Podcasts about Sun Microsystems

Deepak Bhootra is the CEO of Jabulani Consulting, with over 19 years of experience in the tech industry, including significant roles at Hewlett Packard and Sun Microsystems. Deepak has a deep understanding of pricing strategies and their impact on sales performance. He is passionate about helping organizations navigate the complexities of pricing and sales operations. In this episode, Deepak shares his journey into pricing and sales, discussing the cultural nuances of negotiation in India and how they influence pricing strategies. Together, they explore the challenges salespeople face with pricing, the importance of understanding value from the customer's perspective, and how AI can play a role in pricing strategies.   Why you have to check out today's podcast: Discover the common pitfalls salespeople face when discussing pricing. Explore the importance of aligning pricing with customer value and the psychological aspects of pricing. Learn how AI can enhance pricing strategies and sales effectiveness.   “Pricing is something that companies use to control sales behavior. Salespeople don't like to be controlled.” – Deepak Bhootra   Topics Covered: 01:46 – Deepak introduces himself and shares his background in pricing. 03:10 – The cultural significance of negotiation in India and its impact on pricing. 07:44 – The relationship between sales and pricing and the challenges salespeople face. 14:21 – Discussion on the emotional aspects of pricing and how they affect sales decisions. 17:12 – Insights into the importance of understanding value from the customer's perspective. 23:09 – The role of AI in enhancing pricing strategies and sales effectiveness. 30:35 – Deepak's pricing advice. 33:18 – Connect with Deepak.   Key Takeaways: “Salespeople need to understand the value of pricing and how it relates to customer perception.” – Deepak Bhootra “Value is in the eye of the beholder. Understand what the customer values before discussing pricing.” – Deepak Bhootra “When you ask a budget question right up front, you're actually setting yourself up for a pricing discussion.” – Deepak Bhootra “Pricing is one of those conversations where you have complete control of your CRM updates, you have complete control over your forecast, your relationship, but you do not have control over the price because someone else dictates the price.” – Deepak Bhootra “When you are looking at price, giving a discount is the easiest lever to pull right up front. And typically (salespeople) they do it because they can also bamboozle you with a lot of stuff.” – Deepak Bhootra   People/Resources Mentioned: Jabulani Consulting: https://jabulaniconsulting.com Amartya Sen: https://en.wikipedia.org/wiki/Amartya_Sen   Connect with Deepak Bhootra: LinkedIn: https://www.linkedin.com/in/deepakbhootra/ Email: deepak@jabulaniconsulting.com   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

An airhacks.fm conversation with Colt McNealy (@coltmcnealy) about: first computing experience with Sun workstations and network computing, background in hockey and other sports, using system76 Linux laptops for development, starting programming in high school with Java and later learning C, fortran, assembly, C++ and python, working at a real estate company with kubernetes and Kafka, the genesis of LittleHorse from experiencing challenges with distributed microservices and workflow management, LittleHorse as an open source workflow orchestration engine using Kafka as a commit log rather than a message queue, building a custom distributed database optimized for workflow orchestration, the recent move to fully open source licensing, comparison with AWS Step Functions but with more capabilities and open source benefits, using RocksDB and Kafka Streams for the underlying implementation, performance metrics of 12-40ms latency between tasks and hundreds of tasks per second, the multi-tenant architecture allowing for serverless offerings, integration with Kafka for event-driven architectures, the distinction between orchestration and choreography in distributed systems, using Java 21 with benefits from virtual threads and generational garbage collection, plans for Java 25 adoption, the naming story behind "Little Horse" and its competition with MuleSoft, the Sun Microsystems legacy and innovation culture, recent adoption of Quarkus for some components, the "Know Your Customer" flow as the Hello World example for Little Horse, the importance of observability and durability in workflow management, plans for serverless offerings and multi-tenant architecture, the balance between open source core and commercial offerings Colt McNealy on twitter: @coltmcnealy

Johnson Yan, a trailblazer in real-time 3D graphics, joins the podcast to recount his remarkable journey from the earliest days of computer graphics and flight simulation. Starting in the late 1970s, Johnson tackled fundamental challenges like texture mapping, anti-aliasing, translucency, and scalability, long before today's GPU technology emerged. He shares insights into his pioneering work at Singer-Link, where he developed flight simulators utilizing vector graphics and early raster technology, laying the groundwork for both military training and future advancements in real-time visualization. In this episode, Johnson also discusses his transition into the commercial sector, detailing his impactful roles at companies like Sun Microsystems and Oak Technology. He explores his efforts to develop affordable 3D graphics chips, significantly enhancing consumer PCs' capabilities. Reflecting on industry milestones such as the rise of NVIDIA, the evolution from rasterization to ray tracing, and the integration of AI into modern graphics, Johnson provides unique historical context and personal anecdotes. His firsthand perspective offers a rare glimpse into the technological evolution of real-time graphics spanning nearly half a century.

