, Army leaders have teased a “IVAS Next” initiative.The Army could make a decision to recompete the prime contractor position- according to multiple sources.
About Max Cohen:Max Cohen serves as the CEO and Co-founder of Sprinter Health, headquartered in California. The company deploys W-2 employees, dubbed "Sprinters," equipped with the medical assistant, phlebotomy, and Community Health Worker expertise, directly into households to engage patient populations that may otherwise be disengaged. Sprinter collaborates with health plans and health systems, offering preventive services with no copay or deductible. Prior to launching Sprinter Health, Max held the position of VP of Mobile at Oculus, and following the acquisition by Facebook continued to oversee various initiatives including Mobile VR, Mobile and Platform Products, and Media. Before his tenure at Oculus, Max contributed to the Product team at Google in Los Angeles and gained experience at McKinsey and Company, as well as Lockheed Martin's Skunk Works. Max holds a BSE in Electrical Engineering and a BS in Physics from Duke University, supplemented by an MBA from Harvard Business School.Things You'll Learn:Sprinter Health revolutionizes healthcare delivery by deploying W-2 "Sprinters" with diverse medical skills into homes, targeting under-engaged patient populations and bridging care gaps.By partnering directly with health plans and systems, Sprinter Health offers preventive services with no financial barriers, promoting accessibility and proactive care.Max Cohen's background at Oculus and Google informs Sprinter Health's innovative approach, prioritizing patient engagement and efficient execution.Sprinter Health's commitment to quality care is reflected in its high patient satisfaction ratings, demonstrating the effectiveness of in-home healthcare solutions.Strategic expansion plans aim to maximize market impact by prioritizing regions with existing business partnerships and potential for growth.Resources:Connect with and follow Max Cohen on LinkedIn.Learn more about Sprinter Health on LinkedIn and their website.
Lenny's Podcast: Product | Growth | Career ✓ Claim Key Takeaways Check out the episode pageRead the full notes @ podcastnotes.orgMike Maples, Jr. is a legendary early-stage startup investor and a co-founder and partner at Floodgate. He's made early bets on transformative companies like Twitter, Lyft, Twitch, Okta, Rappi, and Applied Intuition and is one of the pioneers of seed-stage investing as a category. He's been on the Forbes Midas List eight times and enjoys sharing the lessons he's learned from his years studying iconic companies. In his new book, Pattern Breakers: Why Some Start-Ups Change the Future, co-authored with Peter Ziebelman, he discusses what he's found separates startups and founders that break through and change the world from those that don't. After spending years reviewing the notes and decks from the thousands of startups he's known over the past two decades, he's uncovered three ways that breakthrough founders think and act differently. In our conversation, Mike talks about:• The three elements of breakthrough startup ideas• Why you need to both think and act differently• How to avoid the “comparison trap” and “conformity trap”• The importance of movements, storytelling, and healthy disagreeableness in startup success• How to apply pattern-breaking principles within large companies• Mike's one piece of advice for founders• Much morePre-order Mike's book here and get a second signed copy for free. Limited copies are available, so order ASAP: patternbreakers.com/lenny.—Brought to you by:• Enterpret—Transform customer feedback into product growth• Anvil—The fastest way to build software for documents• Webflow—The web experience platform—Find the transcript at: https://www.lennysnewsletter.com/p/how-to-find-a-great-startup-idea-mike-maples-jr—Where to find Mike Maples, Jr.:• X: https://x.com/m2jr• LinkedIn: https://www.linkedin.com/in/maples/• Substack: https://greatness.substack.com/• Website: https://www.floodgate.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Mike's background(03:10) The inspiration behind Pattern Breakers(08:09) Uncovering startup insights(11:37) A quick summary of Pattern Breakers(13:52) Coming up with an idea(15:30) Inflections(17:09) Examples of inflections(28:10) Insights(36:58) The power of surprises(47:36) Founder-future fit(55:33) Advice for aspiring founders(56:41) Living in the future: valid opinions(55:34) Case study: Maddie Hall and Living Carbon(58:40) Identifying lighthouse customers(01:00:53) The importance of desperation in customer needs(01:03:57) Creating movements and storytelling(01:24:22) The role of disagreeableness in startups(01:34:42) Applying these principles within a company(01:40:43) Lightning round—Referenced:• Pattern Breakers: Why Some Start-Ups Change the Future: https://www.amazon.com/Pattern-Breakers-Start-Ups-Change-Future/dp/1541704355• Justin.tv: https://en.wikipedia.org/wiki/Justin.tv• Airbnb's CEO says a $40 cereal box changed the course of the multibillion-dollar company: https://fortune.com/2023/04/19/airbnb-ceo-cereal-box-investors-changed-everything-billion-dollar-company/• Brian Chesky's new playbook: https://www.lennysnewsletter.com/p/brian-cheskys-contrarian-approach• The Unconventional Exit: How Justin Kan Sold His First Startup on eBay: https://medium.datadriveninvestor.com/the-unconventional-exit-how-justin-kan-sold-his-first-startup-on-ebay-4d705afe1354• Kyle Vogt on LinkedIn: https://www.linkedin.com/in/kylevogt/• The State of Telehealth Before and After the COVID-19 Pandemic: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9035352/• The Craigslist Killers: https://www.gq.com/story/craigslist-killers• The social radar: Y Combinator's secret weapon | Jessica Livingston (co-founder of Y Combinator, author, podcast host): https://www.lennysnewsletter.com/p/the-social-radar-jessica-livingston• Michael Seibel on LinkedIn: https://www.linkedin.com/in/mwseibel/• The Airbnb Story: How Three Ordinary Guys Disrupted an Industry, Made Billions ... and Created Plenty of Controversy: https://www.amazon.com/Airbnb-Story-Ordinary-Disrupted-Controversy/dp/0544952669• Scott Cook: https://www.forbes.com/profile/scott-cook/• Chegg: https://www.chegg.com/• Aayush Phumbhra on LinkedIn: https://www.linkedin.com/in/aayush/• Osman Rashid on LinkedIn: https://www.linkedin.com/in/osmanrashid/• Okta: https://www.okta.com/• The Man Who Makes the Future: Wired Icon Marc Andreessen: https://www.wired.com/2012/04/ff-andreessen/• Peter Ludwig on LinkedIn: https://www.linkedin.com/in/peterwludwig/• Qasar Younis on LinkedIn: https://www.linkedin.com/in/qasar/• Paul Allen's website: https://paulallen.com/• Louis Pasteur quote: https://www.forbes.com/quotes/6145/• What was Atrium and why did it fail? https://www.failory.com/cemetery/atrium• Patrick Collison on LinkedIn: https://www.linkedin.com/in/patrickcollison/• Drew Houston on LinkedIn: https://www.linkedin.com/in/drewhouston/• William Gibson's quote: https://www.goodreads.com/quotes/681-the-future-is-already-here-it-s-just-not-evenly• Maddie Hall on LinkedIn: https://www.linkedin.com/in/maddie-hall-76293135/• Living Carbon: https://www.livingcarbon.com• Zenefits (now Trinet): https://connect.trinet.com/• Sam Altman on X: https://x.com/sama• Steve Wozniak on LinkedIn: https://www.linkedin.com/in/wozniaksteve/• Horsley Bridge Partners: https://www.horsleybridge.com/• David Swensen: https://en.wikipedia.org/wiki/David_F._Swensen• Judith Elsea on LinkedIn: https://www.linkedin.com/in/judithelsea/• 7 Powers: The Foundations of Business Strategy: https://www.amazon.com/7-Powers-Foundations-Business-Strategy/dp/0998116319• Business strategy with Hamilton Helmer (author of 7 Powers): https://www.lennysnewsletter.com/p/business-strategy-with-hamilton-helmer• Lyft's Focus on Community and the Story Behind the Pink Mustache: https://techcrunch.com/2012/09/17/lyfts-focus-on-community-and-the-story-behind-the-pink-mustache/• Logan Green on LinkedIn: https://www.linkedin.com/in/logangreen/• John Zimmer on LinkedIn: https://www.linkedin.com/in/johnzimmer11/• Storytelling with Nancy Duarte: How to craft compelling presentations and tell a story that sticks: https://www.lennysnewsletter.com/p/storytelling-with-nancy-duarte-how• Steve Jobs Introducing the iPhone at MacWorld 2007: https://www.youtube.com/watch?v=x7qPAY9JqE4• Jonathan Livingston Seagull: https://www.amazon.com/Jonathan-Livingston-Seagull-Richard-Bach/dp/0743278909• The paths to power: How to grow your influence and advance your career | Jeffrey Pfeffer (author of 7 Rules of Power, professor at Stanford GSB): https://www.lennysnewsletter.com/p/the-paths-to-power-jeffrey-pfeffer• Robin Roberts on LinkedIn: https://www.linkedin.com/in/robin-roberts-393a934b/• Skunkworks: https://www.lockheedmartin.com/en-us/who-we-are/business-areas/aeronautics/skunkworks.html• Vision, conviction, and hype: How to build 0 to 1 inside a company | Mihika Kapoor (Product at Figma): https://www.lennysnewsletter.com/p/vision-conviction-hype-mihika-kapoor• Hard-won lessons building 0 to 1 inside Atlassian | Tanguy Crusson (Head of Jira Product Discovery): https://www.lennysnewsletter.com/p/building-0-to-1-inside-atlassian-tanguy-crusson• Figma: https://www.figma.com/• Atlassian: https://www.atlassian.com/• Vinod Khosla: https://www.khoslaventures.com/team/vinod-khosla/• Top Five Regrets of the Dying: A Life Transformed by the Dearly Departing: https://www.amazon.com/Top-Five-Regrets-Dying-Transformed-ebook/dp/B07KNRLY1L• Chase, Chance, and Creativity: The Lucky Art of Novelty: https://www.amazon.com/Chase-Chance-Creativity-Lucky-Novelty/dp/0262511355• Clay Christensen's books: https://www.amazon.com/stores/Clayton-M.-Christensen/author/B000APPD3Y• Resonate: Present Visual Stories That Transform: https://www.amazon.com/Resonate-Present-Stories-Transform-Audiences/dp/0470632011• Ferrari on Prime: https://www.amazon.com/Ferrari-Adam-Driver/dp/B0CNDBN672• Montblanc fountain pens: https://www.montblanc.com/en-us—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe
Lenny's Podcast: Product | Growth | Career ✓ Claim Key Takeaways Check out the episode pageRead the full notes @ podcastnotes.orgMike Maples, Jr. is a legendary early-stage startup investor and a co-founder and partner at Floodgate. He's made early bets on transformative companies like Twitter, Lyft, Twitch, Okta, Rappi, and Applied Intuition and is one of the pioneers of seed-stage investing as a category. He's been on the Forbes Midas List eight times and enjoys sharing the lessons he's learned from his years studying iconic companies. In his new book, Pattern Breakers: Why Some Start-Ups Change the Future, co-authored with Peter Ziebelman, he discusses what he's found separates startups and founders that break through and change the world from those that don't. After spending years reviewing the notes and decks from the thousands of startups he's known over the past two decades, he's uncovered three ways that breakthrough founders think and act differently. In our conversation, Mike talks about:• The three elements of breakthrough startup ideas• Why you need to both think and act differently• How to avoid the “comparison trap” and “conformity trap”• The importance of movements, storytelling, and healthy disagreeableness in startup success• How to apply pattern-breaking principles within large companies• Mike's one piece of advice for founders• Much morePre-order Mike's book here and get a second signed copy for free. Limited copies are available, so order ASAP: patternbreakers.com/lenny.—Brought to you by:• Enterpret—Transform customer feedback into product growth• Anvil—The fastest way to build software for documents• Webflow—The web experience platform—Find the transcript at: https://www.lennysnewsletter.com/p/how-to-find-a-great-startup-idea-mike-maples-jr—Where to find Mike Maples, Jr.:• X: https://x.com/m2jr• LinkedIn: https://www.linkedin.com/in/maples/• Substack: https://greatness.substack.com/• Website: https://www.floodgate.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Mike's background(03:10) The inspiration behind Pattern Breakers(08:09) Uncovering startup insights(11:37) A quick summary of Pattern Breakers(13:52) Coming up with an idea(15:30) Inflections(17:09) Examples of inflections(28:10) Insights(36:58) The power of surprises(47:36) Founder-future fit(55:33) Advice for aspiring founders(56:41) Living in the future: valid opinions(55:34) Case study: Maddie Hall and Living Carbon(58:40) Identifying lighthouse customers(01:00:53) The importance of desperation in customer needs(01:03:57) Creating movements and storytelling(01:24:22) The role of disagreeableness in startups(01:34:42) Applying these principles within a company(01:40:43) Lightning round—Referenced:• Pattern Breakers: Why Some Start-Ups Change the Future: https://www.amazon.com/Pattern-Breakers-Start-Ups-Change-Future/dp/1541704355• Justin.tv: https://en.wikipedia.org/wiki/Justin.tv• Airbnb's CEO says a $40 cereal box changed the course of the multibillion-dollar company: https://fortune.com/2023/04/19/airbnb-ceo-cereal-box-investors-changed-everything-billion-dollar-company/• Brian Chesky's new playbook: https://www.lennysnewsletter.com/p/brian-cheskys-contrarian-approach• The Unconventional Exit: How Justin Kan Sold His First Startup on eBay: https://medium.datadriveninvestor.com/the-unconventional-exit-how-justin-kan-sold-his-first-startup-on-ebay-4d705afe1354• Kyle Vogt on LinkedIn: https://www.linkedin.com/in/kylevogt/• The State of Telehealth Before and After the COVID-19 Pandemic: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9035352/• The Craigslist Killers: https://www.gq.com/story/craigslist-killers• The social radar: Y Combinator's secret weapon | Jessica Livingston (co-founder of Y Combinator, author, podcast host): https://www.lennysnewsletter.com/p/the-social-radar-jessica-livingston• Michael Seibel on LinkedIn: https://www.linkedin.com/in/mwseibel/• The Airbnb Story: How Three Ordinary Guys Disrupted an Industry, Made Billions ... and Created Plenty of Controversy: https://www.amazon.com/Airbnb-Story-Ordinary-Disrupted-Controversy/dp/0544952669• Scott Cook: https://www.forbes.com/profile/scott-cook/• Chegg: https://www.chegg.com/• Aayush Phumbhra on LinkedIn: https://www.linkedin.com/in/aayush/• Osman Rashid on LinkedIn: https://www.linkedin.com/in/osmanrashid/• Okta: https://www.okta.com/• The Man Who Makes the Future: Wired Icon Marc Andreessen: https://www.wired.com/2012/04/ff-andreessen/• Peter Ludwig on LinkedIn: https://www.linkedin.com/in/peterwludwig/• Qasar Younis on LinkedIn: https://www.linkedin.com/in/qasar/• Paul Allen's website: https://paulallen.com/• Louis Pasteur quote: https://www.forbes.com/quotes/6145/• What was Atrium and why did it fail? https://www.failory.com/cemetery/atrium• Patrick Collison on LinkedIn: https://www.linkedin.com/in/patrickcollison/• Drew Houston on LinkedIn: https://www.linkedin.com/in/drewhouston/• William Gibson's quote: https://www.goodreads.com/quotes/681-the-future-is-already-here-it-s-just-not-evenly• Maddie Hall on LinkedIn: https://www.linkedin.com/in/maddie-hall-76293135/• Living Carbon: https://www.livingcarbon.com• Zenefits (now Trinet): https://connect.trinet.com/• Sam Altman on X: https://x.com/sama• Steve Wozniak on LinkedIn: https://www.linkedin.com/in/wozniaksteve/• Horsley Bridge Partners: https://www.horsleybridge.com/• David Swensen: https://en.wikipedia.org/wiki/David_F._Swensen• Judith Elsea on LinkedIn: https://www.linkedin.com/in/judithelsea/• 7 Powers: The Foundations of Business Strategy: https://www.amazon.com/7-Powers-Foundations-Business-Strategy/dp/0998116319• Business strategy with Hamilton Helmer (author of 7 Powers): https://www.lennysnewsletter.com/p/business-strategy-with-hamilton-helmer• Lyft's Focus on Community and the Story Behind the Pink Mustache: https://techcrunch.com/2012/09/17/lyfts-focus-on-community-and-the-story-behind-the-pink-mustache/• Logan Green on LinkedIn: https://www.linkedin.com/in/logangreen/• John Zimmer on LinkedIn: https://www.linkedin.com/in/johnzimmer11/• Storytelling with Nancy Duarte: How to craft compelling presentations and tell a story that sticks: https://www.lennysnewsletter.com/p/storytelling-with-nancy-duarte-how• Steve Jobs Introducing the iPhone at MacWorld 2007: https://www.youtube.com/watch?v=x7qPAY9JqE4• Jonathan Livingston Seagull: https://www.amazon.com/Jonathan-Livingston-Seagull-Richard-Bach/dp/0743278909• The paths to power: How to grow your influence and advance your career | Jeffrey Pfeffer (author of 7 Rules of Power, professor at Stanford GSB): https://www.lennysnewsletter.com/p/the-paths-to-power-jeffrey-pfeffer• Robin Roberts on LinkedIn: https://www.linkedin.com/in/robin-roberts-393a934b/• Skunkworks: https://www.lockheedmartin.com/en-us/who-we-are/business-areas/aeronautics/skunkworks.html• Vision, conviction, and hype: How to build 0 to 1 inside a company | Mihika Kapoor (Product at Figma): https://www.lennysnewsletter.com/p/vision-conviction-hype-mihika-kapoor• Hard-won lessons building 0 to 1 inside Atlassian | Tanguy Crusson (Head of Jira Product Discovery): https://www.lennysnewsletter.com/p/building-0-to-1-inside-atlassian-tanguy-crusson• Figma: https://www.figma.com/• Atlassian: https://www.atlassian.com/• Vinod Khosla: https://www.khoslaventures.com/team/vinod-khosla/• Top Five Regrets of the Dying: A Life Transformed by the Dearly Departing: https://www.amazon.com/Top-Five-Regrets-Dying-Transformed-ebook/dp/B07KNRLY1L• Chase, Chance, and Creativity: The Lucky Art of Novelty: https://www.amazon.com/Chase-Chance-Creativity-Lucky-Novelty/dp/0262511355• Clay Christensen's books: https://www.amazon.com/stores/Clayton-M.-Christensen/author/B000APPD3Y• Resonate: Present Visual Stories That Transform: https://www.amazon.com/Resonate-Present-Stories-Transform-Audiences/dp/0470632011• Ferrari on Prime: https://www.amazon.com/Ferrari-Adam-Driver/dp/B0CNDBN672• Montblanc fountain pens: https://www.montblanc.com/en-us—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe
Join Brian and Bernie Maloney as they explore the transformative power of mental models, emphasizing the shift from a mechanistic to an organic mindset in Agile organizations. Overview In this episode, Brian and Bernie Maloney discuss the profound impact of mental models on organizational culture. Bernie delves into how our beliefs and assumptions shape our thinking and behavior, particularly within Agile environments. He discusses the importance of transitioning from a mechanistic to an organic mindset, focusing on problem-solving rather than merely delivering solutions. The conversation also highlights the role of psychological safety in fostering a culture of experimentation and learning. Bernie shares valuable resources, including Amy Edmondson's 'The Right Kind of Wrong,' to further explore these concepts. Tune in for insightful strategies for enhancing your organization's agility and effectiveness. Listen Now to Discover: [1:03] - Brian welcomes Certified Scrum Trainer® and Principal at Power By Teams, Bernie Maloney, to the show. [2:15] - Bernie delves into the concept of mental models, sharing the origins of his philosophy of "making new mistakes" developed during his time at Hewlett Packard. [5:55] - Bernie illustrates the power of mental models and belief by sharing a compelling example that brings these concepts to life. [13:46] - Join us for a Certified Scrum Product Owner® Training, where a year of coaching and development with Mike Cohn, Brian, and the Agile Mentors Community of Agile leaders is included with your training. [14:39] - Bernie discusses how applying mental models can enhance the effectiveness of Agile transformations, creating a naturally adaptive and innovative climate. [18:12] - Bernie offers language as a powerful tool to support the shift to a new Mental Model. [23:30] - Bernie demonstrates the use of mental models for product owners through the Mobius Loop, providing actionable guidance and examples [26:27] - Brian shares a big thank you to Bernie for joining him on the show. [26:59] - If you enjoyed this episode, share it with a friend, and like and subscribe to the Agile Mentors Podcast so you never miss a new episode. [27:27] - If you’d like to continue this discussion, join the Agile Mentors Community. You get a year of free membership to that site by taking any class with Mountain Goat Software, such as CSM, CSPO, or Mike Cohn’s Better User Stories Course. We'd love to see you in one of Mountain Goat Software's classes. You can find the schedule here. References and resources mentioned in the show: Bernie Maloney Power By Teams Mobius Loop The Right Kind of Wrong: The Science of Failing Well by Amy Edmondson Agile Teams Learn From Spikes: Time Boxed Research Activities by Mike Cohn Certified Scrum Product Owner® Training Certified ScrumMaster® Training and Scrum Certification Mike Cohn’s Better User Stories Course Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Bernie Maloney is an Agile leadership coach and international speaker, leverages his 25 years of engineering and leadership experience to help teams and organizations unlock their full potential. Known for his engaging workshops and impactful coaching, Bernie believes in making performance breakthroughs both achievable and enjoyable. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We are back for another episode of the Agile Mentors Podcast. I am with you as always, Brian Milner. And today I have a very special guest with me. I have Mr. Bernie Maloney with me. Welcome in, Bernie. I am. Bernie Maloney (00:14) Thanks, Brian. Happy to be here. Brian (00:16) Great. I'm so excited to have Bernie here. Bernie and I have touched base for years over conferences. We've run into each other and had chats and shared our shared passion for Hawaii and other things. But Bernie was speaking at the recent conference and we've gotten into some conversations. I wanted him to come on because I wanted him to, first of all, if you're not familiar with Bernie, sorry, I see, I just want to jump right into it. If you're not familiar with Bernie, Bernie is a CST. He works at a company called Powered by Teams. He teaches classes, Scrum Master product owner classes and leadership classes and other things as well. But he is a principal at Powered by Teams. So just wanted to give you the basics there before we dive into anything. But the topic that we started to talk about that just as a jumping off place for us is a topic. the topic of mental models. So Bernie, why don't you explain to everyone how you define that, mental models. Bernie Maloney (01:23) So, Brian, this is a great topic. I find myself talking about it all the time. And y 'all, I warned Brian, like, he can press play on this, and it might be 15 minutes before he gets a word in edgewise here. It touches on mindset. It touches on a lot of topics. My talk that Brian was referencing at the recent Scrum gathering in New Orleans was make new mistakes, leadership lessons from an Agile success. which goes back to where I really kind of cut my teeth in Agile at Hewlett Packard. See, I'm a mechanical engineer by training. And I cut my teeth in Agile in the consumer PC division at HP about, this is scary to say y 'all, okay, about 27 years ago starting at this point. And some of the fun stuff, it was a bang up enterprise. It was the fastest business in HP's history to hit a billion dollars. And it was just... Brian (02:05) Yeah. Bernie Maloney (02:18) a great proving ground. We had hardware, we had software, we had distributed teams where volume manufacturing was in Asia, engineering was here where I am in Silicon Valley. Go -to -market for Europe was in Grenoble, France. We had high volume. Some of our products had 100 ,000 units in a single model run, with like 200 models in Europe on a quarterly basis at times. So high volume, high mix, tight margins from a business perspective. A lot of technology products want to have 20 % to 30 % gross margins. That's before you start taking off deductions like expenses and salaries and things like that. On a good day, we had 8 % gross margins for Christmas products, maybe 2 % gross margins. We used to refer to it as we were shipping rotting bananas. And like I said, I was there. When I started, we were shipping six products a quarter. We grew to 20. By the time I left after eight years, we were doing 200 products a quarter in Europe alone. Brian (03:04) Ha ha. Bernie Maloney (03:16) hardware, software, distributed teams, high volume, high mix. And we did all that with weekly iterations of a plan. At one point in my career, I was tactically responsible for the delivery of 2 % of HP's top line revenue with zero direct reports. And part of the secret sauce of success in that organization was really that mental model of make new mistakes. So that's where the talk title comes from. And in fact, makenewmistakes .com will point to poweredbyteams .com because I own that domain too. But that mental model really helped the organization thrive and not just survive. We went from like a number one to a number five share. Sorry, from a number five to a number one the other way around. Because the founding executives recognized that in that tide of a market, mistakes were probably going to happen. And so what they did is they established the psychological safety. Wow, look, there's another great topic. Make new mistakes. You knew that if it was an honest mistake, it would be forgiven. Just don't make it again. Get the lesson is one of the things that they said. I can even tell you the story about the weekend I blew a million dollars of HP's money and I was forgiven, but you'll have to come to a conference talk for that. So that was just like a great experience. And... Brian (04:32) Wow. Bernie Maloney (04:39) After that experience, I went on to TVs. Another part of my background is I shipped the very first internet connected TVs. Look it up, the Media Smart 3760 from HP. It shipped even before Apple TV. It bombed. Okay, it was way ahead of its time. But I recognized that that had been such a joyride. And then I recognized some other stuff that really gets into the psychological, the mental aspects of leadership, high performing teams. And I could, Brian, I could talk about that too, but okay. But that kind of got me to recognize that with those skills, the success that I had experienced at HP could probably be replicated. That's kind of been the path that I've been on for the past 15 years is really helping organizations go along that path. So mental models can be really big. Let me give everybody here an example. And so Brian, I'm going to speak to you as a way of illustrating mental models. So imagine you are physically where you are right now. Brian (05:24) Yeah. Bernie Maloney (05:37) but it is 150 years ago, okay? Imagine you're physically where you are right now, but it's 150 years ago. Now, Brian, let me ask you, can man fly? Brian (05:47) boy, you're testing my history knowledge. Bernie Maloney (05:52) Okay, make it 200 years ago, okay? That makes it easier. Okay, cool. Great, now fast forward to the present. Brian, let me ask you, can man fly? Brian (05:54) No, yeah, no. Yes. Bernie Maloney (06:02) What changed? Nothing about the laws of physical reality. It was just your mental model of what for man to fly means. That's the power of belief, okay? And belief limits a whole bunch of stuff in the way that people behave. So you'll hear Agilent talk all the time about, this is all about changing mindset. I'm probably, Brian, gonna give your listeners some ways of. Brian (06:06) invention. Bernie Maloney (06:30) changing mindset as we go through this, but that's going to illustrate the power of mental models. Now, a big one that I like to use that's specific to Agile comes from Gabby Benefield. She's an Agilist out of the UK, and it's called the Mobius Loop. And I think she's got the domain mobiusloop .com. So everybody can imagine a Mobius Loop. Okay. And what I really like about this model for her... Brian (06:32) Sure, yeah, please. Yeah. Bernie Maloney (06:56) i s the right -hand half is what a lot of organizations think Agile is. Build, measure, learn, build, measure, learn. The whole idea of the build trap that we talk about in Agile. It's all about the delivery of a solution. Okay? But the left -hand half is all about the discovery of the problem. Okay? And the discovery of the customer. And that's a part of Agile too that most organizations overlook. So you got to ask why. And it comes down to kind of mental models. So when I was at Persistent, if you go look me up on LinkedIn, you'll find some of my employment history. I was at Persistent for a while. They had a really good mental model. And it's something I still use when I go into a client. And they would talk about there's kind of three eras of a company culture. And so culture is really the environment that an organization lives within. And there's an era. where cultures were formed before the internet. So things like finance and government and mining and manufacturing and oil and gas field developed. I mean, I've had clients in all of these areas. And in that sort of an environment, okay, it was, well, an era. One of the things I'll ask, and Brian, I'll kind of like let you represent the audience. Would you say in general, the people that you work with, the markets that they serve, Are they moving faster and all up into a thumbs up, slower, thumbs down, or about the same, thumbs sideways? Are the markets moving faster, slower, or about the same as they were, say, five or 10 years ago? Brian (08:32) I think everything's moving faster, yeah. Bernie Maloney (08:34) Cool. Okay. Now, how about the technology that your clients use to solve problems for that market? You know, moving faster, thumbs up, slower, thumbs down, or about the same as it was, say, five or 10 years ago. Faster. Yeah, cool. Okay. Now, when things are moving faster, thumbs up for yes, thumbs down for no. Do they always move in a straight line? Brian (08:46) No, faster. No, not always. Bernie Maloney (08:56) Okay, cool. So now things are moving faster, but they're not moving in a straight line. So let me ask you, do most organizations try and plan and predict? Is it possible for you to plan and predict when things are moving faster and they're not moving in a straight line? Is it easier or harder to plan and predict? Brian (09:19) I think it's definitely harder. Bernie Maloney (09:21) Yeah, but organizations are trying to do that, aren't they? And it's because their mental model is as a machine. So organizations born before the internet have a mental model of the entire organizational system being a machine, the industrial age, which you can plan and predict. They treat people like cogs in a machine. In fact, the thing that us Agilists will say is, when you say resources, did you mean people? See, that's... Brian (09:35) Yeah. Bernie Maloney (09:50) That's kind of now we're starting to get into some of the culture aspects of this because language actually forms culture. And so you'll hear Angela say, did you mean people? Like when that whole word of resources comes up. But organizations born before the internet, they've got one culture. Okay, they were born in an era of plan and predict. They've got a mental model of the system being a machine. And your listeners would probably agree most of them struggle with Agile. Okay, now there's another era born in the internet but not the cloud. So some examples like here in Silicon Valley, Cisco, PayPal, okay, lots of us have had exposure to them and lots of us recognize they still struggle with agile because agile wasn't really fully formed and articulated. Then there are organizations that were born in the cloud and so places like Striper Square and I use payments because I've had... clients in finance across all three of these eras. So Stripe or Square, they were born in the cloud where things were almost natively agile because the Agile Manifesto had been published by that point. They just inherently get agile. So these mental models of your organizational system being a machine get reflected in the language. So things like people or resources, it turns them into objects. It enables something I've heard called pencil management. Wear them down to a nub, go