Podcasts about sows

American Farm Bureau Federation President Zippy Duvall says the MAHA report was drafted without important farmer perspective.

On today's follow-up episode of The Squeal, we continue the conversation on parity 1 development and its lasting impact on sow longevity and herd profitability. Our host, Brie Quick (PIC Technical Services Manager) returns with Kendall Weger (PIC Technical Services Manager) and Nathan Schleman (Director of Sow Production, Belstra Milling Group) to take a deeper dive into common pitfalls in gilt development and how to avoid them and fine-tuning reproductive management strategies in parity 1. Building on Part 1, this epsidoe delivers practical tips, lessons learned from the field, and next-level management strategies to help you maximize the potential of your young females. Don't miss this opportunity to sharpen your approach and strengthen your sow herd for the future. 

On Culture Friday, John Stonestreet talks about intentional confusion; Arsenio Orteza reviews two surprising musical turns; and on Word Play, George Grant illustrates the difficulty of learning English. Plus, the Friday morning newsSupport The World and Everything in It today at wng.org/donateAdditional support comes from I Witness, an immersive audio drama exploring stories of faith and transformation. On podcast apps or at iwitnesspod.comFrom The Joshua Program at St. Dunstan's Academy in Virginia ... a gap year shaping young men ... through trades, farming, prayer ... stdunstansacademy.orgAnd from Asbury University, where summer for teens can be an epic adventure. asbury.edu/camps

On today's episode of The Squeal, we dive into the critical role of parity 1 development in building better, longer-lasting sows. Our host, Brie Quick (PIC Technical Services Manager) is joined by Kendall Weger (PIC Technical Servcies Manager) and Nathan Schleman (Director of Sow Production, Belstra Milling Group) to discuss the keys to setting young females up for success — from gilt selection and management, environment, and early reproductive performance. Tune in for actionable insights and research-backed strategies that can help you improve sow longevity, lifetime productivity, and overall herd profitability.

Stocks fell again on Monday, as President Trump ramped up his attacks on Federal Reserve Chair Jerome Powell, raising questions about the central bank's independence, while traders received little signs of progress on global trade talks.

What to improve you profitability? It starts in your RCM marketing and sales and most people don't think about contracts and statements of work (SOWs) and how they impact on client satisfaction, retention, and profitability. We'll take you through exactly what you need to do and why to ensure you have satisfied clients, keep them long term, and increase you profitability significantly

In today's Gospel Jesus saves the woman caught in adultery from a terrible fate.  We can imagine her joy, relief, and love after Jesus's intervention.  As sinners saved by Jesus, we are all in the same position.  Deep sorrow for sin precedes the great joy of forgiveness in Christ. https://comeawaybyyourselves.com

Rufus Gifford, former U.S. ambassador to Denmark, talks with Rachel Maddow about the animosity and mistrust Donald Trump is sowing among even allied nations, and the shock of betrayal people around the world are feeling about Americans they'd previously held in high regard but who they do not see pushing back against Trump and standing up for long-term international friendships.

Seven years ago, Brandi warned Seattle that its anti-business taxes would devastate the economy. Former Sheriff Dave Reichert on Timothy Pauley case. Democrats say it should bring you ‘joy' to pay taxes! Would Attorney General Nick Brown really sue over THAT?? Congress debates defunding NPR. 

Tuesday was a big day in foreign policy news. Israel launched a barrage of airstrikes on Gaza Monday night, its first attack since a ceasefire with Hamas took hold in January. Officials in Gaza say more than 400 people were killed. And President Donald Trump held a 90-minute phone call with Russian President Vladimir Putin about the war in Ukraine. Putin ostensibly agreed to a 30-day limited ceasefire on energy and infrastructure targets — far short of the unconditional ceasefire proposal Ukraine and the U.S. negotiated earlier this month. Oh, and Trump threatened ‘dire consequences' for Iran over attacks from Houthi rebels in Yemen. Crooked's own Tommy Vietor, co-host of ‘Pod Save the World,' breaks down all the big international headlines and what they say about Trump's approach to foreign policy.And in headlines: Supreme Court Chief Justice John Roberts rebuked Trump over his calls to impeach federal judges, the Pentagon continued its purge of website pages honoring minority groups, and two stranded U.S. astronauts returned to Earth.Show Notes:Subscribe to the What A Day Newsletter – https://tinyurl.com/3kk4nyz8Support victims of the fire – votesaveamerica.com/reliefWhat A Day – YouTube – https://www.youtube.com/@whatadaypodcastFollow us on Instagram – https://www.instagram.com/crookedmedia/For a transcript of this episode, please visit crooked.com/whataday