Dr. Frederick G. Elias is committed to improving organizational leadership styles through the use of communication and motivation. Dr. Elias has attained national recognition as an educator and consultant in organizational development, organizational behavior, industrial psychology, and human resource management. He is a dynamic speaker and author in the areas of motivation, communication mastery, team building, self esteem enhancement, personal goal setting, and empowerment. Values, Beliefs & Clients  Leadership training Dr. Frederick G. Elias designs, implements and conducts leadership training, staff development, productivity improvement, team building, and peak performance programs for the private and public sectors. He works with individuals to create resources that will transform their lives both personally and professionally.  Top Clients Clients include Xerox, Sun Microsystems, General Motors, Cox Cable, Automated Test Engineering, Inc., the State of California Department of Personnel Administration, Los Angeles Community Colleges, Santa Barbara County, and the San Diego Community College District.  Reputation & Resume Dr. Frederick G. Elias is author of the acclaimed I CAN I WILL, Dynamics for Personal Success (ODC Publishing, 1992) and Maximum Impact: Strategies for Life Fitness, in which he encourages readers and listeners to increase self-confidence, manage emotions, and overcome barriers to success. He brings these concepts to the corporate environment through hands-on workshops that provide participants with the necessary tools to make personal changes for lifelong success. The results are vast improvements in the Quality of Work Life (QWL) and enhanced cooperation and compatibility in working relationships.

Welcome to episode 276 of the Grow Your Law Firm podcast, hosted by Ken Hardison. In this episode, Ken sits down with Hamid Kohan, founder of Law Practice AI.   Hamid is an experienced entrepreneur with a diverse background in technology and law. He earned his engineering degree at 17 from Chico State University and was quickly recruited to Silicon Valley, working for prominent companies. By 21, he completed an MBA in business marketing, propelling his career in business and technology. Hamid was integral in developing the world's first laptop at Grid Systems and later worked at SUN Microsystems, helping the company grow from 200 to 13,000 employees. He also held senior positions at Hitachi and Tandem Computers, directing business and technology development. In 1999, Hamid became Division President of Emblazed Technology, where he led the company to a 300% growth and a $1 billion valuation in just one year. In 2004, he co-founded CAPLUCK Inc., launching Cap60, a data management system provider recognized as the largest service provider for nonprofits in the U.S. In 2016, Hamid entered the legal field by founding Law Practice AI (formerly Legal Soft Inc.) offering practice management solutions for law firms. Under his leadership, Law Practice AI grew rapidly, helping firms expand across the U.S. Hamid's expertise in law firm management has made him a sought-after speaker and author of three books, including How to Scale Your Stupid Law Firm. His practical approach has made him a respected figure in legal practice management. What you'll learn about in this episode:   1. Client Follow-up and Communication: - Law Practice AI streamlines client follow-up processes through automated calls, texts, and emails, allowing for personalized sequences and efficient communication. - The AI technology collects and analyzes documents in real-time, providing immediate feedback and facilitating document collection during client interactions. 2. Document Summarization and Organization: - Law Practice AI offers document summarization and analysis, enabling the rapid processing of large volumes of documents, such as medical records, in under five minutes. - The platform allows for easy organization and filing of documents, enhancing client file management and workflow efficiency. 3. Centralized AI Solutions for Legal Operations: - Centralized AI solutions like Law Practice AI aim to simplify legal operations by integrating with CRMs to automate data management, calendaring, and client interactions. - Virtual staff integration alongside AI tools presents a strategic approach to scaling law firms efficiently and cost-effectively. 4. Simplified Tech Environment: - Law firms benefit from a centralized tech environment provided by platforms like Law Practice AI, avoiding the need to navigate multiple systems for different tasks. - Future versions of Law Practice AI feature API integrations with CRMs to automate matter opening, data storage, calendaring, and flag-setting processes. 5. Intake AI and Client Communication: - Intake AI technology addresses challenges in client communication by providing a seamless experience, including quick escalation to live agents for high-value cases. - Law Practice AI differentiates itself by offering personalized and efficient intake processes tailored to the legal industry's unique needs and complexities.   Resources:  Website http://www.mylawfirm.ai/ Facebook https://www.facebook.com/people/Law-Practice-AI/61556510846445/ Twitter https://x.com/LawPracticeAI LinkedIn https://www.linkedin.com/company/law-practice-ai/ Additional Resources:    https://www.pilmma.org/aiworkshop https://www.pilmma.org/the-mastermind-effect https://www.pilmma.org/resources https://www.pilmma.org/mastermind