get a new one. In fact, if you do the research on where the word resources was first applied to human beings, it might shock some people. So I don't talk about that openly. They'll have to find me privately. I'll be happy to point you out the reference. And once I do, it's like, ooh. But one of the jokes I'll crack. And this is one of the ways that you can start to shift the language. If people call you resources, because you know that turns you into an object, start calling them overhead. Brian (11:23) Yeah. Ha ha ha. Bernie Maloney (11:48) Okay, it can kind of make the difference there. Okay, so, but you know, if things are moving faster and they're harder to plan and predict, that mental model needs to shift. In fact, in agile, we talk about you need to move to sense and respond. When things are moving faster, it's kind of like Gretzky, skate to where the puck is going. You need to sense and respond to the situation. So a better mental model instead of a mechanism is an organism. Because think about organisms, like cut yourself, it heals, okay? It senses and responds. Or like a forest fire comes in, wipes things out, and nature always kind of fills things back in. Sense and respond. This gets reflected in the language. So Brian, do your clients talk about metrics? Brian (12:37) Of course, yes. Bernie Maloney (12:38) Okay, cool. So do they talk about efficiency? Brian (12:41) I would say a lot of businesses will talk about that. Yeah, sure. Bernie Maloney (12:44) Yeah, cool. That's the language of machines. Probably better language is diagnostics instead of metrics. That invokes some of the curiosity. And probably instead of efficiency is effectiveness. One of the things I'll say is scrum is not efficient. It's not about utilization of capacity. It's about the production of value, which is all about effectiveness. See, efficiency or effective. Do you go to your doctor for an efficient treatment? or ineffective treatment, Brian. Brian (13:16) Effective, hopefully. Bernie Maloney (13:17) Awesome. Do you go for blood metrics or blood diagnostics? Brian (13:21) Yeah, diagnostics for sure. Bernie Maloney (13:23) Yeah, so now you're starting to get some hints about how you can start to shift the mental model. What you're really doing with Agile, y 'all, is you're shifting the culture, and culture is hard because it's not visible. The tools, the processes, the practices that folks like Brian and I will teach and coach, they're super visible, they're super valuable, but they're often not enough to start to change things. So, Brian, would you say most of your listeners are familiar? familiar with the language of Tuchman of forming, storming, norming, and performing. Brian (13:56) I'd say there's probably a good percentage, yeah. Bernie Maloney (13:58) Cool. I actually like to draw a Satir curve. So Bruce Tuckman, Virginia Satir, they were contemporaries. They were both just researching human systems. So Virginia did a performance axis on the vertical and a time axis on the horizontal. And the way Virginia described it is you're kind of going along in a certain status quo. And so you're kind of along that baseline. And then a foreign element enters and some change. And then you descend into chaos. And you can't see it. like your performance goes down until you have a transformative idea and then through some practice and integration, you rise to a new status quo. This happens to people all the time when they introduce changes in their life like New Year's resolutions. I'm going to get fit and healthy this year. You know, it's a beach body time. And you start doing it and it's like, this is so hard. You're in chaos. And what human beings want to do is they want to go back to the way things were instead of moving through. OK, this happens when you introduce agile into your organization. You'll hear Agilist talk about this as the Agile antibodies. You introduce it, this is so hard, and people want to go back to the way things were instead of kind of moving through. So the tools, the processes, the practices, they're really good, but they're not powerful enough. You got to start changing the culture. Culture is like what we all swim in, but climate is something that you can start to affect. So climate is a little bit closer in to your team, and you can start talking about these mental models. Like when I was at TiVo, I was hired into TiVo to bring Agile in because I had shipped TVs, I knew about Agile. And I was hired in on, I think I can say this now because we're more than a decade past. Have you all ever streamed anything? Yeah, okay. So TiVo was working on that in like 2009, 2010. I got to see that stuff and I was like, really wish I had taken off for them. But that program... Brian (15:42) yeah. Bernie Maloney (15:54) disbanded, okay, and the culture kind of spread in the organization. And I knew that this was a possibility, so when I brought it in, I made sure I didn't just work with my team that was doing a Skunk Works project, where we were just kind of doing some internal development that we weren't, you know, or stealth is probably a better word these days. So a stealth program inside of TiVo that you couldn't talk about. I knew that... when Agile would spread, it would hit some of this resistance, these antibodies. And so I made a case for bringing in people from outside my team so that it was familiar. And when that program disbanded, it organically spread on the cloud side of TiVo because of some of this stuff. So within your own team, you can kind of create a climate. And then when you start to see results like that, that's going to start attracting kind of the rest of the culture that's there. But these mental models, like shifting from mechanism to organism can really help an organization recognize where their limiting beliefs are about how things go. And it's going to be reflected in language. So if you like dive into anthropology a little bit, you're going to recognize that it's really well established. You can change a culture by starting to change the language. And all of us, okay, if you're observing what's going on in Eastern Ukraine here in 2024, that's what's going on. with the Russian occupation, they're changing the language because that's going to change the culture. That's why they're doing stuff like that. So, and even language starts to shape the mental models that you've got. A good example of something like that was when European, you know, when European explorers is the language I'll use, came to the Americas, the natives didn't really have a language for ship. And so they saw these people coming in floating on the water. And that was the way that they could describe it. So even language kind of gets into a cultural sort of a thing. So these are techniques that you can put into your toolkit. Start shifting the language to start shifting the culture, which can kind of help with the mental models. When you got the mental models, that's where the language starts to come from. If you don't have the mental models, you're probably not going to have the language. And I encourage all the folks I work with, start shifting from the whole idea of mechanism to organism. Okay, Brian, was that 15 minutes? Did I go on for as long as I predicted I would? Brian (18:27) About 15 minutes. Yeah. No, but I think that's a good point. There's a thing that I'll talk about a lot of times in my classes where I would all say, you know, the waterfall paradigm is one that's based on manufacturing. And there's a false understanding of what we're doing as manufacturing and it's not. It's more research and development. So you have to kind of shift the process to be one that's more conducive. to research and development. So that's very much in line with what you're talking about here. I love that. Bernie Maloney (19:01) Yeah. Do you think people would appreciate some book references that can kind of like help you? Okay. So specifically on that whole ethos of experimentalism that you just touched on, Brian, I'm currently going through Amy Edmondson's The Right Kind of Wrong. Really good book. Now, Amy is well known because she helped establish psychological safety as a super important topic in organizations. Brian (19:07) absolutely. Absolutely. Bernie Maloney (19:30) So she was coupled, I think, with Project Aristotle at Google. And in this book, she unpacked some really interesting stuff. She talks about failure, and there's types of failures. There's basic, there's complex, and there's intelligent failures. OK, intelligent failures, they're just native to science. You know things are going to go wrong. You're going to have Thomas Edison, the I Found 1 ,000 Ways. to do a light bulb wrong, sort of. That's like intelligent failure. Basic failure, she breaks down into, let's see, neglect and inattention. And those are the things that you really want to start to squeeze out of a system. With that mental model of a mechanism, I would say a lot of, call it management, tends to think of a lot of failures as basic failures. And that's where blame starts to come into a system. Okay, so now we're back into psychological safety. Okay, where you want to establish, you know, that was an honest mistake. Hence the talk title of make new mistakes. Okay, so you can have processes and procedures that can kind of squeeze out some of those basic failures. Complex in the middle is really interesting to talk about. As I'm getting into the material, she unpacks... Now, complex failures are those chain of events, you know, Brian (20:30) Yeah. Yeah. Bernie Maloney (20:54) This thing and this thing and this thing all had to line up and go wrong at the same time for this catastrophic failure to go on. And in medicine, which is where her original research was, they talk about it as Swiss cheese. And she says, if you go into a lot of medical administrators' offices, you're going to find some model of Swiss cheese there. Because they talk about it's like all the holes have to line up for something to go sideways on you. So complex failures. It's a chain of events, a bunch of little things. And she points out that in the research, these often happen when you have an over -constrained system where there's no slack, where you're trying to operate with, get this, Brian, 100 % efficiency. You're trying to load everybody up. So that is just like, it's not just juice on psychological safety, but like, looking at the whole idea of intelligent failures that we want to encourage versus constraining out basic failures versus working to reduce those complex failures and not just thinking complex failures are basic failures, but they're systemic failures that then might be part of the system, might be part of the mental model that's going on that's there. So super juicy stuff. Brian (22:11) Yeah, yeah, that's really good stuff. I've always loved Amy's work and I feel, you know, silly calling her Amy. But Amy Edmondson's work has always been great. Yeah, Professor Edmondson. She, the work on psychological safety, I think was just amazing. And the examples she used in her research are amazing. And, you know, all the stuff with Project Aristotle. Bernie Maloney (22:20) Okay, Professor Edmondson, yeah. Brian (22:36) I love the concept of psychological. I mean, again, not to make this the topic of our podcast, but, you know, I love the idea that they, they, they found that psychological safety was, so foundational that nothing else mattered. That if you didn't have that, that not no matter what else you layered on top of it, it would not fix the problem that you didn't have psychological safety. Bernie Maloney (22:58) Yep. And that's one of the reasons why I say Agile is actually a social technology more than anything else. I mean, that's why it's people and people over processes and tools. This is really a social technology that we deal in. Brian (23:10) That's a great way to put it. I love that social technology. Awesome. I love that. Bernie Maloney (23:14) So kind of talking about Amy and psychological safety and kind of all these systems that we're talking about, another mental model that I like to give particularly my product owners, going back to that Mobius loop. and like on the right hand side is all about delivery, okay, that's where you give team solutions to build. That's what a lot of organizations do. Versus on the left hand side with discovery, it's all about problems to solve. So I like to encourage my clients to instead of just giving people solutions to build, give them problems to solve. Now, for product owners, if you imagine like an onion that's kind of stretched out left to right, so kind of an odd long little onion. Brian (23:41) Yeah. Bernie Maloney (23:58) and on the far right is your sprint. And then as you go to the left, you're at a release, and further out to the left, you're in roadmap, and way further out into the left, you're into these vague things like vision. So product owners kind of deal with this whole span of things. And in between, product and sprint goals start to make things a little bit more concrete. Okay, and... One of the things I'll do for my product owners is I'll take that Mobius loop and I'll overlay it on a planning onion like that and go, do you get to see how, like what we're talking about here, you're starting out way vague in discovery and you're getting way more concrete as you get into delivery and into the sprint. And really the job of Agile and Scrum is both. It's not just about turn the crank on the machine. In fact, I think it's unfortunate that there's a book title out there of twice. the work in half the time. I actually like to pitch this as more it's about twice the value with half the stress. Okay, now as you imagine that Mobius loop kind of overlaid, one of the things I'll unpack for folks is when you're way out in that vision area, there's a lot of uncertainty that's there, okay? And you're actually going to have to do discovery. You may have to run some experiments. Brian (24:58) Yeah. Bernie Maloney (25:24) Okay, and it's only as you get closer into delivery that you want to get closer to certainty. And really, that's kind of the job of a product owner is squeezing uncertainty out of the system. Initially through discovery of the problem to solve, who to solve it for, what the market is, but it's the job of the whole team in Agile to squeeze that uncertainty out of the system. Brian, I'm sure you've had folks like talk about spikes. You ever have people get wrapped around the axle about like including spikes in their product backlog? Brian (25:48) Yeah, for sure. yeah, for sure. Bernie Maloney (25:54) Cool, the way that I frame that up, okay, so here's a mental model. That's just technical uncertainty that you've uncovered. Great, okay, so now we've got to go squeeze that uncertainty out of the system. So stop getting wrapped around the axle on stuff like this. Just like stop trying to plan and predict things. Instead, kind of get into sense and respond on all of them. And there, I've kind of brought it around full circle for you, Brian, for where we started. Brian (26:09) Yeah, no. No, that's great. That's great stuff. And I love the fact that we can bring it back full circle. Well, this is fascinating. And like you said, we could press play and go on this for another half hour very easily. But we'll be respectful of people's time here and keep it to our normal time length. Bernie, I can't thank you enough for coming on. I really appreciate you sharing your experience with us. And... what you've learned over your years of working in this profession. Bernie Maloney (26:50) Thank you so much for asking me, Brian
Sponsored By:Core Contributor Membership: Take $1 a month of your membership for a lifetime!Tailscale: Tailscale is a programmable networking software that is private and secure by default - get it free on up to 100 devices! 1Password Extended Access Management: 1Password Extended Access Management is a device trust solution for companies with Okta, and they ensure that if a device isn't trusted and secure, it can't log into your cloud apps. Support LINUX UnpluggedLinks:
Wes reports from the Skunkworks lab, and Brent tells us about his new computing lifestyle.