Aaron Burnett, founder and CEO of Wheelhouse Digital Marketing Group, delves into the unique marketing challenges faced by the MedTech industry. He discusses the critical importance of continuous messaging and creative iteration in data-constrained environments, highlighting how accurate first-party and zero-party data strategies can drive performance in highly regulated markets like healthcare. He emphasizes the need for proprietary data solutions to stay compliant and effective amidst evolving privacy regulations. Reflecting on his personal and professional journey, Aaron shares practical insights on optimizing marketing strategies for better business outcomes while maintaining a culture of generosity and helpfulness. Guest links: www.wheelhousedmg.com | www.linkedin.com/in/aaronburnett | Aaron@wheelhousedmg.com | https://youtube.com/@wheelhousedmg Charity supported: https://www.feedingamerica.org/  Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host: Lindsey Dinneen Editing: Marketing Wise Producer: Velentium   EPISODE TRANSCRIPT Episode 050 - Aaron Burnett [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I'm delighted to introduce to you my guest, Aaron Burnett. Aaron is CEO and founder of Wheelhouse Digital Marketing Group, a sought after digital marketing agency based in Seattle, Washington, that helps brands thrive by solving their toughest digital challenges. Every point of Aaron's career has been marked by his ability to leverage technology and his own creativity to drive growth. He has propelled Wheelhouse into working with some of the world's most innovative healthcare and medical device brands for more than a decade, consistently delivering exceptional business value through a combination of deep healthcare marketing expertise, purpose built technology, and creative capabilities. Most notably, Aaron and his team have developed technology and services that guide digital strategy for clients such as Providence, Fred Hutch, Delta Dental, and NASA. Well, welcome, Aaron. Thank you so much for being here today. I'm really excited to talk with you. [00:01:47] Aaron Burnett: Yeah, I'm excited to talk with you as well. Thanks for having me. [00:01:50] Lindsey Dinneen: Of course. Well, if you wouldn't mind starting off by sharing a little bit about yourself, your background, and what led you to MedTech. [00:01:59] Aaron Burnett: So I'm CEO of an agency called Wheelhouse Digital Marketing Group. It's a 14 year old agency. We provide performance marketing for privacy first industries. We have a particular concentration in medtech and healthcare, and have had that concentration for the last dozen or so years. We work with very large health systems like Providence, we work with some of the largest health insurance systems in the U. S. as well as large to mid size medical device manufacturers, and interestingly, we've also worked with NASA for the last six years, which is in neither of those markets but is interesting and complex and is NASA, and we get to do things on a scale that you don't get to do anywhere else. We're probably a little bit different from most other agencies, first in that everything that we do is attuned to privacy first industries. So we are, because of our long standing relationship with healthcare in particular, accustomed to working in environments that are highly regulated. So being attuned with HIPAA compliance and implications on third party tracking, working with much less data than you would work with in a typical e commerce or B2B lead generation sort of a situation. And so we have folks who are deeply expert at working in those markets, know them well, have an orientation toward performance marketing, which is what all of our clients want. They are diverse, but they're unified in that they want us to achieve an outcome with business value. It's important. It's lead generation. It's a transaction. It's something that has tangible value that can satisfy a chief financial officer. So deep expertise. We also have developed our own proprietary technologies and methodologies that help us to deliver performance marketing in these markets. So you know, in a highly regulated industry, you can't just use platform data for audience targeting. You don't get a lot of that data. You can't use platform data for optimization. You have to be very careful about what you collect and what you share and how you evaluate and commingle and analyze that data. So we've created our own HIPAA compliant data warehouse and a BI practice on top of that allows us to bring in not only platform and analytics data, but also CRM information so we can integrate it in an API level with CRM systems and first party data. So we get a lot of insight. We can see the entire user journey, customer journey, prospect journey in the context of our analysis in this platform and not share data with anyone else. So we never fall afoul of any regulations. And then our analysts can identify insights and then activate those insights in advertising platforms in sort of an air gap situation. We never have to share data. We also provide creative, but it's creative in the service of conversion rate optimization. So it's performance creative. We're not going to develop a new advertising campaign or a new branding strategy, but we are highly adept at figuring out how to get creative to perform, which is increasingly foundational to driving exceptional marketing outcomes. Now, because so much advertising is algorithmically driven and because in the absence of audience targeting, it turns out that creative variation and a really broad set of creative variation is kind of the new way to target an audience. So if you have 15 variations on a particular creative and they're attuned to different audiences and different messages, you can in some contexts rely on the platform algorithms to find your audience for you through that creative. So we're attuned to delivering that way. In terms of my own background, I started as a marketing exec. So I was a VP of Sales and Marketing with AT& T Wireless, worked for some other telecom and software companies, and started consulting and helping other folks with marketing, and found that I was good at and loved digital marketing, starting with SEO and then moving into the other disciplines. And the thing that I loved about that and that I continue to love about it is that it combines creativity, the art of marketing, with a definitive outcome which you don't get in traditional marketing. So it's there in the data, whether you did it or you didn't. And that's quite satisfying and also create security when you're working with clients. We can, at the end of a quarter say, "Listen, you're up 85%. And here's how we did it." And that creates certainty around the value of the relationship. It creates longevity in the relationship. We strive very hard to develop long term client relationships. I think our average tenure is about six and a half years now. And we find that just continuing to deliver and continuing to clearly explain what we've delivered puts us in good stead and makes for a nice, stable, and growing business. [00:06:37] Lindsey Dinneen: Nice. Well, first of all, congratulations on that business that you've successfully launched and is going strong. That's awesome. I know that's no small feat. I know a lot of our listeners can relate to that too, of being that CEO and taking on that incredible new job opportunity, and how many things you learn and the day to day ups and downs of entrepreneur. [00:06:57] Aaron Burnett: That's right. You get an opportunity to make a new mistake every day. [00:07:02] Lindsey Dinneen: Indeed. Indeed. Indeed. But that's a good thing. So that's fantastic. Thank you for sharing a little bit about that. So going a little bit back into some of your personal background, and then I'm delighted to delve into the company as well and what you do. But in the growing up, did you have an inkling that marketing would be the thing for you, or did this sort of grow out of schoolwork, or what was that thing that said, "Oh, I think I know where I want to be?" [00:07:30] Aaron Burnett: I figured out where I wanted to be by figuring out where I didn't want to be first. [00:07:34] Lindsey Dinneen: Oh. [00:07:35] Aaron Burnett: So no, the thing that I wanted to be, from the time I was seven until I was in the middle of college, was an attorney. Then the notion that I had of being an attorney was you would fight for truth and justice and fairness and all of those virtues, sort of a cinematic version of being an attorney. And what changed my mind was that I paid my way through college by working in restaurants, and in a particular restaurant in which I worked-- it was a fine dining restaurant-- there were a lot of attorneys who came in with clients or came in after work. There were also a considerable number of law school students during the summer who were taking a breather and recovering before they went back again. And I got really consistent insight and advice, which was sort of distilled. The law school students said, "Yeah, we used to think that's what this was for too. And that was beaten out of us by the second year of law school. That's not what this is for." The attorneys who were successful, particularly financially successful, they were focused on transactions and they were very conventionally successful and very apparently miserable. Then the other thing was that I came to believe that being an attorney would draw out the very worst in me. I'm a little bit competitive and I really enjoy arguing. I couldn't see how that was going to be good for me, a marriage, or being a good father, or any of those sorts of things. So, I figured out what I didn't want to do first. And then when I graduated from college, I had studied communications and then I also had studied political science and eastern philosophy and religion. And after college, I was aware that I wasn't ready to get a job, because I had no idea what that job would be. So, I went backpacking in Southeast Asia. I bought a one way ticket to Bangkok. And the plan was that I would travel for three years, and I would see in person some of the things that I studied. I would learn more and think more and get more clarity as to who I was and who I wanted to be. But that plan changed when five months into that trip, I met a woman on an island off the coast of Malaysia at a beach party during Ramadan when everything else shuts down at sundown and the only thing to do is to hang out with other backpackers. And we met and stayed up until three in the morning talking and both of us knew, like, right away, "Oh, you're the person." So we spent most of the next seven days together. Got engaged at the end of those seven days. Got married three months later in New Zealand. She's a New Zealander who was headed to Europe. And then came back to the U. S. so that she could be in the U. S. for the two years that required to establish permanent residency. And I started working for a telecom company in a temporary role. I worked there for three weeks as a temp. I was hired as an employee into the marketing department and discovered that marketing was an aptitude and something that I really enjoyed. I was also in a really fast growing company. It was a cellular company, part of Macaw Cellular at the time. And kind of the ethos there was, "Doesn't matter if you have done it, because nobody's done this stuff before. If you can do it, and you show aptitude, we're going to give you a shot." And so I got to do all sorts of things that I had no business doing, but that I succeeded at. I built a call center. I built a marketing organization of 75 employees and ran that for about three years. And I ended up becoming VP of Sales and Marketing, about seven years into that stint and just discovered that I love marketing and I particularly love marketing the intersection of marketing and technology. I love the tech part. I love developing new technology. One of the things that I did there was to develop a call completion platform for the network that we worked on that had a significant impact on revenue and a decrease in cost. So I loved identifying technical solutions and then activating them from a marketing perspective. What I also discovered, though, when that company was acquired by AT& T was that I didn't like really big companies, where you got to be VP of something very deep but very narrow, which is how that was going to turn out. And so I went from there to a series of smaller and smaller companies. And the closer I got to entrepreneurship, the happier I became, and the more at ease I became until in the year that my first daughter was born, in a job that was going super well-- I joined two years prior, the company had increased its customer base by about tenfold, things were going super well, it was five minutes from my house. It was easy, I wasn't stressed, but it was also super bored. I quit and started a company, and from there went into, I made all of the first time entrepreneur mistakes in that company. I left that company. Actually, that company left. That company didn't succeed. [00:12:32] Lindsey Dinneen: Oh, no. I'm sorry. [00:12:34] Aaron Burnett: It was great. I learned a lot. I also learned that I loved that and then started to consult and learned that. No, I actually love technology and marketing, but I love more helping people. That feels really good to me. And so sort of fast forward a few years. I created Wheelhouse for a couple of important reasons. One is I wanted to create the agency that I always wished I could hire when I worked for other companies. And what I wanted out of an agency partner was that it was partnership. It was somebody who really did have my best interests at heart that didn't deploy an account manager on me who is constantly looking for opportunities to monetize the relationship, who was playing this sort of kabuki theater where we pretend we're friends, but really it's about the change order, which felt bad on a soul level to me. And I also wanted to create this sort of place I always wanted to work. [00:13:29] Lindsey Dinneen: Yeah. [00:13:30] Aaron Burnett: I worked in larger and larger companies-- and actually this was true in venture backed companies as well-- in most instances, what I discovered is that people were asked to be someone different at work than they were at home. We have a set of values that we all agree to societally. We believe in being helpful and generous and kind. We would help anyone on the street if they asked us. If a friend called, and asked for help, you wouldn't figure out how you were going to get paid for that help. You wouldn't be playing the angles. If you were doing something with a friend, if you were coming to an agreement, if you were writing letters to an exchange of letters to agree on plans, you wouldn't be crafting the language, looking for the way that they might transgress, and you could take advantage of them. And yet, I found lots of instances where that was true in business, and that didn't make any sense to me. So I wanted to create a place that I wanted to work where the same values that you uphold that you believe in that are healthy in your personal life are the values that you adhere to in your professional life as well. And so the core values that have informed and continue to inform the way that we behave here are in part traditional. Integrity and stewardship are there, but so too is helpfulness and generosity and joyfulness. We say to every prospective client, every current client, everybody who works here, "We exist to be helpful." That helpfulness is not constrained by a piece of paper. If a client asks us for help, we will help first. We'll be generous with our time and our expertise and our resources. We'll almost certainly do work that we're not being paid for explicitly. We'll look out for our client's best interests, but we'll look out, we'll ask them to look out for our best interests as well. And we say that explicitly. And my experience is that in almost every instance, if you remind people of who they are at the beginning and that, "Hey, this is a personal relationship here. I know there's a contract and it's a business contract but as a person with my business I'm helping you as a person to achieve your aims as well. And anything we do that's detrimental has a personal impact and anything we do that's additive has a personal impact. And I'm going to try to make this the best experience for you and I'll rely on you to do the same with me." You know it creates a much healthier relationship, and that's part of the reason we have such a long client tenure. Our clients very quickly know, "Oh, you're on my side. You're going to help me. I don't have to walk around with one hand holding my wallet. I don't have to worry every time I call and ask for help. I don't have to review my SOW." [00:16:06] Lindsey Dinneen: Yeah. [00:16:06] Aaron Burnett: Pretty quickly get to a place where neither of us remember what's in an SOW. And we're only going to go back and look at it if something really gets to the size that, "Oh no, that definitely wasn't a part of this initially. We should talk about this being a separate thing." And quite often, it's the client doing that, saying, " Doing this thing, we should pay you more for that." And I love that. I see that as an indication of health. We do other things that are unconventional as well. We do have an account team. They focus on hospitality, not monetization. And one of the metrics that we track internally is laughter. So if we're in all of our client meetings, we're listening for laughter. We're not scoring it. We're not trying to make it happen X number of times, but I see the presence of laughter as an indication of ease and trust and health, and we really care about that, and so we invest in it. [00:17:02] Lindsey Dinneen: I love that. Oh my goodness. I love all of the culture that you have so meticulously crafted, and it's so interesting because as you were talking about it, I was thinking how you had mentioned early on career wise you were saying, "Well, I, I learned by discovering what I didn't appreciate." And I'm wondering then if part of the culture that you have so carefully developed and cultivated over time is also partly, "Oh, I see what hasn't worked very well in the past. So now I'm really focusing in on something that is aligned" to who you are, obviously because you're the CEO, this is your business, but also just, "this is what works well for our client relationships and everyone who works with us." [00:17:45] Aaron Burnett: Yeah, that's true on a number of levels. It's true in that, at times we see the way that other agencies or even writ large, other service organizations behave. Sometimes we bump up-- actually frequently we bump up against other agencies, particularly in large client situations. And we're really explicit in saying we're never going to try to poach business from another agency because we just don't think that's very nice. You have to behave in a very mercenary way to make that happen. You have to undercut someone. And so instead, we talk about creating the conditions that make people want to work with us. So we'll work hard to create the conditions that show us to be expert and clearly demonstrate the value that we can deliver, but we're not going to say, in contrast to those people over there. [00:18:32] Lindsey Dinneen: Yes. [00:18:32] Aaron Burnett: And there's a difference. And so, we come back to our values on that. We also, you're right in that the impetus for the culture came from me, but I also have a strong belief that everyone who comes here should add something to the culture and they are free to express the culture in their own way. Some of those ways might not be comfortable to me the ways that I would think you might go about doing this, but they're great for other people, right? And there are things in the company rights that are kind of like that where I know a majority people love this thing. It's important culturally. It doesn't do anything for me, but that's okay. And then we also have learned-- I joke that you get to make a new mistake every day and that's a joke. It's also pretty true. I make lots of mistakes. I have made cultural mistakes over the years that were very well intentioned and have been costly, either financially or culturally. I think that, you know, there are byproducts of a culture like ours that are behavioral. If you're going to be helpful and generous and pursue joy in your daily work, then the byproducts should be that you also are, you know, kind and gentle, and that you extend grace to people when they mess up. And those are great things, but taken to extreme, they also can be damaging things. And there have been times when I've taken them to extreme, when I thought with a, let's say an employee who wasn't performing well, but I had a great deal of empathy for. I would want to give them many chances and think, "Well, surely, okay, if I explained it one more time but different, or if someone else gave them clearer direction, or we did something else, we're going to get there from here." thinking, "Well, this is very kind to them. I'm giving them more runway. And it's good culturally as well. This is the right, sort of the moral decision to make." And in retrospect, that was totally wrong. It wasn't actually kind to them because we also communicate frequently. They knew where they stood. They knew they weren't performing. And this just extended the non performance in a lot of instances. It was also not kind to their team members because they had to fix the work or do the extra work. It was frustrating to them to see that their merit wasn't held in