Sponsored By AdCirrus ERP, your trusted partner for cloud ERP solutions. Learn more at adcirruserp.com.Meet Vivek JoshiVivek is the founder and CEO of Entytle, a provider of Installed Base Intelligence solutions to Original Equipment Manufacturers. He has extensive leadership experience in various industries, spanning diversified industrial manufacturing, healthcare, high technology and private equity. He previously was founder and CEO of LumaSense Technologies Inc., an Operating Partner at Shah Capital Partners, and Senior Vice President of Marketing for Sun Services, a $3.6 billion division of Sun Microsystems. He also served at Webvan as Vice-President of Program Operation; at GE Transportation as General Manager, Off Highway/Transit Systems; at GE Corporate as Manager of Corporate Initiatives; at Booz Allen & Hamilton as a Management Consultant; and at Johnson & Johnson in an operations role. Vivek has an M.S. in Chemical Engineering and an M.B.A. from the Darden School of Business at the University of Virginia, Charlottesville and a B.Tech in Chemical Engineering from IIT, Mumbai.Connect with Vivek!Entytlevivek.joshi@entytle.com LinkedInAftermarket Champions PodcastLinksKirin Holdings will begin online sales of "Electric Salt Spoon", a spoon that uses electricity to enhance salty and umami tasteHighlights00:00 Fun Team Question: What's Your Career Theme Song?01:55 Introducing Our Guest: Vivek Joshi04:58 Vivek's Journey in Manufacturing08:50 The Impact of Key Mentors11:10 Why Entrepreneurship?13:03 The Importance of Aftermarket Services16:28 I Just Learned That: Fascinating Insights21:31 Addressing the Labor Crisis in Manufacturing24:49 Conclusion and Contact InformationConnect with the Broads!Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs! Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!Connect with Erin on LinkedIn!

In this episode, recorded at the 2025 Abundance Summit, Vinod, Brett, & Peter dive into a Q&A on the future of humanoid robots, transport, and more. Recorded on March 11th, 2025 Views are my own thoughts; not Financial, Medical, or Legal Advice. Vinod Khosla is an Indian-American entrepreneur and venture capitalist. He co-founded Sun Microsystems in 1982, serving as its first chairman and CEO. In 2004, he founded Khosla Ventures, focusing on technology and social impact investments. As of January 2025, his net worth is estimated at $9.2 billion. He is known for his bold bets on transformative innovations in fields like AI, robotics, healthcare, and clean energy. With a deep belief in abundance and the power of technology to solve global challenges, Khosla continues to shape the future through visionary investing. ​Brett Adcock is an American technology entrepreneur and the founder of Figure, an AI robotics company developing general-purpose humanoid robots designed to perform human-like tasks in both industrial and home settings. In 2023, he also founded Cover, an AI security company focused on building weapon detection systems for schools. Previously, Brett founded Archer Aviation, an urban air mobility company that went public at a valuation of $2.7 billion, and Vettery, a machine learning-based talent marketplace acquired for $110 million.  Learn about Figure: https://www.figure.ai/  Learn more about Vinod: https://www.khoslaventures.com/  Learn more about Abundance360: https://bit.ly/ABUNDANCE360  For free access to the Abundance Summit Summary click: diamandis.com/breakthroughs  ____________ I only endorse products and services I personally use. To see what they are,  please support this podcast by checking out our sponsors:  Get started with Fountain Life and become the CEO of your health: https://fountainlife.com/peter/ AI-powered precision diagnosis you NEED for a healthy gut: https://www.viome.com/peter  Get 15% off OneSkin with the code PETER at  https://www.oneskin.co/ #oneskinpod ____________ I send weekly emails with the latest insights and trends on today's and tomorrow's exponential technologies. Stay ahead of the curve, and sign up now:  Blog _____________ Connect With Peter: Twitter Instagram Youtube Moonshots