In this Predictable B2B Success Podcast episode, host Vinay Koshy engages in a compelling conversation with Will Adams, President at Tarkenton Companies. Will discusses the pressing challenge of preserving the human element in business relationships and innovation processes as AI and technology rapidly advance. The dialogue covers various topics, including Tarkenton's unique business model as a Skunkworks operation, the importance of journey mapping, and the critical role of empathy and effective communication in leadership. Will also shares insights into how companies can integrate AI without compromising the human experience. He particularly stresses the importance of fostering innovation within risk-averse organizations, aiming to inspire the audience and instill a sense of hope in the face of technological changes. We also delve into the delicate balance of maintaining the human element in a fast-paced tech landscape dominated by AI advancements. The discussion underscores why empathy should be at the core of user design and customer experience, highlighting its crucial role in the B2B tech industry. Will Adams shares his wisdom on bridging the gaps between client success and development teams, the importance of journey mapping, and the role of ethical guidelines in the Wild West of technological innovation. Plus, discover why Apple's deliberate approach and Google's cautionary AI tale offer essential lessons for today's businesses. Stay tuned for an episode that promises to challenge your perspectives and spark new ideas for a more empathetic and innovative future in B2B success! Some areas we explore in this episode include: 1. Role and Mission of Tarkenton: - Description of Tarkenton's services and their focus on storytelling for long sales cycles. - The entrepreneurial mindset and mission of making business fun while helping people. 2. Balancing Human Experience and Technology: - Challenges B2B tech companies face in maintaining the human element amidst rapid AI and technology advancements. - Impact of technology on young people's mental health and the ethical responsibilities of tech creators and consumers. 3. Empathy and Client Experience: - Importance of fostering empathy and understanding of the client experience within development teams. - Practices like rotating engineers through client success roles and placing development teams in client success hubs. 4. Value Beyond Technology: - Emphasis on adding value to businesses beyond just technology. - Starting from the point of making a meaningful difference and ensuring sincerity in business practices. 5. Leadership in Rapid Technology Changes: - Essential leadership qualities include communication, team building, and creating a culture of empowerment. - Leaders should ask questions, engage teams, and lead by example to foster empathy and understanding. 6. Personal Touch in Customer Relations: The significance of maintaining a personal touch with customers and within the organization based on Will Adams' early career experience. 7. Ethical Guidelines and Regulatory Guardrails in Technology: - Importance of ethical guidelines, transparency in design, and regulatory guardrails in AI development. - The balance between innovation and ethical responsibility. 8. Blending AI and Human Elements: - Integration of AI with human consultation in their SaaS applications to enhance customer experience. - Understanding the need for a balanced approach with real-life human support alongside AI. 9. Journey Mapping and Research: - Initial steps in Tarkenton's process, emphasizing journey mapping and thorough research and design before project planning. 10. Fostering Innovation in Bureaucratic Organizations: - Strategies to drive innovation in risk-averse settings. - Use of Skunkworks and the role of a bridge builder to connect the organization with an external innovation team. 11. And much, much more...
Mike Maples, Jr. is a legendary early-stage startup investor and a co-founder and partner at Floodgate. He's made early bets on transformative companies like Twitter, Lyft, Twitch, Okta, Rappi, and Applied Intuition and is one of the pioneers of seed-stage investing as a category. He's been on the Forbes Midas List eight times and enjoys sharing the lessons he's learned from his years studying iconic companies. In his new book, Pattern Breakers: Why Some Start-Ups Change the Future, co-authored with Peter Ziebelman, he discusses what he's found separates startups and founders that break through and change the world from those that don't. After spending years reviewing the notes and decks from the thousands of startups he's known over the past two decades, he's uncovered three ways that breakthrough founders think and act differently. In our conversation, Mike talks about:• The three elements of breakthrough startup ideas• Why you need to both think and act differently• How to avoid the “comparison trap” and “conformity trap”• The importance of movements, storytelling, and healthy disagreeableness in startup success• How to apply pattern-breaking principles within large companies• Mike's one piece of advice for founders• Much morePre-order Mike's book here and get a second signed copy for free. Limited copies are available, so order ASAP: patternbreakers.com/lenny.—Brought to you by:• Enterpret—Transform customer feedback into product growth• Anvil—The fastest way to build software for documents• Webflow—The web experience platform—Find the transcript at: https://www.lennysnewsletter.com/p/how-to-find-a-great-startup-idea-mike-maples-jr—Where to find Mike Maples, Jr.:• X: https://x.com/m2jr• LinkedIn: https://www.linkedin.com/in/maples/• Substack: https://greatness.substack.com/• Website: https://www.floodgate.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Mike's background(03:10) The inspiration behind Pattern Breakers(08:09) Uncovering startup insights(11:37) A quick summary of Pattern Breakers(13:52) Coming up with an idea(15:30) Inflections(17:09) Examples of inflections(28:10) Insights(36:58) The power of surprises(47:36) Founder-future fit(55:33) Advice for aspiring founders(56:41) Living in the future: valid opinions(55:34) Case study: Maddie Hall and Living Carbon(58:40) Identifying lighthouse customers(01:00:53) The importance of desperation in customer needs(01:03:57) Creating movements and storytelling(01:24:22) The role of disagreeableness in startups(01:34:42) Applying these principles within a company(01:40:43) Lightning round—Referenced:• Pattern Breakers: Why Some Start-Ups Change the Future: https://www.amazon.com/Pattern-Breakers-Start-Ups-Change-Future/dp/1541704355• Justin.tv: https://en.wikipedia.org/wiki/Justin.tv• Airbnb's CEO says a $40 cereal box changed the course of the multibillion-dollar company: https://fortune.com/2023/04/19/airbnb-ceo-cereal-box-investors-changed-everything-billion-dollar-company/• Brian Chesky's new playbook: https://www.lennysnewsletter.com/p/brian-cheskys-contrarian-approach• The Unconventional Exit: How Justin Kan Sold His First Startup on eBay: https://medium.datadriveninvestor.com/the-unconventional-exit-how-justin-kan-sold-his-first-startup-on-ebay-4d705afe1354• Kyle Vogt on LinkedIn: https://www.linkedin.com/in/kylevogt/• The State of Telehealth Before and After the COVID-19 Pandemic: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9035352/• The Craigslist Killers: https://www.gq.com/story/craigslist-killers• The social radar: Y Combinator's secret weapon | Jessica Livingston (co-founder of Y Combinator, author, podcast host): https://www.lennysnewsletter.com/p/the-social-radar-jessica-livingston• Michael Seibel on LinkedIn: https://www.linkedin.com/in/mwseibel/• The Airbnb Story: How Three Ordinary Guys Disrupted an Industry, Made Billions ... and Created Plenty of Controversy: https://www.amazon.com/Airbnb-Story-Ordinary-Disrupted-Controversy/dp/0544952669• Scott Cook: https://www.forbes.com/profile/scott-cook/• Chegg: https://www.chegg.com/• Aayush Phumbhra on LinkedIn: https://www.linkedin.com/in/aayush/• Osman Rashid on LinkedIn: https://www.linkedin.com/in/osmanrashid/• Okta: https://www.okta.com/• The Man Who Makes the Future: Wired Icon Marc Andreessen: https://www.wired.com/2012/04/ff-andreessen/• Peter Ludwig on LinkedIn: https://www.linkedin.com/in/peterwludwig/• Qasar Younis on LinkedIn: https://www.linkedin.com/in/qasar/• Paul Allen's website: https://paulallen.com/• Louis Pasteur quote: https://www.forbes.com/quotes/6145/• What was Atrium and why did it fail? https://www.failory.com/cemetery/atrium• Patrick Collison on LinkedIn: https://www.linkedin.com/in/patrickcollison/• Drew Houston on LinkedIn: https://www.linkedin.com/in/drewhouston/• William Gibson's quote: https://www.goodreads.com/quotes/681-the-future-is-already-here-it-s-just-not-evenly• Maddie Hall on LinkedIn: https://www.linkedin.com/in/maddie-hall-76293135/• Living Carbon: https://www.livingcarbon.com• Zenefits (now Trinet): https://connect.trinet.com/• Sam Altman on X: https://x.com/sama• Steve Wozniak on LinkedIn: https://www.linkedin.com/in/wozniaksteve/• Horsley Bridge Partners: https://www.horsleybridge.com/• David Swensen: https://en.wikipedia.org/wiki/David_F._Swensen• Judith Elsea on LinkedIn: https://www.linkedin.com/in/judithelsea/• 7 Powers: The Foundations of Business Strategy: https://www.amazon.com/7-Powers-Foundations-Business-Strategy/dp/0998116319• Business strategy with Hamilton Helmer (author of 7 Powers): https://www.lennysnewsletter.com/p/business-strategy-with-hamilton-helmer• Lyft's Focus on Community and the Story Behind the Pink Mustache: https://techcrunch.com/2012/09/17/lyfts-focus-on-community-and-the-story-behind-the-pink-mustache/• Logan Green on LinkedIn: https://www.linkedin.com/in/logangreen/• John Zimmer on LinkedIn: https://www.linkedin.com/in/johnzimmer11/• Storytelling with Nancy Duarte: How to craft compelling presentations and tell a story that sticks: https://www.lennysnewsletter.com/p/storytelling-with-nancy-duarte-how• Steve Jobs Introducing the iPhone at MacWorld 2007: https://www.youtube.com/watch?v=x7qPAY9JqE4• Jonathan Livingston Seagull: https://www.amazon.com/Jonathan-Livingston-Seagull-Richard-Bach/dp/0743278909• The paths to power: How to grow your influence and advance your career | Jeffrey Pfeffer (author of 7 Rules of Power, professor at Stanford GSB): https://www.lennysnewsletter.com/p/the-paths-to-power-jeffrey-pfeffer• Robin Roberts on LinkedIn: https://www.linkedin.com/in/robin-roberts-393a934b/• Skunkworks: https://www.lockheedmartin.com/en-us/who-we-are/business-areas/aeronautics/skunkworks.html• Vision, conviction, and hype: How to build 0 to 1 inside a company | Mihika Kapoor (Product at Figma): https://www.lennysnewsletter.com/p/vision-conviction-hype-mihika-kapoor• Hard-won lessons building 0 to 1 inside Atlassian | Tanguy Crusson (Head of Jira Product Discovery): https://www.lennysnewsletter.com/p/building-0-to-1-inside-atlassian-tanguy-crusson• Figma: https://www.figma.com/• Atlassian: https://www.atlassian.com/• Vinod Khosla: https://www.khoslaventures.com/team/vinod-khosla/• Top Five Regrets of the Dying: A Life Transformed by the Dearly Departing: https://www.amazon.com/Top-Five-Regrets-Dying-Transformed-ebook/dp/B07KNRLY1L• Chase, Chance, and Creativity: The Lucky Art of Novelty: https://www.amazon.com/Chase-Chance-Creativity-Lucky-Novelty/dp/0262511355• Clay Christensen's books: https://www.amazon.com/stores/Clayton-M.-Christensen/author/B000APPD3Y• Resonate: Present Visual Stories That Transform: https://www.amazon.com/Resonate-Present-Stories-Transform-Audiences/dp/0470632011• Ferrari on Prime: https://www.amazon.com/Ferrari-Adam-Driver/dp/B0CNDBN672• Montblanc fountain pens: https://www.montblanc.com/en-us—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe
Enjoyed this episode or the podcast in general? Send me a text message:Unlock the secrets behind the F-117 Nighthawk, the world's pioneering stealth fighter, and its enigmatic naval counterpart, the F-117N Seahawk. Imagine an aircraft so advanced it could evade radar detection, transforming military aviation forever. We journey through the evolution of stealth technology, from Soviet physicist Pyotr Ufimtsev's groundbreaking theories to Lockheed's Skunk Works' revolutionary designs. Discover how the Nighthawk's unique features reduced radar, audio, and infrared signatures, and ponder the immense impact a carrier-capable version could have had on naval operations.Next, we shift focus to the early days of the F-35 Lightning and the Joint Strike Fighter (JSF) program, uncovering why it ultimately outshined the F-117N Seahawk. The F-35's advanced stealth, sensor fusion, and multi-role capabilities made it the Navy's top choice. Get an insider's look at the technical and financial hurdles involved in adapting the F-117 for carrier use and speculate on the hypothetical outcomes had the F-117N been greenlit. Reflect on the strategic decisions that sidelined the F-117N in favor of the F-22 and F-35, shaping the future trajectory of military aviation.Support the Show.To help support this podcast and become a PilotPhotog ProCast member: https://www.buzzsprout.com/1555784/supportIf you enjoy this episode, subscribe to this podcast, you can find links to most podcast streaming services here: PilotPhotog Podcast (buzzsprout.com) Sign up for the free weekly newsletter Hangar Flyingwith Tog here: https://hangarflyingwithtog.com You can check out my YouTube channel for many videos on fighter planes here: https://youtube.com/c/PilotPhotog If you'd like to support this podcast via Patreon: https://www.patreon.com/PilotPhotog And finally, you can follow me on Twitter here: https://twitter.com/pilotphotog
Bio: Pete Newell Pete Newell is a nationally recognized innovation expert whose work is transforming how the government and other large organizations compete and drive growth. He is the CEO of BMNT, an internationally recognized innovation consultancy and early-stage tech accelerator that helps solve some of the hardest real-world problems in national security, state and local governments, and beyond. Founded in Silicon Valley, BMNT has offices in Palo Alto, Washington DC, Austin, London, and Canberra. BMNT uses a framework, called H4X®, to drive innovation at speed. H4X® is an adaptation of the problem curation techniques honed on the battlefields of Iraq and Afghanistan combined with the best practices employed by successful Silicon Valley startups. The result is a disciplined, evidence-based, data-driven process for connecting innovation activities into an accountable system that delivers solutions and overcome obstacles to innovation. Pete is a founder and co-author, with Lean Startup founder Steve Blank, of Hacking for Defense (H4D)®, an academic program taught at 47+ universities in the U.S., as well as universities in the UK and Australia. H4D® focuses on solving national security problems. It has in turned created a series of sister courses – Hacking for Diplomacy, Hacking for Oceans, Hacking for Sustainability, Hacking for Local and others – that use the H4X® framework to solve critical real-world problems while providing students with a platform to gain crucial problem-solving experience while performing a national service. Pete continues to advise and teach the original H4D® course at Stanford University with Steve Blank. In addition, Pete is Co-Founder and Board Director of The Common Mission Project, the 501c3 non-profit responsible for creating an international network of mission-driven entrepreneurs, including through programs like H4D®. Prior to joining BMNT, Pete served as the Director of the US Army's Rapid Equipping Force (REF). Reporting directly to the senior leadership of the Army, he was charged with rapidly finding, integrating, and employing solutions to emerging problems faced by Soldiers on the battlefield. From 2010 to 2013 Pete led the REF in the investment of over $1.4B in efforts designed to counter the effects of improvised explosive devices, reduce small units exposure to suicide bombers and rocket attacks and to reduce their reliance on long resupply chains. He was responsible for the Army's first deployment of mobile manufacturing labs as well as the use of smart phones merged with tactical radio networks. Pete retired from the US Army as a Colonel in 2013. During his 32 years in uniform he served as both an enlisted national guardsman and as an active duty officer. He commanded Infantry units at the platoon through brigade level, while performing special operations, combat, and peace support operations in Panama, Kosovo, Egypt, Kuwait, Iraq and Afghanistan. He is an Army Ranger who has received numerous awards to include the Silver Star and Presidential Unit Citation. Pete holds a BS from Kansas State University, an MS from the US Army Command & General Staff College, an MS from the National Defense University and advanced certificates from the MIT Sloan School and the Stanford Graduate School of Business. Bio: Dr Alison Hawks Dr. Alison Hawks is one of the leading experts advancing public sector innovation. A researcher and academic-turned-entrepreneur, she is the co-founder and CEO of BMNT, Ltd., the innovation company that is changing how public sector innovation happens; and Chair of the Common Mission Project UK, BMNT's charitable partner that guides mission-driven entrepreneurial education in the UK. Dr. Hawks co-founded BMNT Ltd with (Ret) Col Pete Newell, the CEO of BMNT, Inc., in 2019 to bring BMNT's proven innovation approach to the UK market. Under her leadership BMNT has become a trusted innovation partner across all single Services of Defence, the Cabinet Office, and the national security community. She has also helped change how real-world government challenges are addressed in the UK, launching the “Hacking for” academic programmes created in the U.S. These courses that teach university students how to use modern entrepreneurial tools and techniques to solve problems alongside government at startup speed. As a result of her efforts, 14 UK universities are offering Hacking for the Ministry of Defence, Hacking for Sustainability and Hacking for Police. More than 480 students have taken these courses, addressing 103 real-world challenges. Dr. Hawks teaches mission-driven entrepreneurship at King's College London, Department of War Studies and at Imperial College London's Institute of Security Science and Technology. She was named the Woman of the Year for Innovation and Creativity at the Women in Defence Awards in 2022. She serves on the Board of Directors of BMNT, leading development of BMNT's innovation education programs while also guiding the integration of BMNT's rapidly expanding international presence. She was previously Director of Research at the Section 809 Panel, a U.S. Congressionally mandated commission tasked with streamlining and codifying defense acquisition. She was also an Assistant Professor at the School of Foreign Service, Georgetown University, as well as King's College London, Department of Defence Studies where she taught strategy, policy and operations in