higher esteem, treated differently, that they were getting less attention than a person who was underperforming. And it took a long time for me to learn that. Other people told me I was doing that wrong for years. And in fact, there's a great book that we have used, that you're probably familiar with, called "Radical Candor" that really speaks to the importance of being quite direct, but in a kind way. And there is, there are four quadrants described in that book for different sorts of styles. And there's one just for me, I think, called Ruinous Empathy. And that's where I lived for a while. Super nice, very empathetic. But sometimes a bad result. [00:21:34] Lindsey Dinneen: Yeah. It's a great book. Highly recommend it for anyone eager to improve communication and how to give feedback and whatnot. [00:21:42] Aaron Burnett: Right, yeah. We call it telling the kind truth. You can say a hard thing, but in a nice way. [00:21:49] Lindsey Dinneen: Indeed. Indeed. And we all need that. We need that personally. We need to be able to give that. So that's incredible. So, now, specifically with medtech companies-- which I know you've chosen to really spotlight in addition to your healthcare organizations that you work with-- what major challenges or common challenges do you see medtech companies have when they're starting to think about-- well, maybe they haven't even gotten to a really good marketing plan yet because, you know, at first maybe they're just building, building and they haven't even thought, "Oh, I'm not quite sure how we're going to communicate about this." But just in general, what are some of the major challenges or common challenges that you see MedTech companies having with their marketing and how can you help? How can we help? [00:22:30] Aaron Burnett: Yeah. Huh. There are a couple of key challenges. One is figuring out messaging that resonates and drives performance. And a mistake that we often see is that messaging is viewed as static rather than iterative. It has always been the case that constant testing has real value, outsized value, particularly in digital advertising. It is exponentially true today that constant iteration and tweaking and tuning in messaging and in creative is absolutely essential to driving performance. And what also is true is that messaging and creative increasingly help you find your audience. So, if you're in a company that is highly regulated, that is governed by privacy regulations, that is perhaps governed by HIPAA regulations, you're significantly constrained in the data you have access to, the things that you can track. In the main, you can't really use third party tracking. It seems every week there is some sort of new announcement that further restricts the data to which you have access. The latest announcement is Meta declaring that they are targeting sensitive industries and categories. And that in targeting those industries and categories, they're going to block certain types of data, and the data that they're blocking in the main is conversion data. And so, you're blind with regard to whether anybody actually did the thing you needed them to do. Did they sign up for a trial? Did they complete a lead form? Did they ask for follow up? If you're using a conventional approach to those sorts of things, if you're using certainly their tracking, which I hope nobody is doing anymore, then that data just goes away on some date. But as you lose fidelity of the data and as you take into account sort of the more meta issue, not Meta the platform, but the global issue of cookie deprecation and privacy settings in browsers and the fact that already about 40 percent of the third party data that you would have gotten through browser signals is gone. You've lost fidelity. So the way that you find an audience now, particularly in a data constrained environment, is through what you put into market. It's messaging variation, and it's through really significant creative variation, not one ad, two ads, three ads, like old school conversion rate optimization, but 15 ads. 15 different creative concepts with variation of messaging that look very different. And as you do that systematically over time, you allow the algorithm to both optimize performance, and those algorithms work very well now, but increasingly-- and this is particularly true again on Meta which we find to be really powerful when done well for medical device clients-- you find that you don't just optimize the creative. In that optimization, the creative finds your audience for you. You're able to tune your creative to the audience that performs for you and continue to iterate in terms of both audience targeting and creative. So first there's, there is a need to test into all of this. And there is intensive testing at the beginning of the process, but there's continuous testing, perhaps at a lower velocity or intensity, even as you go along. It doesn't stop. You don't get to a point where, "Oh good, we're on cruise control. We've got the ad that works. We've got the PPC that works. Everything is working well." It's just constant iteration because it is algorithmically driven and because in the algorithms, you know you can think of this in terms of social media. In social media, I think people are familiar with algorithmic fatigue. If your algorithm in a personal feed on a social platform didn't change, didn't refresh fairly frequently, you get really bored with what you're seeing. The same is true in the platforms. And so we find creative fatigue, even with creative that performs super well, happens fast-- like a week, ten days, something like that. And the fall off isn't subtle. It's you're going along and you do that. It's a big drop. So it's constant iteration. The second thing that we find is a lack of, I was going to say a lack of sophistication with regard to data strategy. It's actually more often the absence of data strategy. I think for a long time data strategy didn't need to be foundational to marketing, even to digital marketing. If you think of digital advertising or even organic forms of digital marketing, the platforms did the work for us. You targeted audiences in the various advertising and social platforms. You got all your data through analytics. You could see what was happening in search through search console. Perhaps you use some third party platforms as well. But what is true now in a data constrained environment is that the most important signal, the signal that delivers greatest value, isn't the signal that's in the platform. It's the signal that's probably in your CRM. It's the one that tells you that a lead converted, someone actually went into trying a device, or they actually became revenue generating. So you need a strategy at a system, at a platform level, to bring all of that data together and to normalize it in a manner that enables it to be evaluated and analyzed as a corpus of data that enables you to see the entire user journey. You need a strategy around naming conventions in advertising that allows you to bring that in a way that can be integrated with CRM data and other analytics data or other platform data. You need a first party data strategy, because in a data constrained environment, in a tracking constrained environment where you can't rely on third party data in the same way, audience targeting and even optimization now rely substantially on first party data. It's the data you own that you have permission to use, or on zero party data. Well, you can't put that in a public database. That has to go in a purpose built data warehouse that has been developed for privacy sensitive industries. And so, in our case, we created a HIPAA compliant data warehouse and a BI practice on top of that that gives our analysts the ability to view the customer journey in entirety, to see people as they move through sort of the prospect funnel, and to optimize for the conversion step that isn't in the platform but delivers business value. And then to use the insights that they glean there to optimize in a platform without sharing data, which is the key. You're able to know, and this is something for people to remember, despite all the increased privacy regulations and constraints, as a website owner, as long as you have the right data environment, meaning the data you collect is in a HIPAA compliant environment, if you're governed by HIPAA, certainly in a privacy sensitive environment, even if you're not, you can collect full fidelity data regarding what people are doing on your site. You can't share it with a third party platform, you can't send it to Meta, you can't send it to Google, but you're able to know everything that you knew before, so long as you collect it in the right way, and evaluate it in the right way. And our experience is, the privacy regulations, despite being uncomfortable and alarming and forcing a lot of intense activity up front to create a new systemic approach, new infrastructure connections and new data strategies, actually yield a much better business outcome. We can drive better performance with first party data. We drive more business value with first party data than we did when we were doing it the easy way and using platforms for targeting and optimization. [00:30:27] Lindsey Dinneen: Yeah. Okay. Yeah. So, so your company really helps to bridge the gap between what maybe, if you're not into the nitty gritty details, say we're speaking with somebody who's developed a device what they may have learned as, as far as like Marketing 101, but it is so different when you have, like you said, very specifically protected industries and they have a lot of regulation and we have to be really careful with how we talk about things. So your company is really helping bridge that gap between what we may have all been taught and kind of know in the back of our head versus here's the actual reality of the situation today. And you're keeping on top of all of those regulations. [00:31:08] Aaron Burnett: True. And then, you know, because we concentrate on the medical device industry, we also are highly attuned to what language we can and cannot use. And we know, alright, we need creative variation, but we also understand that we can't just test anything. That we need to be very careful with language, we have to use language that's approved, it needs to come from certain sources and not from others. If it's new it has to go through a certain approval process. So, we end up creating a lot of efficiency by simply knowing how it all works and having a lot of experience with needing to create new ad variations that win easy approval and can very quickly be put into market. [00:31:50] Lindsey Dinneen: Yeah, of course. Now, you know, in working with MedTech and you've chosen again, some very specific niches, which I love. Have you had any moments that really stand out as, "I'm working with this client and I am in this industry and I am realizing, 'Wow, I am really in my element.' I am here for a reason." It just sort of stands out at this moment that matters. [00:32:15] Aaron Burnett: Yeah. One of the clients we've worked with for a very long time has an insulin monitoring and delivery device. We worked with them when they were sort of mid sized, but also kind of looking for market fit in their digital marketing was dormant. Almost dormant. I'd put it on the verge of dormant. It wasn't doing well. So, we started on a series of projects with them, and they started quite small, and very quickly were able to deliver a lot of performance for them. So, the first year, we increased lead generation by just under 500 percent for them, which was super meaningful and exciting, and enabled us to start this very long term relationship that is broad and multifaceted now. What I've loved about working with them, and we were talking about this when we first got online, is that the people who work there really care about the people they serve. And as a matter of fact, there is almost a universality in that the people who work there either have close friends or family members who deal with diabetes. And so it's not a commercial endeavor. I mean, it is, but it's also a very personal endeavor and they're aware and convinced-- and I think they're right-- because I also have a close family member who uses their device, that their device makes such a difference to the quality of life for the people involved. The difference that I've seen in this family member is that she went, I think, from being aware, moment to moment, "I'm diabetic and I need to keep track of this, and there are some things I need to do at certain points throughout the day," to "That's not really a main thing I have to think about. I mean, I have to be kind of aware of it, and, you know, I've got an app on my phone, and I do have this device, but this is not something that is at the forefront of my brain. I can think about other things, and this is very much in the background." And that's a really big deal. And we feel the same. I know I have been to public events. I went to a high school play and one of the performers was very clearly wearing this device and not hiding it. It was super visible just a part of her life, not anything she felt embarrassed about. And I felt proud of that, even though I have, I play such a small part in that. But, just felt proud that she felt comfortable, and she was a lead in a school play, and it was a good play, and a big deal, and there were hundreds of people in the audience. And so, to see the impact of something like that, and to have confidence that the work that we do actually makes a positive difference in the world, is soul satisfying. [00:35:00] Lindsey Dinneen: Yeah. Thank you for sharing that story. That's, that is really special and impactful. And I always think, you know, we don't always get those moments of realizing the impact of our work. I agree with you, even in the small, like, "Oh my gosh, I had a tiny little piece to play in it." But it just makes you think, "Oh my goodness, what I do really does matter. It does make a difference." And so to get that opportunity to have seen it in action and in such a positive light is incredible. So yeah, I appreciate you sharing that. [00:35:29] Aaron Burnett: It's comfortable. It feels so good to market for clients when you're sure that what you're putting in the marketplace is really good for them. And what you're trying to do is just make sure they're aware of this good thing. That's so different than marketing for a client where you're sure they want to make more money and you're not sure that anybody who buys this thing-- does it matter? Does it not matter? Does anyone really need this thing? You know, that's a very different feeling than being confident that the thing you're promoting will make a positive difference in their lives. So, yeah. [00:36:09] Lindsey Dinneen: Amen to that. And that's a really interesting thing about marketing that can be divisive a little bit among people who aren't as familiar with the industry or as comfortable. And so it's really nice to know, you know, marketing can, and is very often, used in a very positive way to highlight the important things 'cause you know, as I try to remind my lovely engineer friends is you can make the most wonderful thing in the world, but if nobody knows about it, that's that. You know, that you're just, you're stuck. So, so it is important to have marketing and to have that bridge that gap and make it known. But to just know, like you said, that it's going to make a positive impact is just wonderful. So yeah, I love that. So pivoting the conversation a little bit, just for fun, imagine that you were to be offered a million dollars to teach a masterclass on anything you want. It can be within your industry, it can be totally separate. What would you choose to teach? [00:37:07] Aaron Burnett: Oh, the power of culture. [00:37:09] Lindsey Dinneen: Ooh. [00:37:10] Aaron Burnett: And if I had to focus more specifically on the power of generosity in business. My experience, our experience throughout the history of this company, is that helpfulness and generosity are our BD strategy. We're not trying to convince anybody of anything. We're trying to give as much away as we can be as generous as we can. And we find that if you help people, if you are generous and if you do it without expectation-- and I can't fully explain why this is true. I have some guesses. If you help people without expectation, you just help them because you're helpful, and that's the right thing to do, and you do that for a person, that good things happen out of that. I think I can explain it. I can understand it more mechanically. I might bump into you. We may or may not know one another, but we get chatting, and you tell me you've got a problem, and I know the answer to that problem. It's also a service that I offer. And I could certainly play the angles and try to get an engagement to get you to pay me for that service. I could just help you. And you may or may not ever become a client, but I've helped you. And my experience with that is that we've gotten referrals from people who have never been clients. And sometimes those referrals occur years later, like long enough that we only vaguely remember who that person was and what we did for them. But I think that being generous, you can't tell someone to trust you. But you can behave in a trustworthy way. You can't tell someone in a way that inspires confidence, "Look, I'm gonna look out for your best interests. I'm not gonna try and pick your pocket." But you can behave that way. And you can communicate it with your actions. So, I think it's interesting to consider what business and society would be like if the orientation was toward generosity rather than the orientation being toward protection. When we write SOWs, for the longest time we wrote the most naive SOWs. And we did it intentionally. A, because, practically, we're a small agency working with big clients. And if somebody wants to take advantage of us, they probably can because I have a limited attorney budget, and I don't really want to spend my budget on that anyway. But the other reason is that I that seems to have integrity with what we say. We're going to be helpful and generous. We're going to do work you're probably not going to pay us for. We'll look out for you. You look out for us. We're not going to get you with business terms. We're not going to squeeze you with scope of work, that sort of thing. So, let's not kid each other. Let's not now create this document that's super conventional and has five pages of terms and conditions and that sort of thing. It's honestly only as we've worked with larger and larger organizations where their legal teams won't let them sign an SOW that's as goofy as ours were. You have to have certain terms and conditions, and if we don't provide them, they send us theirs. We don't like theirs as much as we like ours, so. Yeah. Yeah. So I think generosity is a tremendous engine for very healthy business growth and very healthy personal relationships. [00:40:30] Lindsey Dinneen: Absolutely agreed. And how do you wish to be remembered after you leave this world? [00:40:36] Aaron Burnett: As kind. [00:40:37] Lindsey Dinneen: The world needs a lot more of that, so I'll take that answer any day. And then final question, what is one thing that makes you smile every time you see or think about it? [00:40:50] Aaron Burnett: Oh, I have two daughters. Yeah. [00:40:54] Lindsey Dinneen: Yeah, excellent. Oh, that's wonderful. Family is important and special. That's wonderful. Well, thank you so much, first of all, for your incredible insights today, for your generosity, to your generosity of your time with us and diving into some really specific areas that, that med tech companies can think about, can be aware of as they're even seeking somebody to help them with their marketing. I really appreciate you being open and willing to talk about some of those those nuances. So thank you very much for that. We are so honored to be making a donation on your behalf today to Feeding America, which works to end hunger in the United States by partnering with food banks, food pantries, and local food programs to bring food to people facing hunger and also they advocate for policies that create long term solutions to hunger. So thank you so much for choosing that charity to support. And gosh, I just wish you the most continued success as you work to change lives for a better world. [00:41:55] Aaron Burnett: Thank you. I really appreciate it. You too. It was a great conversation. I really enjoyed it. [00:41:59] Lindsey Dinneen: Good. Absolutely. Well, and thank you also to our listeners for tuning in. And if you're feeling as inspired as I am right now, I'd love it if you'd share this episode with a colleague or two, and we will catch you next time. [00:42:14] Ben Trombold: The Leading Difference is brought to you by Velentium. Velentium is a full-service CDMO with 100% in-house capability to design, develop, and manufacture medical devices from class two wearables to class three active implantable medical devices. Velentium specializes in active implantables, leads, programmers, and accessories across a wide range of indications, such as neuromodulation, deep brain stimulation, cardiac management, and diabetes management. Velentium's core competencies include electrical, firmware, and mechanical design, mobile apps, embedded cybersecurity, human factors and usability, automated test systems, systems engineering, and contract manufacturing. Velentium works with clients worldwide, from startups seeking funding to established Fortune 100 companies. Visit velentium.com to explore your next step in medical device development.