In this episode, recorded at the 2025 Abundance Summit, Vinod Khosla explores how AI will make expertise essentially free, why robots could surpass the auto industry, and how technologies like geothermal and fusion will reshape our energy landscape. Recorded on March 11th, 2025 Views are my own thoughts; not Financial, Medical, or Legal Advice. Vinod Khosla is an Indian-American entrepreneur and venture capitalist. He co-founded Sun Microsystems in 1982, serving as its first chairman and CEO. In 2004, he founded Khosla Ventures, focusing on technology and social impact investments. As of January 2025, his net worth is estimated at $9.2 billion. He is known for his bold bets on transformative innovations in fields like AI, robotics, healthcare, and clean energy. With a deep belief in abundance and the power of technology to solve global challenges, Khosla continues to shape the future through visionary investing. Learn more about Vinod: https://www.khoslaventures.com/  Learn more about Abundance360: https://bit.ly/ABUNDANCE360  For free access to the Abundance Summit Summary click: diamandis.com/breakthroughs  ____________ I only endorse products and services I personally use. To see what they are,  please support this podcast by checking out our sponsors:  Get started with Fountain Life and become the CEO of your health: https://fountainlife.com/peter/ AI-powered precision diagnosis you NEED for a healthy gut: https://www.viome.com/peter  Get 15% off OneSkin with the code PETER at  https://www.oneskin.co/ #oneskinpod ____________ I send weekly emails with the latest insights and trends on today's and tomorrow's exponential technologies. Stay ahead of the curve, and sign up now:  Blog _____________ Connect With Peter: Twitter Instagram Youtube Moonshots

In this episode of The Eric Ries Show, I sit down with Marten Mickos, a serial tech CEO who has been at the forefront of some of the most transformative moments in open-source technology. From leading MySQL through its groundbreaking journey to guiding HackerOne as a pioneering bug bounty platform, Marten's career is a masterclass in building innovative, trust-driven organizations.Our wide-ranging conversation explores Marten's remarkable journey through tech leadership, touching on his experiences building game-changing companies and, more recently, his work coaching emerging CEOs. We dive deep into the world of open source, company culture, and the nuanced art of leadership.In our conversation today, we talk about the following topics: • How MySQL revolutionized open-source databases and became Facebook's database• The strategic decision to make MySQL open source and leverage Linux distributions• The art of building a beloved open-source project while creating a profitable business model• How a lawsuit solidified MySQL's position in the open-source database market• The role of transparency and direct feedback in building organizational trust• Why Marten was drawn to HackerOne's disruptive approach to cybersecurity• Marten's transition to coaching new CEOs • Marten's unique "contrast framework" for making complex decisions• And much more!—Brought to you by:• Wilson Sonsini – Wilson Sonsini is the innovation economy's law firm. ⁠⁠Learn more⁠⁠.• Gusto – Gusto is an easy payroll and benefits software built for small businesses. ⁠⁠⁠⁠Get 3 months free⁠⁠⁠⁠.—Where to find Marten Mickos: • LinkedIn: https://www.linkedin.com/in/martenmickos/• Bluesky: https://bsky.app/profile/martenmickos.bsky.social—Where to find Eric:• Newsletter:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ericries.carrd.co/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • Podcast:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ericriesshow.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • YouTube:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@theericriesshow⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ —In This Episode We Cover:(00:00) Intro(03:15) The first time Eric used MySQL(07:10) The origins of MySQL and how Marten got involved (13:22) Why MySQL pivoted to open source to leverage the power of Linux distros(17:03) Open source vs. closed (18:56) Building profitable open-source companies (24:52) The fearless company culture at MySQL and the Progress lawsuit(29:30) The value of not cutting any corners (33:35) How a dolphin became part of the MySQL logo (35:55) What it was like to build a company of true believers(38:47) Marten's management approach emphasizes kindness and direct feedback (42:12) Marten's hiring philosophy(45:14) Why MySQL sold to Sun Microsystems and tried to avoid Oracle (50:24) How Oracle has made MySQL even better(52:22) Why Marten decided to lead at HackerOne(55:41) An overview of HackerOne(59:31) How HackerOne got started and landed the Department of Defense contract(1:03:19) The trust-building power of transparency(1:08:30) Marten's successor and the state of HackerOne now(1:09:23) Marten's work coaching CEOs(1:14:20) Common issues CEOs struggle with (1:16:45) Marten's contrast framework (1:26:12) The book of Finnish poetry that inspired Marten's love of polarities—You can find the transcript and references at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.ericriesshow.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠—Production and marketing by⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://penname.co/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Eric may be an investor in the companies discussed.