professional military education. Dr. Hawks' doctoral thesis was in military sociology. She received her Ph.D from the Department of War Studies at King's College London, and her MA in Strategic Studies from the University of Leeds. She holds a BA in Political Science from the University of California, San Diego. She has multiple peer reviewed publications on her research. Interview Highlights 03:50 BMNT 06:20 Serendipity 10:00 Saying yes to the uncomfortable 11:20 Leadership 15:00 Developing a thick skin 20:00 Lessons of an entrepreneur 22:00 Stakeholder success 25:00 Solving problems at speed and at scale 28:00 The innovation pipeline 29:30 Resistance is rational 34:00 Problem curation 38:00 Dual use investments 43:00 Accelerating change 47:00 AUKUS 52:20 AI Contact Information · LinkedIn: Ali Hawks on LinkedIn · LinkedIn Peter Newell on LinkedIn · Website: The Common Mission Project UK · Website: BMNT US · Website: BMNT UK Books & Resources · Scaling Up Excellence: Getting to More Without Settling for Less: Robert Sutton, Robert , Huggy Rao · Value Proposition Canvas · Business Model Canvas · Hacking for Defense · Hacking for Allies · AUKUS DIN · Impromptu : Amplifying Our Humanity Through AI, Reid Hoffman · Huberman Lab Podcast · Allie K. Miller · Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification: Gene Kim, Steven Spear · The Friction Project - Bob Sutton, Huggy Rao Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku My guests for this episode are Pete Newell and Ali Hawks. Pete Newell is the CEO and Co-founder of BMNT, an innovation consultancy and early stage technology incubator that helps solve some of the hardest problems facing the Department of Defense and Intelligence community. Ali Hawks is CEO of BMNT in the UK and also a Co-founder of BMNT in the UK. In addition to this, she is the Chair of the Board of Trustees at the Common Mission Project, and she Co-founded the Common Mission Project in 2019 and drove its growth as a Startup charity in the UK. Without further ado, ladies and gentlemen, my conversation with Pete and Ali, I found it very insightful and I'm sure you would as well. Pete, thank you Ali, thank you so much for being with us on the Agile Innovation Leaders Podcast. It's a great pleasure to have you here. Pete Newell Thanks so much for the invite. Ali Hawks Yeah. Thank you for having us. Ula Ojiaku Right, this is the second time ever in the history of my podcast that I'm having two people, two guests. The first time was fun, and I know this one would be as well, and informative. I always start with asking my guests to tell us a bit about themselves. So your background, any memorable happenings that shaped you into the person you are today? Pete Newell So I'm a retired army officer. I enlisted when I was 18 and was commissioned when I left college in the mid 80s. I spent most of my career as an Infantryman in tactical units. I spent a great bit of time in the Middle East and other war zones. Towards the end of my career, I ended up as the Director of the Army's Rapid Equipment Force, which is essentially the Skunk Works that was stood up at the start of the Iraq and Afghanistan wars to accelerate technology to solve problems that were emerging on the battlefield, that weren't part of something else, somewhere else. And in that three-year journey, it probably exposed me to first and foremost, the speed at which new problems are presenting themselves, not just on the battlefield, but in the rest of the world. It exposed me to the speed at which technology is changing, being adopted and then being adapted for other purposes. So it's almost like chasing technology as it changes is a whole new sport, and it exposed me to the challenges of large bureaucratic organisations and their inability to keep up with the speed of the changes in order to remain competitive, whether it was on the battlefield or in the commercial markets or something like that. Those epiphanies really drove, first, my decision to retire from the military, because I became addicted to solving that problem, and second, drove the impetus to launch BMNT in 2013. And in fact, you are right square in the middle of our 10th anniversary of being a company. So it really is, I think, a big deal because we started with four people on a driveway in Palo Alto, California, now we're a global company with multiple companies and are grateful, but that's the history of how we got started. Ula Ojiaku Congratulations on your 10th anniversary, and it's an impressive background and story. Ali, what about you? Ali Hawks So, my background, a little bit different than Pete's, by training I was an academic, so my training and my PhD was in military sociology. I was really interested in understanding people's experiences in the armed forces, both in the US and the UK. That is what my PhD was focused around, my thesis, and I went on to be an academic at King's College London here in the UK. I've also been an Assistant Professor at Georgetown University in the School of Foreign Service. But it wasn't until I then took a job with the US DoD, in something called a Congressional Advisory Panel called the Section 809 Panel, which was tasked with overhauling all of defense acquisition, and that's where Pete and I met. I think one of those formative experiences in my career was meeting Pete and going to the non-profit that Pete started and spun out of BMNT, it's called the Common Mission Project with a really big program, Hacking for Defense, and Steve Blank also Co-founded that as you know, and Joe Felter. I went to an educator course for this program in Fort Belvoir as a part of my job to understand, could we take these types of methods and put them into congressional legislation or DoD regulation as a way to change how people think about problems? And when I met Pete, it was the intersection of all of the things that I really love, academia, entrepreneurship, defense and national security. I went up to Pete and pitched him and said, I want to take this back to the UK and launch it. That was the start of what has been thousands of conversations about the value that we can add both in the US and the UK. I worked in some law firms before I did my Master's and my PhD, but mainly my career has been in academia. Ula Ojiaku Wow. Thanks for sharing. And would you say it was serendipity that made your paths to cross and how are you finding the journey so far? Ali Hawks I think, yes, I think it's serendipity. I have a really different life journey than Pete. And I think in my career at the time when I met Pete, I hadn't really found what it is, what I felt like my purpose should be, or hadn't really found passion or joy in my work to that day. I found things I loved, I loved academia and I love teaching, but it just still didn't hit all of those things that you kind of get up every day and are like, this is what I'm meant to do. And I had done a lot of work on reflecting of what that would feel like and what that would look like and the elements it had to have. So by the time I met Pete, it was almost as if someone was flashing a huge sign at me saying, don't miss your turn, this is your turn. So I think serendipity, but also really understanding what it is that I wanted to do and the type of people I wanted to work with and the journey so far. I'll hand over to Pete in a second, but it's been nothing short of incredible. Pete has an amazing reputation, but as a business partner and as a leader, he allows people to truly learn, experiment, make mistakes, and he pulls everyone along by building confidence and empowering people that work for him. So in terms of kind of coming from academia and becoming a researcher turned entrepreneur, it's been the most formative experience of my career. Being able to work along Pete is like being able to work alongside that kind of guide or that guru, and you're like, wow, I can't believe I get to talk to this person every week and learn from them and be in business with them. So that's how it's going for me. Pete, how's it going for you? Pete Newell You know, Steve Blank and I had a long conversation about serendipity when he and I met 2015 and here's my advice in serendipity. It really is if you have an active curiosity and a willingness to say yes to things that you wouldn't normally, and you're not adverse to taking risk, the chances of serendipity smacking like lightning greatly go up. And then I go back to my first trip to Stanford University in 2011. Well, I was still a military officer and saying yes to a number of things that people asked me to do, and just one conversation after another led to a meeting with two guys who were Stanford graduate school instructors who were writing a book. Those two decided to write a chapter in that book about the work I was doing at the Rapid Equipment Force. Now, when Huggy Rao and Bob Sutton decided to write a book and hire a case study writer who spent six months digging into your life, you learn all kinds of things about yourself and about the world, and when that's followed by a chance coffee with Steve Blank, who had no idea who I was, and I had no idea who he was, that 15-minute coffee turned into a four-hour discussion between the two of us. I typically would not have been at the Fort Belvoir thing that Ali was at, and I think our meeting was very brief, but it was, I think, six months later when I found her in the library at Georgetown University at some social event and we both decided that we wanted her to do something, and we wanted to do something in the UK, and we wanted to see something between allied countries come together. There was no strategy or grand business development, there was nothing that drove those conversations. It was simply in the spur of the moment, the curiosity takes over and you start to say I can see where this might work. Now, Ali will be the first to tell you, it has not been easy, but it has been a privilege to work with her and to continue to work between the two governments and the countries to see absolutely brilliant things done. And so I just say, I come back to, it's that curiosity connected with the desire to, the willingness to accept a little bit of risk, but learning how to say yes to things that you're uncomfortable with and digging just a little bit more. That opens up that opportunity so much more. Ula Ojiaku I could see, it's evident to me the way Ali was talking about working with you, Pete, and your leadership, I'm wondering, could there have been anything about your military background that has influenced your leadership style as a whole? Pete Newell Yeah, everything in my background does. I can tell you, even growing up as a kid that the way my parents raised me influenced me positively, and negatively in some cases. My military background, I have been fortunate to work for a group of fantastic military leaders, I spent time in the Special Operations community, I spent time working for Stan McChrystal, I spent time in the Pentagon working for brilliant people. I also worked for some of the absolute worst bosses in the entire world, and I rarely say this about people, they were just bad human beings, and I will tell you in many cases what I learned watching a leader in a just really horrible environment influenced me more than watching the really brilliant guys out there. If you think about it, it's really hard to pattern yourself after somebody who is brilliant and driven and successful and kind and they do all that, but I'll tell you what, you can look at somebody who is really a bad boss and say, I don't want to be like them, and it happens in an instant, that I do not ever want to be like that person. That teaches you a lot about the environment that you want to create that people are going to work in. I have some hard areas, and Ali will acknowledge some of them, in the way people are treated in the workplace. Also as a graduate of the Special Operations community, I have strong feelings about how high performing people should be allowed to perform, and also expectations of how they work. I think the military left me with a high degree of not just respect, but you want to hire people, there's a certain degree of dedication to their success, whether they stay in your company or whether they leave, or they go someplace else, whether they're challenged or something else. And I'll tell you, if there was something hard about transitioning from the military to the business world is, in the military, you're given people and you're told to make them successful no matter what. In the business world, you tend to just fire people who are unsuccessful and not invest time and energy in them. I have never been able to make that change, and it's a bit of a struggle sometimes, because in the business world, you can't afford to hang on to people who are subpar performers, if you want to run a high-performance organisation. So if there's one of the things that I have learned is I am challenged in letting somebody go because I see it as a personal failure if somebody fails to thrive in my organisation, that has been built and imprinted by my past. I think Ali has a very different opinion, because she comes from such a great different place. Here's the beauty of it, the work with people like Ali and some of the others, we can argue and disagree and fight like cats and dogs sometimes, but we still love each other, and it is still an absolutely amazing environment to work in. That's really what, if you get it right, that's what life's like. Ula Ojiaku What's your view, Ali? Ali Hawks So we clearly have different backgrounds, I think that I was a bit of a late bloomer in terms of leadership style. Being in academia, you're not really in a leadership position because you're responsible for yourself, and in a way, it's a really good test bed for being an entrepreneur, because in academia you have to have such thick skin, because you turn in your peer reviewed journal publications, you turn in your papers and people write back and slash, and no one's trying to make you feel good. In fact, they want to help you, but also they're quite competitive. So that was a really good proving ground for being able to develop the thick skin for critical feedback or any feedback and really all of the knocks that come with being an entrepreneur. What I took into starting BMNT here four years ago was, things that I took from Pete and from the U.S. was really allowing people and high performers to work in the way that they feel best. One of the things I hated when I was younger in certain jobs, and working in law firms is punching your time card at 8 am, and you punch out at 5, and an hour for lunch, and it never felt right that that was the way to measure someone's productivity or to really enhance or empower people. And so the way that I approach it is we consider everyone to be an adult and to do their job, and also to be as curious as possible. So on our Standup this morning, with two new team members coming back into BMNT, one of the things that we agreed on is if no one's asking for time off to be creative or to have a day or two days to read a book that will enhance their knowledge or make them a better BMNTer, then we're failing. If no one has asked for that time by the end of this calendar year. So the way that I really approach leadership is how can I empower, but also invest in every single person, because it's not me delivering the everyday work, it's the people in my company, so they're building it alongside of me. I hire smart young people who will give feedback and we action that feedback. So we change things based on what we get from a 23-year-old, so everyone in the company feels really valued. And I think, learning from Pete, is also being really honest and transparent with everyone in the company when your chips are down and you have to say, guys, this is what's going on, and I found it has built such a strong cohesion in the team that we have now, that this year going into it is the most excited I've ever been about running BMNT. So taking a lot of what I learned from Pete and also my own experiences of feeling really caged, actually, in most of my jobs, and being able to understand that people work in very different ways, and if you allow them to work in the ways that are best for them, you really do get the best of everyone. Ula Ojiaku That's very inspiring and insightful. Now, there was something Pete said earlier on about you, Ali, walking up to him and sharing the vision that you wanted to take back what BMNT is doing to the UK and so what made you go for it, what pushed you towards that? Ali Hawks Again, it was a lot of work on my part of really understanding what I wanted to do, and when I approached Pete that day, I was really excited and exuberant and I said, I want to take this back to the UK and I want to run it. And Pete is, as you get to know him, he's very calm and he's quiet, and he kind of looked at me and he said, you should talk to some people. And I thought, okay, I'll go talk to people. So I went out and I talked to people and I got Pete on the phone a few weeks later and I said, Pete, this is my dream job, this is what I want to do. And Pete said, prove it, do a Business Model Canvas. So I then hung up the phone, I googled Business Model Canvas, I watched YouTube videos on how to complete it. I was still working at the 809 Panel, so I was getting up really early to talk to people back in the UK, make phone calls, pulling on all of my contacts because I've been in defense and national security for gosh, since 2009, and I was canvassing everyone I knew, I filled out the Business Model Canvas, I sent it to Pete, he was going to be in DC about a week later, and he wrote back saying we should meet. So we then met and had an initial conversation around what it could look like, but it really wasn't until as Pete said in that library at Georgetown for a reception that we came together and having had both time to think and think about what I put down in the Business Model Canvas, but also how we got along, I think, and gelled as business partners, we decided, let's do it. So when we said we didn't have a plan, I had an idea of what we could do, and I have unfailing determination to make things work, and so I just knew, and I think we both knew if we tried it, that something would come of it, and if not, we would learn a lot from it. So we went from there and it took a while before we got a plan, to be honest, but we got there. Ula Ojiaku Well, here you are. Ali Hawks Exactly. Pete Newell You know, if there's one thing I have learned as an entrepreneur is that the plan you thought you were going to have, is never the one you actually execute. So the faster you begin to test it, usually by talking to people and doing things, the faster you will get rid of bad ideas. And it's not about finding the good idea, but it's about creating all the ideas you could possibly have and then killing them off quickly so that you understand the core of the value that you think you're going to deliver. Everything after that is the mechanics of how