Everyone on the face of the earth is represented as soil by this farming story found in Mark 4:3-20. Isn't it interesting that Genesis 2:7 says, "God created man from the dust of the ground." Jesus scatters His good WORD all over earth and it is received either by hard, rocky, thorny, or good soil.  Jesus is the sower and we, by extension, have been given a mandate of sharing the gospel seed. It is important in physical and spiritual agriculture to understand what soil is like in order that we may be effective at sowing. 

Everyone on the face of the earth is represented as soil by this farming story found in Mark 4:3-20. Isn't it interesting that Genesis 2:7 says, "God created man from the dust of the ground." Jesus scatters His good WORD all over earth and it is received either by hard, rocky, thorny, or good soil.  Jesus is the sower and we, by extension, have been given a mandate of sharing the gospel seed. It is important in physical and spiritual agriculture to understand what soil is like in order that we may be effective at sowing. 

On today’s show: The Hill reports on how Elon Musk’s weekend email asking federal employees to describe their accomplishments led a number of agencies to push back. Soldiers are arriving at the border — but hardly any migrants are crossing. The Washington Post’s Arelis Hernández reports from the town of Del Rio. The conservative Christian Democratic Union won elections in Germany on Sunday, likely making its leader, Friedrich Merz, the next chancellor. Reuters reports on how the far-right Alternative for Germany party also saw big gains. Plus, Israel says it will delay the release of more than 600 Palestinian prisoners, how one man found out his partner was on the American Airlines flight that collided with an army helicopter, and American skier Mikaela Shiffrin wins her 100th World Cup title with a women-led team guiding her.

Kevin interviews Dr. Gary Davidson, lead author on the Final Report of the Alberta Covid Pandemic Data Review Task Force. They discuss the criticism of the Report, and what Dr. Davidson believes should be the next steps following the report's release. Dr. Davidson would like to see a full, formal inquiry where critics and supporters alike can put their evidence on the record. This would help Alberta craft a proper emergency response plan. The province did have an emergency response plan prior to Covid, but that was chucked out in favour of lockdowns, mandatory masking and vaccinations. In the second half of the show, John Carpay looks at an open letter from academics to Premier Danielle Smith calling for the government to disregard Dr. Davidson's report completely.Globe and Mail, Jan 24, 2025: Alberta task force recommends halt of COVID-19 vaccines in new reportGlobal News, Jan 26, 2025: Health experts call Alberta COVID-19 report an attempt to ‘rewrite history'John Carpay in the Western Standard via Justice Centre, Jan 27, 2025: Government report says Alberta Covid response not grounded in scienceThe Canadian Press via MSN, Jan 27, 2025: Alberta doctors criticize provincial COVID-19 report as harmful 'anti-science'John Carpay in the Western Standard via Justice Centre, Jan 30, 2025: Does the Alberta Medical Association understand science?Globe and Mail, Jan 27, 2025: Alberta physician listed on provincial COVID report says he doesn't agree with findings, demands his name be removedEdmonton Journal, Jan 27, 2025: 'Sows distrust': Alberta doctors slam government COVID-19 task force report as 'misinformation'Global News, Jan 27, 2025: Alberta's COVID-19 report sparks anti-science concern in medical communityCBC via MSN, Jan 27, 2025: Alberta doctors push back on provincial COVID-19 task force reportJohn Carpay in the Western Standard via Justice Centre, Feb 4, 2025: Arrogance is no substitute for scientific debate on CovidTheme Music "Carpay Diem" by Dave StevensSupport the show

Pigs appear in folklore in somewhat unusual ways. Sometimes, they choose the location where a church should be built. Or they appear as phantoms, haunting misty moorland. Sailors or fishermen considered pigs unlucky, and wouldn't even say 'pig' at sea. If they met a pig on their way to the boat, they would postpone sailing. Some of them went so far as to ban pork products on board. While this superstition seems inexplicable on the surface, Jacqueline Simpson suggests it comes from the biblical association between pigs and uncleanliness. Some believed pigs can't swim (they can, they're very good at it), and that they can see the wind. So what other strange things have people thought about pigs and collected into folklore? Let's find out in this week's episode of Fabulous Folklore! Find the images and references on the blog post: https://www.icysedgwick.com/pigs-folklore/ Get your free guide to home protection the folklore way here: https://www.icysedgwick.com/fab-folklore/ Become a member of the Fabulous Folklore Family for bonus episodes and articles at https://patreon.com/bePatron?u=2380595 Buy Icy a coffee or sign up for bonus episodes at: https://ko-fi.com/icysedgwick Fabulous Folklore Bookshop: https://uk.bookshop.org/shop/fabulous_folklore Pre-recorded illustrated talks: https://ko-fi.com/icysedgwick/shop Request an episode: https://forms.gle/gqG7xQNLfbMg1mDv7 Get extra snippets of folklore on Instagram at https://instagram.com/icysedgwick Find Icy on BlueSky: https://bsky.app/profile/icysedgwick.bsky.social 'Like' Fabulous Folklore on Facebook: https://www.facebook.com/fabulousfolklore/