to build a business. I mean, that's not easy stuff, when you're launching a company, more importantly when you're launching one in a country you haven't been in in a while, but getting there is really about getting the thought process moving and getting people to disabuse you of the notion that every idea you have is brilliant. Ula Ojiaku I mean, I agree setting up a business isn't easy. I can't imagine the additional challenge of setting it up in the defense sector, the Department of Defense in the US, Ministry of Defence here in the UK. What sort of things would you say would be the additional? Do you have to go through hurdles to go through approvals, clearances and all that? Ali Hawks From the MOD experience, it's less about clearances and those types of things, it's more about understanding, winding your way through what feels like a maze, to find the right stakeholders that you can bring together at the right time to make a decision. So while there are individuals that hold budgets and can make decisions, there's a constellation of people around them that need to be aligned in concert with that decision. If you went to a business, of course, you'll have to have a couple of people on board, but the time to sale or the cost to sale is relatively straightforward. When you go into the government, you have a group of highly motivated people, highly mission-driven people who experience the pain of their problems every day, and they are trying to fight just as hard as you are in order to change something for the better. So in the first instance, you have great allyship with your customers, because you have a shared mission, and you're both working towards it, which is fantastic. The second is really trying to understand if that person has the budget and they need to sign off on it, how much do they need to care about it, or is it their chief of staff that needs to really care about it? Or is it their engineer? So I would say the difference is the amount of discovery that you do and doing that stakeholder mapping, is fundamental to success, but also knowing that people change jobs in the civil service and the Armed Forces every few years, that is a critical skill as a business working with the government, that stakeholder mapping and that discovery with your customers, customer development never ends. So I think that that is the longest pole in the tent in terms of finding the right people, and sometimes people say that's the person that has authority, you go talk to them and they say, no, I don't have any authority, so it's really trying to wind your way through the maze to align those key stakeholders. Pete Newell I would add to what Ali said, is that it's like climbing into a very complicated Swiss watch and you need to understand not just how things work, but you need to understand why they work the way they do, and how they work with other things, and then you need to understand who's responsible for making them work and who the beneficiary of the work is, and who possibly might want to make them not work. So, Ali's comment on stakeholder development, it's at the heart of everything you do -- you talk about more sociology and anthropology than it is anything, it truly is understanding why things work the way they do and what drives people to behave one way versus another. Once you figure that out, then you can figure out how to motivate them to behave one way or another, and where you might fit to help them in their daily job or whatever else. But that stakeholder development and understanding who's in charge, who benefits, who doesn't benefit, why something might be counter to something else is so critical in any consulting business, but in particular, if you are trying to get something done inside a government organisation. It, in many cases, it's archaic, but it still operates underneath a very definitive culture that you can map if you've been at it long. Ula Ojiaku So BMNT, you help government organisations to solve hard problems at speed and at scale. Can you expand on this? Pete Newell It's both I think. I go back to my experience, way back in the Rapid Equipping Force and 2010 is first and foremost, there are tens of thousands of problems that prevent the government from doing what it wants to do. The government is challenged, first, in being able to identify those problems; second, in translating those problems into plain English that other people might understand; third, in using that translated thing to find ever bigger groups of people, to then redefine the problem one more time, so that it makes sense for the rest of the world; and fourth, creating the policies and process that will attract people to come to them and work with them to solve those problems fast enough to build a solution before the problem changes so much that the calculus is completely out of whack again. And in all this there's a complicated long answer, but the impedance difference between the speed at which you develop and acknowledge a problem and your ability to get people to work on it, if it's out of sync with the speed at which technology is being adopted and adapted, you will constantly be perfectly solving the wrong problem, and you'll be constantly delivering things that are antiquated before the day they land in somebody's hands, so that's really the speed issue. I go back to what I said about sociology. This is the speed of your ability to get people to come together to work on something, and then the scale is determining, scale how fast, and scale how big. The scale how fast is, I can start to deliver a solution to this, but I know the solution is going to change every 6 months. So I don't need to commit to building tens of thousands of these over a 5-year contract, but I do need to commit to changing what I deliver every 6 months, or this is going to scale to some big end and it goes into a much different system, you have to be ambidextrous about your approach to scale, and unfortunately most procurement laws, both the United States and in the UK are not built to be ambidextrous. They're built to do one thing and one thing very efficiently only. Unfortunately, that's not the way the world works anymore. Ula Ojiaku Any thoughts, Ali? Ali Hawks As Pete said, and as a sociologist, the most often thing, and I think Pete said this a long time ago when we first met, is the government doesn't have a tech adoption problem, it has a people problem, and a lot of our work, a lot of our customers will come and say they have a tech problem, and they have a huge degree of urgency, but the things that get in their way are they have no common language, and they have no repeatable and scalable process in which to think about and work on their problems. And the framework that we developed, the innovation pipeline, is that process for them to do it. It's not complicated, it's methodology agnostic, and so it allows you to develop an entire workforce around a common language of innovating, mission acceleration, agile transformation, whatever you want to do, recognising that people are at the heart of it. The Head of Innovation at UC Berkeley and during one of our Lean Innovators Summit, said something that has stuck with me for several years now, ad he said, and it really hit home with our customers, because sometimes when I first started BMNT here, I was such an evangelist that I forgot to listen to the customer. I was just so convinced that they needed what we had, and I think the customer was telling me something else and I would get frustrated, and when I heard this, it was resistance is rational. When we go into a room with a group of people, we usually have a customer who is an evangelist of ours, or an early adopter, a huge supporter, and they have a couple of other people who feel the same way they do about change and innovation and moving rapidly, and then 70 percent of the team don't feel that same way. So approaching it and really empathising with the customers and understanding resistance is rational, why would they want to change? Things for them work, the way that they have always done, it works, and that is a rational response. So being able to then develop a service where you're connecting with them and saying, I understand that, and that's a rational response, and then using tools, like one of my favourite tools, the Value Proposition Canvas, to really understand, what are the jobs to be done, and the pains and the gains, and when you speak in that type of language, there are so many times that I have seen this kind of aha moment of like, oh, so if I did that, then I wouldn't have to do this anymore, or I would be able to do this different thing. And this is not complicated, these are not complicated tools or processes we're talking about, but the common denominators of it are discipline, consistency, and hard work. And I think, coming off what Pete said, when you want to get pace and speed, you have to be consistent and you have to be disciplined, and people have to understand what you're saying in order to get over that resistance is rational piece. Pete Newell I think Ali's spot on in terms of the problem with the problem. Oftentimes is, we can put a problem in a room and 10 people work on it and get 10 different versions of the problem, and so part of the art that's involved in the process is to get a group of people to agree to a common definition of a problem and use the same words, because many times we're inventing new words. It's new technology, new problem, but the first thing we do is get everybody to say the same thing the same way, and then start to talk to other people about it, because part two of that is you learn that your problem is probably not the right problem, it's a symptom of something else, and that whole process of discovery is a very disciplined, I would say it's a scientific methodology applied to how we communicate with people. You have to get out and test your theory by talking to the right people in a big enough diverse crowd to truly understand that whether you're on the right track or the wrong track. That's hard work, it really is hard work, and it's even harder to get what I would say critical feedback from people in the process who will challenge your assumptions and will challenge your test, who will challenge the outcomes of that. That's what our team does such a great job of, working with customers to teach them how to do that, but listening to them and helping them come together. At the same time, we're looking at the quality of the work and because we're a third party, we can look over the shoulder and say I see the test, and I see the outcome, but I don't think your test was adequate, or I don't think you tested this in an environment that was diverse enough, that you may be headed down the wrong path. The customer can still decide to go with what they learn, but in most cases, at least they're getting honest feedback that should allow them to pause and relook something. Ali Hawks I think for this particular reason, this is why BMNT is a leader in this space, is because the kind of jurisdiction around that front end of the pipeline, of are we making sure that we're choosing from enough problems and we're not stuck with a couple of investments that might be bad, so to speak, really validating that problem to decide, is it worth working on, is this even progressible, does anyone care about it, can it technically be done, does the organisation care about it, before spending any money on investment. Now that front end of the pipeline is gradually becoming a stronger muscle, and I'll speak for the UK, is gradually becoming a stronger muscle because of the work that BMNT has done, and both in the US and the UK, there is incredibly strong muscle memory around experimentation and incubation, which is fantastic. There's a lot of structure around that and frameworks and a lot of common language, which is amazing, because when you have that developed, going back to the beginning to refine before you put into the machine, so to speak, that's where what we call curation, really validating that problem, that's a single most determining factor on whether a problem will transition to an adopted solution. Most of government starts in experimentation and incubation, so they don't get the benefit of de-risking investment in a solution, and they don't necessarily get the benefit of all the learning to expedite that into incubation and experimentation. So I think where BMNT comes out and really owns that area is in that front end of the pipeline, and when you do that front end, you would be amazed at how fast the other part of the pipeline goes through discover incubation experimentation, because you've increased confidence and really de-risked investment in the solution. Ula Ojiaku Thanks for sharing that Ali, would you say you're applying lean innovation amongst other things to the framework you're referring to, or would that be something else? Pete Newell No, I think that it's all part of the process. We use a variety of tools to get to the data we want, and then it's a matter of doing analysis, and this is why Ali's background as an academic is so critical, because she's keen on analysis, and looking at the data and not skewing the data one way or another, and that's an incredibly important skill in this process. Again, this is really the application of a scientific methodology, and you need to be able to do that, but you need to understand how to get the data. So whether it's Lean or it's Scrum or it's some Google tool or something else. We have become really adaptive in the use of the tools and a mixture of the tools to drive a community of people to create the data we need to make an assessment of whether something's going the right direction or not. And that's the beauty of being involved with the Lean Innovation Educators Forum, the beauty of the time we spend with folks like Alex Osterwalder or with Steve Blank or with the folks from the d.school at Stanford or any of those places that are developing tools. It is understanding how to use and adopt the tool to fit the circumstances, but at the end of the day, it's all about creating the data you need to use the analysis that will drive an insight, that will allow you to make a decision. Too often I find people who are just overly enamoured with the tool and they forget that the tool is just a tool. It's about data, insight, and decisions, and you have to get to a decision at some point. Ula Ojiaku Data, insight, decisions. Amazing. So, if we shift gears a little bit and go into your Strategic Innovation Project, SIP, I understand that one of the shifts you're driving in the DoD and MoD respectively is about their approach to involving private investment in defence technology. Could you share a bit more about that? Pete Newell As part of the innovation pipeline, you have to eventually transition out of the discovery phase and at the end of discovery, you should know that you have the right problem. You have a potential solution and you have a potential pathway that will allow you to deliver that solution in time to actually have an impact on the problem. At that point, you start incubating that solution, and if it's a tech or a product, then you're talking about either helping a company build the right thing, or you're talking about starting a new company, and that new company will have to do the thing. Our work in terms of early-stage tech acceleration is really now focused on what we call dual-use technologies. Those technologies that are required to solve a problem in the military, but also have a digital twin in the commercial world. There has to be a commercial reason for the company being built that's actually going to solve the problem, and so as we looked at that, we found really interesting conversations with investors in the United States and then eventually overseas who were looking for a way to help defense get the technologies it wanted, but have portfolios that don't allow them to just invest in a defense technology, and they were looking for an opportunity to engage one, with like-minded investors, but two, in honest conversations about problems that existed in the military and in the commercial world so they can make better decisions about the deployment of their capital to create the right companies. I think it's probably been five years now we've been working on the hypothesis around this. we started to develop a very strong language around dual-use investments in early-stage tech acceleration and adoption, and we started to build new tools inside government programs, as well as new groups of investors and other folks who wanted to be involved. All that was fine in the United States, but then we found it was a slightly different application outside the United States, particularly in Europe, which is not necessarily the most Startup friendly environment in the world in terms of investment, but at the same time, understanding that the United States has an unequalled appetite for technology to the point where that technology doesn't necessarily exist within the United States, nor do the best opportunities to test that technology exist for the United States, so we had to come up with a way that would allow us to do the same type of investigation with our allies, which turns into this incredible opportunity amongst allied nations and companies and vendors and things like that. And I know that from Ali's standpoint, watching NATO DIANA and other programs start, that it is more challenging, it's a different environment in Europe than it is in the United States. Ali Hawks Picking up there and in terms of the way that we think about investment, and what Pete is talking about is a program we run called Hacking 4 Allies. We currently work with Norway and take dual-use Norwegian Startups into our incubator and accelerator called H4XLabs in the US and we help them enter the US defense market and the commercial market, and one of the things that we're starting to see over here is it is a pathway that doesn't really exist in Europe. So when we think about NATO's DIANA, what DIANA is focused on, which is dual-use and deep tech and what they are overly focused on, and I think is correct, is how do you raise investment in the countries themselves to help booster a whole range of effects around being able to raise money within the country? Ultimately, though, and a lot of what DIANA was doing, in terms of the concept and its focus on dual-use and deep tech, was before the invasion of Ukraine, and so at that time before that, I think in terms of the NATO Innovation Fund and thinking about investment and NATO, it wasn't as comfortable with dual-use and investing in dual-use as the US is, not only is the US comfortable, but you have things like we helped a private capital fund, where people feel a great deal of patriotism, or that it's a part of their service to be able to contribute in that way. That feeling doesn't exist, it exists here, but it manifests itself in a different way, and it doesn't manifest itself as let's invest in dual-use technologies