P.M. Edition for Jan. 29. As President Trump's immigration directives clear the path to step up deportations, his PR campaign may be just as effective. WSJ reporter Michelle Hackman talks about the impact that's already having on immigrants. Plus, Trump announces a plan to hold tens of thousands of deported migrants in Guantanamo Bay. And the Federal Reserve holds interest rates steady for now. WSJ global editor for Heard on the Street Spencer Jakab joins to discuss the Fed's new wait-and-see approach. Alex Ossola hosts. Sign up for the WSJ's free What's News newsletter. Learn more about your ad choices. Visit megaphone.fm/adchoices

A federal judge temporarily blocked President Trump's order to freeze federal grants and loans on Tuesday, as Medicaid and other programs experienced interruptions causing chaos and confusion. The Trump administration's directive could halt trillions of dollars in federal funds while agencies are directed to ensure financial assistance doesn't conflict with administration ideology. California's Attorney General and 22 other states have sued to stop the freeze, saying it is an unconstitutional violation of the separation of powers. We'll talk about what could be affected by the funding order, which is halted until at least Monday, the legality of Trump's action, and the efforts to fight it. Guests: Samuel R. Bagenstos, professor of law, University of Michigan Law School; former general counsel, White House Office of Management and Budget Mark Joseph Stern, senior writer, Slate magazine Marisa Lagos, politics correspondent, KQED, co-host of KQED's Political Breakdown

From the Gospel acclamation: "The seed is the word of God, Christ is the sower;all who come to him will live for ever." A reading from the holy Gospel according to Mark (Mark 4:1-20) Jesus said to them, “Do you not understand this parable? Then how will you understand any of the parables? The sower sows the word. These are the ones on the path where the word is sown." Using a parable about a sower, Jesus describes conditions in life that we all face at one time or another. Jesus explains to the crowd gathered around him by the sea that the seed represents the word of God and that different types of ground symbolize the various responses to his word. Whether through persecution or distraction or anxiety or succumbing to the evil one, we sometimes fail to see God's word take root. "But those sown on rich soil," Jesus says, "are the ones who hear the word and accept it and bear fruit thirty and sixty and a hundredfold.” What kind of soil will the sower of the word find in us as he comes to sow his word? God, help me prepare my heart to receive your word so that it takes root and bears fruit "thirty and sixty and a hundredfold.” The seed that you come to plant will grow throughout my life and continue to grow even into eternal life through the single sacrifice of Jesus Christ your Son. You are the sower who promises and delivers, as Jeremiah prophesied, through the New Covenant to put your laws into our hearts and write them upon our minds. Give me the grace, Lord, to make of myself a good seedbed of rich soil, ready to receive your word. In fruitfulness, let it grow abundantly in this life and continue to grow under the eternal light of your presence. Let me hear and accept your word. Glory be to the Father, and to the Son, and to the Holy Spirit, as it was in the beginning, is now, and ever shall be, world without end. Amen.

Are we sowing to the spirit or to the world?

Proverbs 6-16-1916 These six things doth the Lord hate: yea, seven are an abomination unto Him:17 A proud look, a lying tongue, and hands that shed innocent blood,18 An heart that deviseth wicked imaginations, feet that be swift in running to mischief,19 A false witness that speaketh lies, and he that soweth discord among brethren.

Bryan discusses an important truth in fundraising: you may be sowing seeds you never reap. In any profession, it can be discouraging to act but not see immediate fruit. How do you persevere when success doesn't seem to follow your hard efforts?

Tommy Dreamer talks about what he saw in Damian Priest after his In-Ring Face Off with World Heavyweight Champion GUNTHER. Plus, he shares his thoughts on the OTC and The Bloodline beginning their search for their 5th member for War Games. Want even more? Subscribe to SiriusXM Podcasts+ on our Apple Podcasts show page to unlock exclusive bonus content, early access, and ad-free listening to new episodes.

As the election approaches, conspiracy theories have flooded social media. On this week's On the Media, hear why journalists are struggling to keep up with disinformation, on and offline. Plus, what does The Washington Post's non-endorsement really mean? And, a look at the media coverage of the Uncommitted movement.[01:00] Host Micah Loewinger speaks with Brandy Zadrozny, senior reporter at NBC, about the growing swirl of disinformation around the election—and the toll it's taking. [14:26] Host Brooke Gladstone takes a close look at the implications of The Washington Post's decision to skip a presidential endorsement, and what it means to “obey in advance.”[24:07] Host Micah Loewinger interviews democratic strategist Waleed Shahid, a co-founder of the Uncommitted Movement, about how the press has covered Arab and Muslim voters.[37:34] Host Brooke Gladstone talks with historian Ira Chinoy, author of Predicting the Winner: The Untold Story of Election Night 1952 and the Dawn of Computer Forecasting, about how newspapers in the 1800s, radio stations in the 1920s, and television in the 1950s helped to make election night the spectacle it is today. Further reading:“Extremists inspired by conspiracy theories pose major threat to 2024 elections, U.S. intelligence warns,” by Brandy Zadrozny"On anticipatory obedience and the media," by Ian Bassin and Maximillian PotterPredicting the Winner: The Untold Story of Election Night 1952 and the Dawn of Computer Forecasting, by Ira Chinoy On the Media is supported by listeners like you. Support OTM by donating today (https://pledge.wnyc.org/support/otm). Follow our show on Instagram, Twitter and Facebook @onthemedia, and share your thoughts with us by emailing onthemedia@wnyc.org.

God's word is to produce fruit and it is this fruit that the Lord will gather us to Himself at the end of the age. The post The Sower Sows the Word appeared first on Jubilee Church.

In this latest episode, Mustansir Saifuddin is joined by Barry Sjostedt and Julea Ferrera to take a look back at what has transpired since SAP SAPPHIRE 2024. Was it all hype or was the conference content applicable to clients and partners like them? Listen in for an engaging conversation on what still resonates months later and suggestions for organizations on how to navigate the SAP ecosystem and leverage conferences like SAP SAPPHIRE. Julea Ferrera is the Founder of J. Ferrara Consulting Solutions, Founding Director of Techqueria x MKE and is on the America's SAP User Group WI Board of Directors. She has worked in Business Transformation as a Technofunctional consultant in a variety of different companies globally throughout the years promoting lean process and operation excellence through community impact. Barry Sjostedt is a Business Operations Consultant specializing in Finance and Organizational Excellence, having collaborated with numerous global organizations to drive lean processes and optimization through innovative technology solutions. His expertise spans various business areas, uniting teams for enhanced collaboration and future success. LinkedIn: https://www.linkedin.com/in/barrysjostedt https://www.linkedin.com/in/juleaferrera https://www.linkedin.com/showcase/midwest-tech-week/ https://www.linkedin.com/in/asug https://www.linkedin.com/company/techqueria-x-mke https://www.linkedin.com/company/isolutionpartners https://www.linkedin.com/in/mustansirsaifuddin X : @mmsaifuddin IG:@asug365 @midwesttechweek Learn more at www.isolutionpartners.com   Episode Transcript: [00:00:00] Mustansir Saifuddin: Welcome to Tech Driven Business brought to you by Innovative Solution Partners. Now that several months have passed since Sapphire 2024, I invited Barry Sjostedt and Julea Ferrera to share their insights on the post Sapphire landscape, including the role of AI and best strategies for navigating the S4 journey. [00:00:26] Listen in for the customer and service provider viewpoints to see how your team can stay ahead in the ever evolving SAP ecosystem. [00:00:38] Welcome you both. How are you? [00:00:40] Julea Ferrara: Doing pretty good. [00:00:43] Thank you for having us. [00:00:45] Barry Sjostedt: Yeah. Good seeing you both again. [00:00:48] Mustansir Saifuddin: I know we were all at Sapphire back in June and it was a great event and I thought, Coming out of the event I wanted to take this opportunity to talk about [00:01:00] the experience and the reality. You know, that's what I wanted to cover in this show because I think it's always good to look back and see where we have come and where we are heading in the future. [00:01:12] There are a few observations that I would like to share with you both and then like to open it up for your take on. How have you seen things unfold over the past couple of months and where do you see the direction in the future? So I know that the Sapphire event itself this year was full of learning and networking and it was great. [00:01:33] And it was filled with opportunities as well as it was a bit of an overload of information as you can tell by the amount of information being shared and a lot of different things that were happening during the conference. Now, if I look back, it is in our rearview mirror. I think this is time that we talk about and revisit what we got out of Sapphire and see what resonates with different [00:02:00] people. [00:02:01] Just like you, who touch the SAP ecosystem. Coming back to some of the content. Sapphire, we focused on Gen AI. That was like the the theme that was going on in different sessions, different conversations, and on the show floor, in the presentations, and those networking events. [00:02:20] Gen AI, Juul, You know, SAP talked about some key partnerships with their hyperscalers like AWS, Google, NVIDIA, Microsoft. I mean, you name it, right? We also talked about CleanCore, what that means, and a lot more. So, I know there was a lot of things were covered. And based on my experience, I would say some folks even thought that it was a lot of hype. [00:02:47] So, that brings me to you both, and, this conversation today. And I'd like to start with what did you get out of the show and where do you think we are heading? So, let me start with you, Julea. You know, when you left Sapphire, [00:03:00] what was top of your mind? And what was your first action step after coming out of the conference? [00:03:06] Julea Ferrara: I first went to honestly, LinkedIn, and I'm a part of BTP a lot of group sessions shared groups on there to kind of understand, like, different polls. A lot of people put a lot of different polls out there to understand the five different pillars with BTP and where we're at, and 100 percent across the board was on AI. [00:03:28] These last few weeks, since Sapphire, it's been again, a big thing around the AI aspect. I think, yes, there's a lot of hype around it, which is exciting. But as much as I love A. I. I still believe we have to tell the A. I. what to do. So it's what I see missing is people having those general conversations in the S. [00:03:50] A. P. space of how do we do that? What do we work with to do that? A lot of amazing tools. The problem is I don't think people understand like where to [00:04:00] go to get everything set up. So , I realized the importance of all working with all these partners and vendors to get, to understand and having really the ASUG network, the ASUG pre conference conversations were great to help you get [00:04:15] those things set up for your data processes for the AI to work. Barry, what did you think? [00:04:23] Barry Sjostedt: Yeah, I mean, it was a lot. I think, you know, going in there from a focus standpoint, you kind of almost had to know what you were looking for. My feeling is cloud is really the big initiative. I was trying to learn a little bit more about their positioning, you know, what they're really truly trying to accomplish. [00:04:43] And, you know, at the end of the day is my strategy aligned with theirs? My view of it is slightly different from yours, from, you know, you're a customer, whereas I'm trying to assist the customer. So of course I had that slightly different view. AI, [00:05:00] I think. It's AI is more of in its infancy. [00:05:05] It's here. It's evolving. It's quick and it's going to happen faster. So what they laid out is Kind of more as this is what's to come but we know having worked in the space for quite some time. It's It's really not super efficient today, and I agree with you. Where are the resources going to come from where? [00:05:28] They're already trying to look for resources for people to transition and still transition over from ECC to S4. So from my perspective, we're looking, you know, at where SAP is going, and more importantly, where are organizations going? What's most important to them? Who's going to what sessions? [00:05:51] As are they in the same sessions I'm in and who's in the sessions that are in, let's say cloud facing or cloud alignments, you know, and what's more [00:06:00] important to them. Because what's important to you is different than what's important to another organization. And let's say, you know, not all Molson Coors, but let's say something in a you know, a small manufacturer. [00:06:17] So there's a big difference there, and I think it's layered. [00:06:21] [00:06:21] Julea Ferrara: Yeah, you do have a great point. The one thing I have learned by going to Sapphire over these years is everybody tends to take their IT department. And you have a little bit more understanding of, like you said, Barry, Hey, we're more concerned about the cloud aspect. [00:06:40] When companies, customers send their people there, they need to send more of their business teams out there, business process teams, and that's not really happening. So the biggest encouragement I offer is you need to have more of your business functioning teams [00:06:56] to attend because they hear, they hear all these [00:07:00] hype words and around AI, they're ready to go. They don't realize that we have to still do all this work. Ahead of time. And there that's the gap that I see is people don't understand, okay, you have this available. This tool can do all this stuff for us. And I see a lot of different industries keep buying the tools and tools and tools, but they don't understand all the data and all the business processing that needs to be done with that for that automation to work. [00:07:30] So. My biggest takeaway for any customer and send more business functioning groups to those conversations. Sapphire being that. [00:07:40] Barry Sjostedt: That's such a great point. It really is, working with all different aspects of businesses. And this is not just kind of in this circumstances, but just, you know, from years of experience. [00:07:52] There is such a vast difference between the person who's in IT, who gets the complete and total understanding of, how it works, [00:08:00] and how I'm gonna put it into your system, to the individual actually using it, and is it functionally sound for their day to day. And it's almost, you know, sometimes I feel that the representatives that they send to some of the shows, it becomes that telephone game, when they get back to the organization and say, "I saw the coolest thing ever." And then the person sitting at the desk saying, yeah, but only one aspect really kind of helps me. [00:08:27] It's great. But overall for the organization, does it fit the need for where we're going not just daily, but in the future? How are we going to accomplish that? So, yeah, I mean, that's a great point. I enjoy meeting several different people from several different areas. And I think that's kind of where I think I really like more from an ASUG point of view. [00:08:50] When you start to get a little bit more granular in some of the smaller shows, you get to meet the users and understand where their difficulties is in that chain of how it can [00:09:00] go up and it can benefit the organization as a whole and not just one instance. [00:09:06] Mustansir Saifuddin: You both made a great points on this particular conversation. [00:09:11] One thing that I've seen, and this is what is going to persist going forward, especially when we are transitioning from the current environment customers are in, either you take your ECC environment or on prem or whatever the current situation is from their ERP to their data and analytics to any of the technology that they're currently using in their organization is having that path available to them. [00:09:38] You know, having that advisory kind of role, someone who is capable of understanding their current landscape and then walking them through the path to the new technology, to the generative AI type of discussions because the path has to be clear. Because you're not jumping to the [00:10:00] new technology, you know, in the next move. [00:10:01] You're going through those steps to make sure that you are getting to the destination in a way that is helping and benefiting the business, right? In the end of the day, a customer is looking at ways to make sure their systems are running flawlessly. You know, their path to technology and future trends is aligned with what their business strategy is. [00:10:24] That brings me to my next question So Sapphire is in the back view mirror now. A couple of months into it and the dust has kind of settled down How has your outlook changed since you left Sapphire? Barry, I would like to start with you this time. [00:10:41] Barry Sjostedt: For me, my outlook hasn't changed a lot . Having, you know, done a little bit of research prior to going to Sapphire and what we were looking to accomplish. [00:10:54] It's really kind of the same thing. My follow up from the show and the outlook [00:11:00] is, I'm a little bit more focused on some of the, the technology, obviously cloud was being one of them for us. The onset of BTP and trying to roll out the different portions of what they're, you know, trying to make it bigger and better, but really it's much of the same. [00:11:20] How am I going to be able to help organizations and align with their strategies? And really try to help them to make these moves. I mean, we, you know, we've made mention, you know of some of the the people having to move over, whether it's just to S4 or being a part of the Rise journey, or Hana cloud for that matter, How can I help be a value and a benefit for the organizations to make these moves? I always turn back to my past experience of just working in operations. Operations is costly for [00:12:00] groups. It's a cost. How do you defray that cost? How do you make that cost as small as possible to help the profitability in the future? [00:12:08] How can I make, that process more lean and a more efficient, saving more money for them to make this upgrade. Because these upgrades are costly. And that's what we see a lot of is, our focus is solely on this. And it's like, yeah, however, if you have terrible process today here, you can upgrade, but you've just upgraded to another terrible process. [00:12:36] And you just paid a lot more money to do a terrible process. So again, it's getting that mindset. So for me, not a lot has changed in that aspect. I think it's just more of understanding what the messaging is and also aligning with the organizations to make sure they understand what the messaging [00:13:00] is and is it being, is it being relayed from that show to Julea, just like you said, to your business people, to your end users. [00:13:10] If I'm at a slightly larger organization and I'm going to send people down to Sapphire, I'm going to have that mindset of a divide and conquer. And I am going to pick, do you know what I mean? Three groups. I'm going to have an IT, I'm going to have a finance, I'm going to have an end user group. [00:13:28] Do you know what I mean? And I'm going to say this is what I would like to find out. And then All three groups collaborate when they get back. What did you find out? What did you learn? And then once you do that, I think you're really on the path to making the best decision moving forward. [00:13:45] Do we do this? And in what order do we do this? What is most financially advantageous to the group? So we're prepared not only today, but we're prepared for tomorrow when we have to make yet another jump or do we do [00:14:00] it incrementally? That's smart. [00:14:02] Mustansir Saifuddin: That makes sense. [00:14:03] Julea, what's your take on it? I mean, have you seen any change in your perspective after this couple of months? [00:14:11] [00:14:11] Julea Ferrara: Generally, you don't. Again, it's all hype. It goes back to more the cloud perspective and automating. Different aspects and going to the AI route because again not everybody understands that you're putting additional costs onto the problem you already have of upgrading and everybody's too worried about the maintenance side of things. [00:14:33] Instead of fixing the issue right now, everybody's more focused on the tool . The business sees, Hey, you have all these awesome tools. They push and the business gets what the business wants. They have the money. They can say , Hey, I want these tools. And then you have these complicated webs. [00:14:50] I liked the point that you said, bring your finance person, bring your business person. People forget, is bring your data people . Your data people need to be a [00:15:00] part of these conversations. That is one group I do not see a lot of, data people. Yeah, maybe on the analytics side, but you need your master data governance team there. [00:15:10] I think security is another one. [00:15:13] Mustansir Saifuddin: Thank you for sharing your thoughts on that. This is very good to hear the two perspectives. And that was the whole idea of this conversation was to get what you have seen from your point of view, and then how it has progressed since that event happened. [00:15:29] So from your purview, where do you see SAP customers heading when it really comes to this S4 journey we all talking about and a 2027 deadline from SAP? [00:15:39] Julea, what's your take on it? I mean, this is coming up quickly. [00:15:44] Julea Ferrara: Yeah. I see a lot of people scrambling. Again going back, they just, what do we do? Are we taking all the initial steps that we need to, all the checks and balances ahead of time? It kind of goes back to what [00:16:00] I'm previously referencing is people are scrambling. [00:16:03] They're focusing on the tool to get it done and not really understanding that they need to be more involved. And this is where I plug in the ASUG: ASUG plug is even part of your S. A. P. membership is the customer excellence team that you can tap into to help you. And that's where my recommendation seeing those pre conferences, I was like: if you want to work with bigger, like Deloitte and Accenture and EY, to help navigate these things, you still need small providers to come in, to really understand your landscape a little bit more, to help guide those teams. [00:16:41] Those are the disconnects I'm seeing, and I think if you get the mapping and all that stuff done ahead of time, you're in, you're aware of what maintenance fees and stuff. People are there to guide you through all that. And not enough customers know about those benefits. [00:17:00] As being a part of an ASUG membership where you're amongst a group of all these subject matter experts who can guide you, you know, it's, it's full of customers, partners, and vendors, not everybody realizes that. [00:17:13] I mean, I'm still. Been trying to get that out as a champion myself. [00:17:18] Mustansir Saifuddin: That is great. [00:17:20] Barry Sjostedt: Well, pressure's on, isn't it? Right? I mean, that clock has been ticking. There's been that push and I think that some of the early adopters obviously had some pains and let's also remember COVID was slammed right in the middle of this. [00:17:38] So I know that they went from, and correct me if I'm wrong, I think it was 2025 was the original date. I think they're two years out considering the COVID and I don't know if that's enough. The last time that I checked, I want to say that there were still 68 percent of [00:18:00] organizations still on ECC. [00:18:01] I could be wrong on that number you know, obviously, but that's quite a bit. So now we're going to have this mad dash in two years. My concern becomes resources. These organizations if they're not adopting earlier and stuff, are they doing the right thing? Piggybacking off what you said Julea too is you know I couldn't stress enough of using, you know organizations like the ASUGs and the education. And more importantly the peer to peer contacts and I can't tell you how many people I have talked to here in the new england chapter. Use the people who have already moved over. [00:18:39] What approach, what would they do different? If they had to do it over again, spend time on this, clean up this, don't do this. And there I agree again, Julea, it's just that I think that the smarter organizations are taking a step back, they're taking a look and doing just kind [00:19:00] of what I said before. [00:19:02] Thanks. What we have internally. Clean up. I mean the clean core concept is really kind of what I was talking about a little bit more about being lean. let's clean up what we have now clean up some dead data clean up some stuff that we have to do so when you actually make that transition You're not bringing over junk. [00:19:23] You're actually starting and think about the cost and I mean we promote that a lot here. As we're doing our projects, is that working with a documentation, organization, and optimization that we do is if we can assist you to clean up that whole entire area within your documentation, you're not bringing that stuff over. [00:19:46] I mean, I know we've saved organizations hundreds of thousands of dollars in just migrations and think about that. That can go to what you're moving over. This is just one small piece, one small [00:20:00] area of your SAP ecosystem. Think about where else you can clean up. So again, I think that the smarter organizations are really taking a harder look at that move and what makes sense. [00:20:11] And does it make sense if I'm going to do just do S4? Do I do S4 cloud? Do I do it all at once? And how do I do that and how do I go about it? So. Yeah. I think really organization is the key and communication is really big, internally and externally, and who works best for your organization. [00:20:33] You have some of these larger groups, they might be more suited to work with you. But there are a lot of smaller groups that need kind of more boutique, more hand holding, more understanding, and more experience in that area. Someone working on a multi billion dollar corporation, might not be the best fit for a smaller organization. [00:20:58] You know what I mean? That's revenue under a [00:21:00] hundred million. And there are all different levels for that. I think it's going to be interesting to see over the next couple years. I'm starting to see a smaller shift kind of on my end from an interest standpoint of I think that people are learning from the smaller groups and that peer to peer contact. And I actually couldn't encourage that enough from my end. And Julea and Mustansir and we're being part of these organizations is where you kind of get the most benefit. [00:21:25] Talking to each other, get an understanding. And it's amazing how willing people are to help each other in this capacity. I really enjoy that part of the, the group of the organization. [00:21:37] Mustansir Saifuddin: Yeah, totally agree. [00:21:39] Julea Ferrara: I've seen different industries who rely on SAP education to only be in the IT department. You talk to business departments and they're like they solely rely on IT creating the documentation, putting everything together, and really not going [00:22:00] in to do transactional work or understand what they're doing versus they're relying on the reports that are coming out. And my biggest takeaway to customers, the ones that are successful is you have SAP education throughout your whole organization. [00:22:18] Not just your IT department. So if you're doing integrated business planning, it needs to be a part of the whole integrated business planning teams conversation to, like you said, Barry, going back to that documentation, cleaning up the data, cleaning up the process to then move it all over. The hard part is people don't know how to educate others. [00:22:44] And that's why we have great groups like ASUG. I said, you don't have to leave the company to learn other best practices. So focus on educating your people and having that organizational change management process set there for [00:23:00] everyone. [00:23:00] Mustansir Saifuddin: I think that's a great takeaway, I think, from both of you, and you touched upon it, right? [00:23:03] I mean, it's all about peer to peer education, just learning and utilizing the resources available to you to be more prepared before you get on the journey. And the journey is going to be challenging for folks who have not gone through all the work that you folks mentioned about doing the homework, cleaning up, getting your house in order. [00:23:24] All those things are important for you to be successful in this journey, right? And I know we covered a lot today. What would be one key takeaway that you would both want our listeners to leave with? Julea, please start from your perspective. [00:23:38] Julea Ferrara: I know a lot of people are going in the AI route and we're talking data, process and then, big key takeaway is utilize the networks that you have, to come together, share. When it comes to the A. I. aspect of it all: to have the greatest prompting you can. Describe your [00:24:00] scenarios as descriptive as possible when you are building out the AI for these tools. If you leave things very blank, if you leave things very from the box add your operations to that, consider your operational changes, consider the process, and then consider what the software does. [00:24:22] Cause you can customize to that and utilize the SAP excellence center, utilize ASUG. Get some smart, smaller partners in to understand your landscape. If you're a big company to help get those SOWs going in the right direction that work for you and you're not just putting money out the door and out the door and out the door. And you're creating more webs of Disarray, focus on those avenues and I think you'll do, you know, do do really well. [00:24:54] Mustansir Saifuddin: Great. Barry, what's your take? [00:24:57] Barry Sjostedt: I can't stress enough the [00:25:00] peer to peer, partner, collaboration, communication network. I think that's the most helpful. People like to talk about their accomplishments. People like to talk about what works, their successes and how it works. The more you get to know people and the more you kind of get yourself out there and you get more in these groups, you know, they're not afraid to talk about, yeah, we tried this and it didn't work. [00:25:29] And they explain why. Then that relationship continues. And between reading and trying to collaborate on linkedin, which I try to use a fair amount. I try to share as much as I can so that people can learn more about their space . Whether it's the people that I follow or the people that I am connected with I think there's a lot of value in there. But again, it's that research And I agree with you Julea. [00:25:52] It's just vetting out What is best for your organization? What I've seen a lot of is that you have organizations that [00:26:00] come in and say, Oh, don't worry. We have that. We have that solution for you. That's in our portfolio. Well, great. [00:26:09] Does it work? Do you know what I mean? Like, you know, it's great that you have it in your portfolio, but is it a right fit for us today? At the end of the day, if you actually have something in mind and you have a project in mind, take a step back and say," Hey what are the best ones out there right now?" [00:26:26] And let's look at three, four, five and find the best fit with your organization. You know what I mean? We're a good fit for you as you are for us because that means we're setting you up for success. [00:26:39] We're a valued partner and we're going to move forward with you. And I think oftentimes it gets lost because people are trying to sell. People are trying to put stuff in there. It's all great if I put something in your system, But if a year or two later, it doesn't work, [00:26:54] it's bad. It's bad for both of us. Bad for business. Bad for reputation. And it doesn't work. That's [00:27:00] no good. So the combination of that peer to peer contact and understanding and having a true understanding Of your organization and what fits best for your needs for your groups and that comes with communication and collaboration. [00:27:13] Julea Ferrara: I say there's a lot of as for supply chain groups. There's a lot around the finance groups. There's the latest and greatest, and that's where I'm getting a lot of my information from. So I suggest customers do the same as well. Go in those groups and learn, like you said, peer to peer. [00:27:30] Barry Sjostedt: Well, you know, and that's funny. When you mention the latest and greatest here, it's great, right? You take a look at it, and is it a good fit for you today, right? Maybe not. But I think the key is, is that by looking at the different organizations, who is set up the best for you to make that move. [00:27:45] So if you are in fact on ECC today and you want to fix it, is that next step for you S4 and will that solution or that particular idea move over to S4 in an easy [00:28:00] transition.. Or is it more of a, well, since you're going on this version, the next version is going to be twice as expensive to make a move. [00:28:08] And I see that a lot too. Whereas, you know, and it's nice part about stuff that we will do here is that it doesn't matter what version you are on and it's an easy transition. You can just bring everything over once you're ready to move. And I feel that's a true valued partnership. Is that we're, we're looking to move forward with your roadmap and we are aligned with all versionings of SAP. [00:28:33] There's that nice collaboration, right? We're collaborating with the organization. But we're also just going to be right along with the roadmap. If they're going to move forward, we have the capability of moving forward with you and it's not at an outstanding cost. A better ROI at the end of the day. [00:28:50] And ultimately that's what you want. You got to look hard at that. [00:28:53] Julea Ferrara: Yeah. What people don't do is discuss the how together. [00:28:58] Barry Sjostedt: Right. Yep. [00:29:00] No, that's exactly right. [00:29:02] Mustansir Saifuddin: I think this is great and great takeaways from both of you and I think that this is where the real value comes in from sharing this kind of format with listeners so they can get, Hey, what is really out there and what should be focusing on in order for me to be successful in my organization and in the future I want to move forward to. [00:29:24] Thank you again both of you for joining the session and it's been a great conversation. Look forward to talking to you in the future Thank you again for joining us today. [00:29:34] [00:29:34] Mustansir Saifuddin: Thanks for listening to Tech Driven Business brought to you by Innovative Solutions Partners. Barry and Julia shared their unique perspectives to give a 360 view of SAP Sapphire. As we heard from both of them, the key to success in navigating the SAP ecosystem lies in collaboration, [00:30:00] communication, and a focus on business processes. [00:30:03] Don't hesitate to leverage the resources available within the SAP community and seek guidance. from experts when needed. We would love to hear from you. Continue the conversation by connecting with me on LinkedIn or X. Learn more about Innovative Solution Partners and schedule a free consultation by visiting isolutionpartners.com. 