to help our defense and national security. So there's different understandings and cultural feelings towards those things. Now, having had the invasion of Ukraine and now the war in Israel and Gaza and now in Yemen, I think that the change is accelerating, insofar as what are the capabilities that we need to rapidly develop within NATO to be able to feel secure on our borders, and what type of investment does that take? Now, US investment in Europe has dropped about 22 percent in 2023, and so they're a little bit nervous about investing in these companies, and so the strength that being able to change the investment paradigm, which is ultimately, the companies that are going to receive the investment from the NATO Innovation Fund and NATO DIANA, they want to develop in the country, but ultimately all of those companies and their investors want them to get to a bigger market, and that bigger market is the US. So, what we are able to do is to connect real dollars, government dollars and commercial dollars, to those companies. We are one of the only pathways outside of export regimes for the Department of International Trade here in the UK. We are one of the only private pathways that has not only been tested and proved, but that we are able to take more companies year on year, take them to the US and prove that model. Now that's really exciting, especially as we see some of the investment declining, because we're able to identify those companies, we're able to connect them to problems that matter that people are trying to solve, develop the use cases, and then help them on the commercialisation side of things in terms of going into a new market. I think that the way that we think about investment in the US from a BMNT perspective, and the US is a little bit different from Europe and the UK, but the exciting thing is now that we have this proven pathway to enhance and accelerate concepts like DIANA and the NATO Innovation Fund. Ula Ojiaku So it sounds to me like it's not just about the localised investment into the innovation, it's also about BMNT building pathways, so European Startups, for example, that want an inroad into the US, maybe vice versa. Pete Newell I think the AUKUS DIN, the Defense Investor Network really is the collection of the US Investor Network, the UK and Australia. All three countries had Defense Investor Networks that had been set up over the last several years and primarily focused on, one, allowing investors to engage other investors about topics that are of common interest when it comes to this dual-use paradigm; and two, being able to engage with people in the government about things the investors were concerned about. I'm very clear when I talk about the Defense Investor Network, it is about defense investors, not about the government's problem. I've had to redefine that multiple times, as this is about enabling investors to be more proactive and participate in building the right kinds of companies, not about the government telling investors what they need to do, or the government telling the investors how they need to do it. It really, it was built from the investor perspective, and then we found is that the investors were prolifically honest about their feedback to senior people in the government, which I think has been hard for people in the government to get that kind of feedback, but when an investor with a portfolio of 30 and 40 companies looks at the government and says, I will never do it the way you just described, and here's why. Until you change that quantity, it makes no sense for us to participate, invest in, do, you'd be amazed. Sometimes it is the first time somebody's been able to articulate why something isn't going to happen, and then people nod their heads, well, I'll quit asking for that, or I'll go back and change something to see what it is we can do. So, we went from Hacking 4 Allies, which started out as a BMNT program with the Norwegians, to Hacking 4 Allies with the UK, Australia, Norway. At the same time, we had set up the Defense Investor Network, but as soon as we started the Allies program in the UK, the UK-based investors raised their hands and said, what you're doing in the United States, we want to do here, and then the same thing happened in Australia. When they made the AUKUS announcement, it just made too much sense to be able to look at, if we really want a free flow of technology and problems across the AUKUS governments, then surely we should be building ecosystems of like-minded people who can help drive those conversations. So it was super, super easy to bring the AUKUS Investor Network together, it was just too easy. The part that I think is not so easy, but we need to do work on is we, those investors need to be fed problems that are of an AUKUS nature, and at the same time, the governments need to listen to the investors when they tell them they have problems investing in companies that aren't allowed to participate in exercise or training or contracting or acquisitions in a different country, and if you really want to make AUKUS a real thing, there are a lot of policies that have to change. There's been a lot of progress made, but I think there's a lot more left to do to, to really get the opportunity to happen. Ula Ojiaku And would you say some of the problems would be related to what government officials would call national security, because if it's a dual-use spec, whilst it has its secular or commercial use, in the military, you wouldn't want other people knowing how you're deploying that technology and the ins and outs of it. So could that be one of the issues here? Pete Newell My definition of national security really touches public safety all the way up to military, so it's both. I think if you dig into it, it touches everything from supply chain, to access, to raw materials, to manufacturing, to education and workforce development, and you name it. There's a paradigm shift that has to happen if we're going to build more things, more often rather than long term ships and things like that, that as allied nations, we have to be able to attack all of the underlying foundational problems, and that's my supply chain, raw materials, manufacturing, and workforce that's necessary for the future. No one country is going to get that fixed all by themselves, and I think, to me, that's the absolute brilliance of what AUKUS should be able to focus on. Ali Hawks I agree, and I think that to being able to co-invest as well, the opportunity for investors to come around and understand what are the opportunities to, not only co-invest and coordinate, but to be able to scan their companies and their deal flow to see where their companies can partner and secure greater work and contracts and scale. So I think that it's a really important initiative in terms of being a steward of an extremely important ecosystem, not only being a steward, but being able to build that ecosystem of support and development. How we look at national security in the UK is really no different than what Pete talked about, and when we think about working with companies and the willingness to work with big tech companies or small tech companies or whatever it is, it's not just simply one transaction where, here's the money and here's your software. So obviously the kind of employment and the skills, but what is the ecosystem around that technology that is necessary? Does it require sensors and chips, and what is it that it requires that's going to bring in multiple different industries to support it, and that's really what the agenda here around prosperity is. How do we invest in these types of technologies and their ecosystems around it to have a more prosperous Britain? So you have a wider spread of skills as opposed to just investing in one thing. I think that's where AUKUS brings three very important allies together to be able to do that individually, but then the option to do it across in terms of the broader strategy and the policy around AUKUS, is a once in a lifetime chance that I think has come up. Ula Ojiaku So I think the key thing here is, this is a space to be watched, there's lots of opportunity and the potential of having the sum being greater than the parts is really huge here. One last question on this topic. So you said deep tech, and with Open AI's launch of ChatGPT earlier on last year, the world seems to have woken up to, generative AI. Do you see any influence this trend would have, or is having, in the military space in the Defense Innovation space. Pete Newell I think the world has woken up and is staring into the sun and is blinded. The challenge with AI in general, and I would say that it's not the challenge, AI has a long way to go, and by and large, folks are really focused on the high end of what AI can do, but people have to learn how to use AI and AI has to learn. What we're not doing is using AI to solve the mundane, boring, time wasting problems that are preventing our workforce from doing the high end work that only a human being can do, and I don't care how many billions of dollars we're pouring into building robots and other things, it's all great, but we still have government people managing spreadsheets of data that, they become data janitors, not analysts, and it is particularly bad in the intelligence world. I quote the Chief Information Officer of a large logistics agency who said data is not a problem, we have tons of data, it's just crappy, it's not tagged, it's not usable, we have data going back to the 1950s, we have no means of getting that data tagged so it's useful. Now, if we put time and energy into building AI products that would correctly tag old data, it'd be amazing what we can do. In the cases that we have helped develop tools with our clients, they'll save anywhere from a million to 300 million dollars a year in finding discrepancies in supply chain stuff, or finding other issues. So imagine if we put that kind of work in place for other people, but free people up to do more, better, smarter things, how much more efficient the use of the government's time and money would be, so that that money and that time could be invested in better things. So when I say, yeah, the AI is out there and people's eyes are open, but they're staring into the sun. They're not looking at the ground in front of them and solving the things that they could be solving at the speed they should be doing it, and unfortunately, I think they're creating a gap where legacy systems are being left further and further behind, but those legacy systems, whether it's finance, personnel, supply chain, discipline, things like that, aren't going to be able to make the transition to actually be useful later on. So I would describe it as an impending train wreck. Ula Ojiaku And what would be, in your view, something that could avert this oncoming train wreck. Pete Newell I think a concerted effort, really just to have the government say we're going to use AI to get rid of as much of the legacy brute force work that our populations are doing so that we can free them up to do other things. Part of this is we're then going to take the money we save and channel that money back into investment in those organisations. Right now, the money just goes away, that's great, you did better, therefore, your budget's reduced. There's no incentive to get better that way, but if you look at an organisation and say, you know, if you can save 10 million dollars a year, we'll give you that 10 million dollars to reinvest back into your organisation to do better and something else. Now, you have some incentive to actually make change happen. Ula Ojiaku Any thoughts, Ali? Ali Hawks I think the exciting thing for us, the way that I look at it in terms of government is that that government enablement to be able to use AI, here they are building large language models for the government based on the data that they have, and there's a lot of excitement around it and there should be. It's a pretty exciting thing to do. I think where we're in a really strong position and what I find really exciting is being able to do what we do best, which is help them understand what is the query and how do you validate that query? So what are the basic skills that you need to be able to interact, and then to be able to retain the skills of critical analysis, so when the answer comes back, you do not take that as the end all be all. It is a tool. So within your decision-making process, it's decreasing the amount of time it takes you to gather a certain amount of information, but just as you would if you were doing a book report, you still have to validate the sources and understanding, and you have to apply your own judgment and your own experience to that packet of information, which is what we all do every day, but it's not really thought about that way. So I think that the way that people are looking at it here is it will be able give us the decision and it will be able to kind of do our job for us, and for some tools, yes, and I completely agree that we need to free up all of the mundane work that hoovers up the time of civil servants here, because it's extraordinary how they're bogged down, and it completely disempowers them and it contributes to low retention rates and recruitment rates. But I think also it's developing the muscle to be able to do that critical thinking in order to leverage human intelligence to engage with artificial intelligence. And I think that's where we are uniquely positioned to do that because that is the bulk of our work on the front end of the pipeline, which is how are you going to validate what you know, how are you going to get the problem statement in order to query what you need to query and then having the judgment and the analysis to be able to look at that answer and make a decision, based on your own human intellect. That's where I see it playing here. I completely agree with Pete, we have people looking into the sun being like LLMs and they're going to solve everything, but you sit, let's say a hundred people down in front of an LLM and tell me how many people know what to ask it, or how to use it and integrate it into their everyday workflow. There's a long way to go, but I feel really excited about it because I feel like we have something so incredible to offer them to be able to enhance their engagement with AI. Ula Ojiaku That sounds excellent, thank you. Just to go to the rapid fire questions. So, Ali, what books have you found yourself recommending to people the most? Ali Hawks So I don't read a lot of work books, in terms of like how to run a company or anything like that, sorry, Pete, but, and I have a 4-year-old and three stepchildren, so I don't actually read as much as I used to, but I have read over in the last few weeks, the book Impromptu by Reid Hoffman about AI, which is great, and I listen to a lot of podcasts on my commute into London, so the Huberman Lab podcast I listen to a lot, but if you're looking for workplace inspiration, I'm afraid I look at Instagram, listen to podcasts, and then I follow Allie K. Miller, who writes a lot about AI, came out of Amazon, and she is fantastic for breaking things down into really bite sized chunks if you're trying to learn about AI, if you don't come from a technical background. Ula Ojiaku Thanks, Ali, we'll put these in the show notes. And Pete, what about you? Pete Newell I will give you two new books. One of them is a fun one, Wiring the Winning Organization written by Gene Kim and Steven Spear. Steve Spear is a good friend of ours, he's been a great mentor and advisor inside BMNT for a long time, I've known Steve since way back in my early days. The other one is by Huggy Rao and Bob Sutton, and it's called The Friction Project, and it's just like you say, it's all about friction in the workplace. I think both of those books tend to lend themselves to how to drive performance in organisations, and I think, knowing all of the authors, that they are phenomenal books, but I think the experience the four of them bring to the dialogue and the discussion of what the future workplace needs to look like and the things we need to solve will all be buried in those books. In terms of podcasts, I'm all over the map, I chase all kinds of things that I don't know. I listen to podcasts about subjects that I'm clueless about that just spark my interest, so I wouldn't venture to pick any one of them except yours, and to make sure that people listen to yours. Ula Ojiaku You're very kind, Pete. Well, because you're on it, they definitely would. Would you both be thinking about writing a book sometime, because I think your story has been fascinating and there are lots of lessons Pete Newell Only if Ali would lead it. So I have picked up and put down multiple proposals to write books around the innovation process within the government and other places, and part of the reason I keep stopping is it keeps changing. I don't think we're done learning yet, and I think the problem writing a book is you're taking a snapshot in time. One of the things that we are very focused on for the military, we talk about doctrine, what is the language of innovation inside the government workplace? It's the thing that we keep picking up, we've helped at least one government organisation write their very first innovation doctrine, the Transportation Security Administration of all places, the very first federal agency to produce a doctrine for innovation that explains what it is, why it is connected to the mission of the organisation, and describes a process by which they'll do it. I think within the Ministry of Defence, Department of Defense, there needs to be a concerted effort to produce a document that connects the outcome of innovation to the mission of the organisation. We call that mission acceleration. We look at innovation as a process, not an end state. The end state is actually mission acceleration. There's probably a really interesting book just to be written about Ali's journey, and I say more Ali's journey than mine because I think as a woman founder of a defence company in the UK, all of the characters in the book are completely unlikely. So somewhere down the road, maybe. Ula Ojiaku Well, I'm on the queue waiting for it, I will definitely buy it. So where can the listeners and viewers find you if, if they want to get in touch? Ali Hawks We're both on LinkedIn, so Pete Newell, Ali Hawks, our emails too are on our various websites, bmnt.com, bmnt.co.uk. Ula Ojiaku Awesome. Any final words for the audience? Pete Newell I'll say thank you again for one, having us. Like I said, it's the first opportunity Ali and I have had to be on a podcast together. Any opportunity I get to engage with the folks and have this conversation is a gift. So thank you for giving us the time. Ula Ojiaku My pleasure. Ali Hawks Yes, Ula, thanks very much for having us on together. It's been great. Ula Ojiaku I've enjoyed this conversation and listening to you both. So thank you so much. The pleasure and the honour is mine. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!