In this powerful message from our very own Eric Wadsworth, we're reminded of the transformative power of sharing our testimonies. The central theme revolves around the parable of the sower, but with a twist - we are called to be the sowers ourselves. This insight draws from various scriptures, including 1 Corinthians 3:6 and passages from Isaiah and Psalms, emphasizing our role in spreading God's word. The message beautifully illustrates how simple acts of sharing our faith experiences can have profound impacts, even when we feel our efforts are inadequate. It's not about perfection in delivery, but about allowing the Holy Spirit to work through our stories. This perspective is liberating, reminding us that while we participate in sowing, the work of salvation is ultimately God's. As we reflect on this, we're encouraged to consider our own testimonies and the unique ways God has touched our lives, recognizing that each of our stories has the potential to be a powerful tool in God's hands.

Bradley Wolter is a relative newcomer to the beef business, but has certainly been a student of the industry since his move from a successful career in the swine industry.In this episode, we talk about his tenure with Maschhoffs, one of the largest family-owned pork producers in the United States. We talk about data collection, management strategy, operational efficiency and the major differences between pork and beef production systems and cultures.Bradley and his family now own and operate Windy Hill Meadows, an Angus seedstock and consumer-focused beef business in Aviston, IL.

Heritage of Faith Ministries International || Witbank  Pastor Sharon Bendixen Preaching at Heritage of Faith Ministries International Witbank on.  Sower Sows The Word Part 4 - Ps Sharon Bendixen - WTB  For more information: https://hofmi.net/ 

Today on Truth in Politics and Culture, a recently retired border patrol agent from San Diego tells the House Homeland Security Committee the Biden Administration covered up the number of illegal immigrants who are on the terrorist watchlist. The Harris Campaign and some legacy media outlets distort the facts of a Georgia abortion case to sow fear among women about restrictive abortion laws. Israel sows fear among Hezbollah fighters with exploding pagers and walkie-talkies.

David Hain, CEO and founder of Gotham Group, shares his journey in the human capital sector and the challenges of being a CEO. He emphasizes the importance of having a support network and mentors to lean on in the lonely role of a CEO. The conversation then shifts to the HR tech sector and its funding landscape. David discusses the overvaluation of the sector and the need for consolidation. He also highlights the trends of global talent marketplaces and the changing workforce. The conversation covers various topics related to the future of work, talent scarcity, and the impact of AI on jobs. David emphasizes the excitement of being in the evolving space of work and the need to adapt to the changing labor market. They discuss the talent scarcity crisis and the challenges companies face in finding the right talent. They also touch on the importance of immigration and the need for governments to be more thoughtful about it. The conversation explores the potential impact of AI on jobs, with David expressing optimism about the opportunities it can create. They conclude by discussing the future of work and the importance of adapting to the changing landscape.TakeawaysHaving a support network and mentors is crucial for CEOs to navigate the challenges and loneliness of the role.The HR tech sector has experienced overvaluation due to the influx of funding and the free monetary environment.Consolidation is likely to occur in the HR tech sector as larger players enter the market and investors become more cautious.Global talent marketplaces and the ability to leverage AI are driving the evolution of the workforce.Workforce planning and the ability to assemble teams through SOWs are becoming more prevalent in the changing workforce. The future of work is exciting and evolving, and it's important to adapt to the changing labor market.Talent scarcity is a challenge for companies, and they need to find innovative solutions to attract and retain the right talent.Immigration plays a crucial role in addressing talent shortages and should be made easier by governments.AI will have an impact on jobs, but it also creates new opportunities and makes us more productive.The future of work is uncertain, but there are many possibilities and potential for growth and success.Chapters00:00 Introduction and CEO Journey07:29 The Challenges and Loneliness of Being a CEO13:29 The Overvaluation and Funding Landscape of the HR Tech Sector19:20 The Need for Consolidation in the HR Tech Sector21:12 The Rise of Global Talent Marketplaces23:36 The Changing Workforce and the Role of AI26:31 Adapting to the Evolving Future of Work28:22 Addressing the Talent Scarcity Crisis31:47 The Impact of AI on Jobs and Opportunities42:15 Navigating the Uncertain Future of WorkYou can connect with David here: https://www.linkedin.com/in/david-hain-5518747/

Heritage of Faith Ministries International || Witbank  Pastor Sharon Bendixen Preaching at Heritage of Faith Ministries International Witbank on.  Sower Sows The Word Part 3 - Ps Sharon Bendixen - WTB  For more information: https://hofmi.net/ 

Heritage of Faith Ministries International || Witbank  Pastor Sharon Bendixen Preaching at Heritage of Faith Ministries International Witbank on.  Sower Sows The Word Part 2 - Ps Sharon Bendixen For more information: https://hofmi.net/ 

A confidant of Mayor Brandon Johnson sparked concern among corporate donors by soliciting significant contributions to a political nonprofit planning to throw a week's worth of DNC events. Crain's politics reporter Justin Laurence discusses with host Amy Guth.Plus: J.B. Pritzker's turn as DNC host vaults him to national stage, Cboe looks to return $500 million to investors, new entertainment concept planned at former Lawry's space and activist investor takes stake in Portillo's.

#Markets:  "The Great Unwind"  Liz Peek The Hill. Fox News and Fox Business https://www.bloomberg.com/news/articles/2024-08-05/-6-4-trillion-wipeout-sows-fear-great-unwind-is-just-starting?srnd=homepage-americas&sref=5g4GmFHo 1910 NYC

Completing our two-part mini-series, we are welcoming back Dr. Jordan Gebhardt of Kansas State University and Ph.D. student Larissa Becker to explore the topic of phosphorus and calcium requirements for gestating and lactating sows. In this episode, we will dive into Larissa's literature review, along with the key takeaways she discovered in the process!

South American free trade bloc Mercosur held its presidential summit on Monday in Paraguay without Argentina's President Javier Milei, who was in Brazil for a conference of Latin American conservatives. The snub was slammed as "complete foolishness" by Brazil's leader Luis Inacio Lula da Silva and underlines the political frictions within the bloc. In this edition, we take a closer look at some of the challenges Mercosur has faced and also head back to France to see what businesses and workers think of the leftist New Popular Front's economic programme.

In this episode of our podcast, Brent Hershey returns to discuss the significant impact of Proposition 12 on managing heat stress in sow barns during the current heat wave in the Eastern US. Joining him are Matt Howell and Hayden Meck, experienced barn managers from Pennsylvania and Milton, Delaware. They delve into the following key points: 1.     HeatWave Impact: Brent, Matt, and Hayden describe the current heat wave'seffects on sow barns, highlighting the challenges faced in Pennsylvania and Milton, Delaware. 2.     Prop12 Regulations: The discussion moves to how the new Prop 12 regulations have assisted in managing heat stress. The guests explain how increased spacing and the introduction of Sow Condos, mandated by Prop 12, have made a difference. 3.     Benefits of Increased Spacing: Brent outlines the specific benefits observed in sows due to the increased space, providing concrete examples and data to illustrate these advantages. 4.     24sq ft Minimum Spacing: The conversation touches on how the 24 sq ft minimum spacing under Prop 12 has specifically contributed to heat stress relief for pregnant sows, noting any physiological or behavioral changes observed. 5.     Feedback and Success Stories: Feedback from the team and other producers about the effectiveness of these changes in handling extreme heat conditions is shared, including standout success stories and testimonials. 6.     Future Outlook: Looking ahead, Brent discusses the broader implications of Prop 12 and similar welfare-focused regulations on the overall well-being and productivity of sows in the industry. He also offers advice to other producers who are considering or are in the process of implementing these changes.

The communist regime enslaving Cuba, put in place by the globalist Deep State establishment, is actively fomenting chaos on American soil and around the world, warned renowned Cuban-American scholar and author Frank De Varona in this interview on Conversations That Matter with The New American magazine’s Alex Newman. De Varona invaded Cuba at age 17 ... The post Communist Cuba Sows Chaos on US Soil W/ Frank De Varona appeared first on The New American.

Sunday Morning Service At The Pentecostals Of Dothan. Come join us for service! https://linktr.ee/Podothan

In order to optimize your porcine breeding process, a number of factors need to come together to ensure success. High-quality semen collection, extension, packaging and storage are a must along with good hygiene and proper handling. Equipment and infrastructure also are essential. This episode of Feedstuffs in Focus is brought to you by Topigs Norsvin, the second-largest swine genetics company in the world. Topigs Norsvin is not just a genetics supplier, but a production partner. By working together, you can unlock your operation's productivity and profitability. Visit topigsnorsvin.us to learn more about how partnering with Topigs Norsvin can help your business.Joining us in the episode to talk about the best ways to get the most out of a breeding operation and optimal semen handling is John Quackenbush of Minitube. Minitube is a world leader in state-of-the-art assisted reproduction technologies.

The relationship between landowners and tenant farmers can be a difficult one - but it's hoped a new Code of Practice could help improve things. It was one of the key recommendations of the Rock Review into tenant farming in England. The Tenant Farmers Association has called it a “major step forward”, saying “for too long tenants have felt marginalised and mistreated.”And we visit a state of the art pig farm to find out about a replacement for ‘farrowing crates'. These are the small pens where sows are confined by rails while, and after, giving birth to stop them lying on and smothering their piglets. Sows can get up and lie down, but not turn around or move about until the piglets are weaned when they're about a month old. The use of these crates is banned in Sweden, Norway and Switzerland and they may also be phased out in the UK. Presented by Caz Graham Produced for BBC Audio in Bristol by Heather Simons

In this episode of the Ohio Ag Net Podcast, host Matt Reese of Ohio's Country Journal talks with Kyle Brown, Wyandot County swine farmer and Chris Weaver, Williams County dairy farmer about livestock outlook for 2024. They talk about market outlooks, disease pressure, and upcoming challenges within livestock, specifically in the dairy cow and swine industries.  More in this week's podcast:    Madi Layman, Ohio Soybean Council: Dale talks with Madi about biodiesel and market outlook. Shaun Weller, DVM, Ohio State University Agricultural Technical Institute: Matt talks with Dr. Weller about High Path Avian Influenza in Ohio dairy cattle.  Intro 0:00 Madi Layman 2:19 Dr. Shaun Weller 13:03 Main Conversation, Kyle Brown and Chris Weaver 20:32

Matt shares his transformative journey from the brink of death, where he battled physical, emotional, and financial crises, to a miraculous turnaround.  Through divine intervention and the support of others, Matt's story exemplifies the power of faith. Matt comes to us via 2 of our previous storytellers Dave and Joe. Dave // Upside Down KingdomJoe // Daily Desperate Dependence Support the showVisit our website for more information on our ministry.https://theunseenstory.org/

Last Sunday we got an image of how Satan messes with the harvest. In this parable he isn't snatching the seed before he takes root he is sowing seeds of destruction  – weeds. Many times we wonder why God just doesn't just get rid of it all but to pull the weed is to pull out the wheat. So evil and good co-exist and grow together until the end when everything is finally sifted. This is why we are on guard but have hope.  1 Peter 5:8-11 (ESV)Be sober-minded; be watchful. Your adversary the devil prowls around like a roaring lion, seeking someone to devour. Resist him, firm in your faith, knowing that the same kinds of suffering are being experienced by your brotherhood throughout the world. And after you have suffered a little while, the God of all grace, who has called you to his eternal glory in Christ, will himself restore, confirm, strengthen, and establish you. To him be the dominion forever and ever. Amen.Matthew 13:24-30 (ESV)He put another parable before them, saying, “The kingdom of heaven may be compared to a man who sowed good seed in his field, but while his men were sleeping, his enemy came and sowed weeds among the wheat and went away. So when the plants came up and bore grain, then the weeds appeared also. And the servants of the master of the house came and said to him, ‘Master, did you not sow good seed in your field? How then does it have weeds?' He said to them, ‘An enemy has done this.' So the servants said to him, ‘Then do you want us to go and gather them?' But he said, ‘No, lest in gathering the weeds you root up the wheat along with them. Let both grow together until the harvest, and at harvest time I will tell the reapers, “Gather the weeds first and bind them in bundles to be burned, but gather the wheat into my barn.”'”

Dive into an inspiring chat with Pastor Jeff as he unpacks the true essence of giving. Discover how a change of heart can lead to a stronger, more giving community. Get motivated to generously give and see how it brings growth to your life and to those around you.

Why are some farmers so troubled by farm subsidies? Cato's Paul Best explains. Hosted on Acast. See acast.com/privacy for more information.

我們喜歡那美味的波本騾子，不是嗎？Flipping The Field is presented by Meet At Midfield and Homefield Apparel.If you like the show, please tell a friend and leave a five-star review. If you want to keep up to date with the show, subscribe on your podcasting app of choice and follow the show on Twitter at FieldFlipping.If you have a question you'd like answered on the show, send us a DM on the show's Twitter account.