- 46% of EV Owners Want to Go Back to ICE - China EV Investors Shrug Off EU Tariffs - France Calls for More China Tariffs - Big Oil and Corn Join Forces to Oppose EV Regs - Honda Converts Kei Van to Pure EV - Honda and Mitsubishi Offer Battery Lease - Chinese Brands Outsell American Brands - Alpine Unleashes EV Hot Hatch - Ford Skunkworks Up to 300 Employees - BMW Refreshes 2 Series Coupe - BYD Has the Most Employees on Payroll
- 46% of EV Owners Want to Go Back to ICE - China EV Investors Shrug Off EU Tariffs - France Calls for More China Tariffs - Big Oil and Corn Join Forces to Oppose EV Regs - Honda Converts Kei Van to Pure EV - Honda and Mitsubishi Offer Battery Lease - Chinese Brands Outsell American Brands - Alpine Unleashes EV Hot Hatch - Ford Skunkworks Up to 300 Employees - BMW Refreshes 2 Series Coupe - BYD Has the Most Employees on Payroll
¿Qué se esconde detrás de las misiones espaciales secretas, los avistamientos OVNI y los enigmáticos proyectos de "presupuesto negro"? ¿Colaboran en secreto los gobiernos con razas extraterrestres? ¿Existen programas ultrasecretos que ocultan tecnología alienígena? En este fascinante episodio exploraremos las teorías más intrigantes sobre conspiraciones cósmicas, desde el incidente de Roswell y los acuerdos de Eisenhower con los Grises, hasta proyectos como Solar Warden y la misteriosa división Skunk Works. Prepárate para adentrarte en un mundo donde realidad y ciencia-ficción se funden, y plantearte si realmente estamos solos en el universo. No te pierdas este viaje por la cara oculta de la carrera espacial. Y además: Música y alquimia, con Luis Antonio Muñoz El estafador del podcast, con David Cuevas Enlaces sobre música y alquimia: https://youtu.be/QjxfS4RCfGg?si=RMk96MyLbQScXfDb https://youtu.be/GMW_Dhs-Kbs?si=IU7FZElBmk0Q3XgL Entradas para La Noche de los Espíritus Madrid: https://entradas.gruposmedia.com/entradas/comprarEvento?idEvento=15551# Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals
In 1996, Bruce Dickinson, yes THE Bruce Dickinson, created a new band and released a record. Originally, the band was to be called Skunkworks, but the record company would not take it. What we have here is a post grunge laced album by Dickinson and crew. Should you check it out? Dig in to find out.
SpaceTime with Stuart Gary | Astronomy, Space & Science News
This episode is brought to you by NordPass...the password manager (and more) that you need in your life for not very much money. To get the deal, visit www.nordpass.com/stuartThe Space, Astronomy & Science Podcast.SpaceTime Series 27 Episode 42*Water's Persistent Presence in Mars' Gale CraterMars' Gale Crater may have harbored water far longer than scientists previously believed, challenging our timeline of the Red Planet's arid transformation. New evidence from NASA's Curiosity rover, detailed in the journal Geology, suggests that underground water may have been present in the crater during the latter part of the Hesperian period, 3.7 to 3 billion years ago. This discovery, marked by deformed desert sandstone, hints at a more habitable past and could reshape our search for ancient Martian life.*The Sun's Spectacular Double Solar FlareThe Sun has unleashed its most powerful eruption since 2017 with a double solar flare event, signaling a ramp-up towards solar maximum. The X1.1-class flare, coupled with a series of M-class flares, has sparked vivid auroral displays and heightened space weather activity. This dynamic solar performance, captured by ESA's SMOS and Swarm satellites, underscores the Sun's influence on Earth's magnetosphere and the importance of real-time space weather monitoring.*The SR-71 Blackbird's Alleged Successor: The SR-72Rumors persist of the Pentagon's development of a hypersonic aircraft, the SR-72, potentially succeeding the legendary SR-71 Blackbird. Reports suggest that Lockheed Martin's Skunk Works is behind this classified project, which could reach Mach 6 speeds and revolutionize reconnaissance with its unmanned design. If true, this aircraft could redefine the boundaries of aviation and surveillance technology.*April Night Skies: Alpha Centauri to the Lyrids Meteor ShowerAs autumn's grip tightens, the night skies of April offer a celestial tapestry rich with wonders. From the Southern Cross standing upright to the nearest star system, Alpha Centauri, being prominently on display, stargazers have much to explore. The annual Lyrids meteor shower promises a dazzling show, peaking on April 22-23, while the planets Jupiter, Mars, Saturn, and Venus grace the morning and evening skies with their presence.For more SpaceTime and to support the show, visit our website at https://spacetimewithstuartgary.com where you can access our universal listen link, find show notes, and learn how to become a patron. Listen to SpaceTime on your favorite podcast app with our universal listen link: https://spacetimewithstuartgary.com/listen and access show links via https://linktr.ee/biteszHQ. Support the show: https://www.spreaker.com/podcast/spacetime-with-stuart-gary--2458531/support. For more space and astronomy podcasts, visit our HQ at https://bitesz.com.
The Automotive Troublemaker w/ Paul J Daly and Kyle Mountsier
Welcome to Wednesday as we talk about the latest mega acquisition deal. We also cover the latest on Ford's internal skunkworks EV project as well as a big move west for gas-station chain Buc-ee's. Following an initial announcement of a deal back in January, Holman expanded its auto retail empire by closing on the acquisition of Leith Automotive Group, a move that nearly doubles Holman's dealership count. This strategic acquisition includes over 20 franchised dealerships across North Carolina, marking the largest buy in Holman's century-long history. The deal, which also brings 1,900 new employees to Holman, bringing their total employee count to 4500 while introducing 13 new brands to its portfolioThe Leith name will remain on the acquired storesChris Conroy, Holman CEO: "This acquisition...puts our business in a position to win for the next 100 years."Prior to the acquisition, Leith was the first Dealer to partner with Vietnamese EV maker VinfastFord is gearing up to counter the influx of affordable Chinese EVs with its own low-cost electric platform with new information surfacing since their announcement last month of an internal skunkworks project to develop low cost EVs quickly Set to debut in 2026, this initiative will introduce three new EV models: a compact SUV, a small truck, and possibly a ride-hail service vehicle, starting at $25,000. The vehicles will be powered by cost-effective lithium-iron-phosphate (LFP) batteries, are intended to accelerate Ford's strategic shift towards making profitable, accessible EVs within a year of their launch, contrasting sharply with its previous focus on trucks and SUVsJim Farley, Ford CEO said "The ultimate competition is going to be the affordable Tesla and the Chinese [automakers]."The first Colorado Buc-ee's has opened in Johnstown, CO bringing its renowned travel center experience, known for pristine restrooms and freshly prepared food, the facility offers an array of amenities, including a brisket west of Texas. This new location spans 74,000 square feet and features 116 fuel pumps, staffed by over 275 employees to maintain 24/7 operations.Coloradans, previously unfamiliar with Buc-ee's, ventured for the first time, intrigued by its offerings as fans eagerly lined up outside the front doors in the early hours of the morning, cheering as doors opened at 6 a.m.Families like the Cowins', combined their spring break outing with exploring Buc-ee's vast array of amenities and hype, grabbing souvenir t shirts as soon as they enteredJosh Smith, director of operations for Buc-ee's said, “We want to remember that we're here to offer that safe environment for the family travelers. We want them to know that they're going to be comfortable taking their kids. Mom can take the kids into the restroom and not have to worry about anything. It's safe. Everybody in the car is going to be able to get something that they want without having to make five different stops.” Hosts: Paul J Daly and Kyle MountsierGet the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/ Read our most recent email at: https://www.asotu.com/media/push-back-email
- Ford Developing Compact EV Truck and SUV - UAW Ready for Union Vote at VW - Fisker Stops Production, Almost Out of Money - U.S. DOE Gives Automakers a CAFE Break - Gotion Sues Michigan Township Over Battery Plant - Chinese OEMs Sign Up for Newest NVIDIA Computer - Bentley Delays EVs, Pushes PHEVs - NIO Opens Solar Powered Battery Swapping Station - GM Plans Huge Ultium Growth This Year
- Ford Developing Compact EV Truck and SUV - UAW Ready for Union Vote at VW - Fisker Stops Production, Almost Out of Money - U.S. DOE Gives Automakers a CAFE Break - Gotion Sues Michigan Township Over Battery Plant - Chinese OEMs Sign Up for Newest NVIDIA Computer - Bentley Delays EVs, Pushes PHEVs - NIO Opens Solar Powered Battery Swapping Station - GM Plans Huge Ultium Growth This Year
Lauren Savage has worked on some of the most exciting aerospace technologies of the century!She helped develop cutting edge aircraft for Lockheed Martin's Skunk Works: the organization behind Top Gun Maverick's DarkStar and is currently helping NASA send the first female astronauts to the moon. Get her actionable advice to excel in college and beyond exclusively on Tech Exploited!Disclaimer: Opinions expressed are solely my guest's and my own. They do not express the views or opinions of our employers.If you enjoyed this episode let's connect: InstagramTikTokLinkedIn
In this episode, Dave and Jamison answer these questions: Listener Davide says, I have a lot of ideas for significantly improving manufacturing processes, but management wants us to focus on business “priorities”. These are fun tasks such as making sure part numbers are replicated in two disconnected systems that have no way of talking to each other. Makes getting Master's degree feel like time very well spent. I end up setting aside some time and doing the legwork for my improvements in secret, and showing my boss when the solution is 90% there. I have a fear that they think the solution appeared out of thin air and required no work, but also if I told them in advance I was going to spend time on it, I would get told off and forbidden from doing it. Am I alone in this? Am I stupid? Should I quit my job? Have I written too much? Is the world really relying on a handful of Excel spreadsheets which are keeping us one circular reference away from total annihilation? Thanks for reading this far, and greetings from a listener from some place in England. Sorry for the long question and thanks in advance for any help or advice :) I've been working for a small 20-year old B2B company. It makes money. The work-life balance is amazing. Our workdays are 6 hours, and we are remote. On busy days, I may work 3 hours a day. So everything is great. But I hate it. I have no interest in the product. Everyone picks one ticket and goes to their corner to fix it. No collaboration unless necessary, which is rare because there are no complex challenges. I feel no one in the company is ambitious technically. It feels like I'm not growing and learning. My previous company was the exact opposite. Brilliant invested colleagues. Lots to learn and I was always inspired to work with them and learn from them. I felt like the stupidest person in the room. They cared about technical decisions and problems a lot. It was as close to my ideal workplace as it could be (the product was meh, and the management sucked). But I got laid off after 5 months of being there. Now whenever I talk with anybody about how I feel demotivated, and lifeless, and want to move on from this company, they say I'm crazy. And if I'm looking to learn and grow I have all the time in the world. I want to be in an environment that challenges me, inspires me, and pushes me to learn during work hours at least. I fear that if I stay here for a few years, I will not have the experience and resume needed to move to a company like the one I was in before I got laid off. Am I wrong to want to move out of this company in this situation?
Listen in as Aviation Week Network's Program Excellence Editor Mike McClary talks to two 2023 finalists from Honeywell and Skunk Works respectively as well as a reviewer from Raytheon about what goes into a winning submission. Nominations for the 2024 Aviation Week Program Excellence Awards are open through March 30. Click here to find out more.
Tu and Lei start out the podcast by wishing each other 'Happy New Year' and discuss a bit about the holiday and their traditions and how it's celebrated by their families.Lei then moves over to discuss the Chinese Opinions on NEV trade cooperation and both of them add their opinions about how the language and roll out of the opinion piece should be interpreted. Tu then spends a few minutes discussing how the premium used passenger vehicle market has changed and is now more of a buyers market.He then talks about being a guest on Autoline and some of the topics they discussed including Chinese brands entering Mexico. Tu and Lei then transition to the news that Ford has a skunkworks team in SoCal working on a profitable small vehicle and unpack their thoughts on that.The podcast closes with news that HiPhi may be about to close its doors for good and others that have likely built their last vehicles.
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 to discuss possible impact of higher than expected December inflation and rising oil prices in the wake of Houthi attacks on international shipping, Washington's budget deal, increased FAA overnight over Boeing's manufacturing after loose bolts found on 737 Max 9 jets — now rebranded the 737-9 — Berlin drops ban on exporting Eurofighters to Saudi Arabia, and Lockheed Martin's Skunk Works rolls out its latest experimental jet for NASA — the X-59.
Legendary aviation historian Jim Goodall returns to talk about what's flying in our friendly skies. This goes beyond the world of commercial aviation and known military aircraft. Jim is the foremost person to talk about spy planes and what's going on at Lockheed Skunkworks.
here are two words that immediately strike hope and sadness into the heart of every married parent… ‘Date Night!' Hope because we all remember what it's like to fall in love and have uninterrupted romantic time together. And sadness because we know how impossibly difficult it is to relive those days once you have children. Jihi and I share your pain and are on our own path toward perfecting date night. If you want our recipe for great connection, romance, and mommy-daddy time, tune in! We'll give you a few spy skills to win over the kids along the way… Ready to join us in SkunkWorks?
Did you ever have a conversation with your significant other and realize they were actually kinda scary? Well, that just happened to me today! And you get to be part of my realization. In the face of her sheer-scariness, I had to come clean about a dirty little secret I'd been keeping from her. Luckily, I have all of you as witnesses to keep me safe… Ready to join us in SkunkWorks?
This summer, we saw explosive congressional testimony about Unidentified Aerial Phenomena, the official name for UFO's. Witnesses not only discussed inexplicable technology but also claimed our government is in possession of these advanced vehicles - some of which contained biological evidence of non-human pilots. So what's next?Today, Sara is joined by Nick Pope, who headed up the United Kingdom's UFO Project, to discuss what additional revelations or other information might be contained in the upcoming National Defense Authorization Act (NDAA). They also consider whether the government is trying to reveal the truth to the public slowly or whether there is a bureaucratic turf war over what to release and how to explain it.Please visit our great sponsors:Allegiance Goldhttps://protectwithsara.comClick or Call 877-702-7272 tell them Sara sent you and get $5,000 of free silver on a qualifying purchase. Donor's Trusthttps://donorstrust.org/saraSimplify, increase and protect with Donor's Trust. HumanN Super Beetshttps://getsuperbeets.comUse promo code SARA to get 15% off your first purchase.Time Stamps:0:05 Is disclosure imminent? 3:16 My guest today5:30 Nick Pope joins the Sara Carter Show7:33 Bi-Partisan Issue11:04 Alien hearing15:14 Two possibilities on disclosure18:26 Has our government encountered aliens?21:18 Chuck Schumer's amendment 23:05 National security concerns27:56 Witness we haven't heard from29:47 NASA report35:09 Where are we seeing these sightings?37:21 British military40:20 International action41:55 Ancient Aliens live50:11 Show close
© 2020-2025 Ivy Podcast Discovery LLC