An airhacks.fm conversation with Volker Simonis (@volker_simonis) about: early computing experiences with Schneider CPC (Amstrad in UK) with Z80 CPU, CP/M operating system as an add-on that provided a real file system, programming in Basic and Turbo Pascal on early computers, discussion about gaming versus programming interests, using a 9-pin needle printer for school work, programming on pocket computers with BASIC in school, memories of Digital Research's CP/M and DR-DOS competing with MS-DOS, HiMEM memory management in early operating systems, programming in Logo language with turtle graphics and fractals, fascination with Lindenmayer systems (L-systems) for simulating biological growth patterns, interest in biology and carnivorous plants, transition to PCs with floppy disk drives, using SGI Iris workstations at university with IRIX operating system, early experiences with Linux installed from floppy disks, challenges of configuring X Window System, programming graphics on interlaced monitors, early work with HP using Tickle/Tk and python around 1993, first experiences with Java around version 0.8/0.9, attraction to Java's platform-independent networking and graphics capabilities, using Blackdown Java for Linux created by Johan Vos, freelance work creating Java applets for accessing databases of technical standards, PhD work creating software for analyzing parallel text corpora in multiple languages, developing internationalization and XML capabilities in Java Swing applications, career at Sun Microsystems porting MaxDB to Solaris, transition to SAP to work on JVM development, Adabas and MaxDB, reflections on ABAP programming language at SAP and its database-centric nature Volker Simonis on twitter: @volker_simonis

What to say when Steve Jobs threatens to sue you. Original text by Jonathan Schwartz. More about Lighthouse Design's Concurrence courtesy of the Apple Wikia instance. Sun famously sued Microsoft over their incompatible Java implenentation variant in 1997. Microsoft settled by paying Sun a bunch of money. Please enjoy this Flash animation shown at JavaOne 2004 retelling the story. Steve Jobs quotes from Triumph of the Nerds, WWDC 1997 Q&A, and Macworld San Francisco 2003. In the mid-1990s, Sun Microsystems acquired StarDivision and its StarOffice product, which Sun open sourced and renamed OpenOffice. After some entirely predictable grief from Oracle, the community forked the project and delivered what we know today as LibreOffice. Apple adopted Sun's dynamic system-wide tracing and performance profiling framework DTrace, known as Instruments in Xcode's collection of tools. Apple announced Snow Leopard Server would ship with Sun's ZFS but that ultimately never happened for licensing and patent reasons. Whether Sun's soon-to-be-acquisition by Oracle and the Steve Jobs/Larry Ellison relationship would have helped or hindered this, we'll never know. Either way, Apple, I know you're reading this and I'd like APFS to checksum my data blocks too, not just the metadata. Thank you. Jonathan Schwartz and Scott McNealy quotes from Sun's NC03-Q3 (2003) keynote and JavaOne 2004. See Project Looking Glass in action.

AFFEN&Co 358, la Collégiale de l'AFFENavec Alain MEIGNANT, expert émérite de la formation professionnelle, nous présente l'histoire des compétences. Faites vous votre idée. Origines et évolution du concept de compétence : La notion de compétence remonte à l'Antiquité, avec les premières formes de transmission de savoir-faire. Elle a évolué à travers les âges, influencée par les structures éducatives, les corporations et les évolutions sociales La distinction entre technique et connaissance : Déjà à l'époque de Platon et des sophistes, on débattait de la différence entre la simple transmission de techniques et l'importance d'une réflexion et d'une compréhension plus profondes. Cette distinction est toujours d'actualité avec les méthodes actives d'apprentissage L'impact de l'église et des corporations : Au Moyen-Âge, l'église exerçait un contrôle important sur l'éducation, tandis que les corporations jouaient un rôle clé dans la formation professionnelle et la transmission des métiers L'ère moderne et l'industrialisation : L'époque moderne a été marquée par une généralisation de l'éducation et une forte industrialisation. Le taylorisme a entraîné une division du travail entre ceux qui exécutent et ceux qui pensent La classification des emplois et les besoins de main-d'œuvre qualifiée : Des systèmes de classification comme les points Bedau ont été développés pour mesurer la valeur des emplois. La Formation Professionnelle des Adultes (FPA) a joué un rôle important dans la formation de la main-d'œuvre La loi de 1971 et les formations imputables : La loi de 1971 a cherché à concilier le dialogue social et les besoins de l'économie, mais a conduit à des formations très encadrées pour être imputables L'analyse du travail et les reconversions : Les travaux des ergonomes ont été utilisés pour déterminer les besoins de formation à partir des exigences des emplois réels. Les grandes reconversions industrielles ont nécessité des pédagogies adaptées aux adultes peu qualifiés L'émergence de la notion de compétence : Le terme compétence a commencé à apparaître dans les années 1970, avec la traduction du mot anglais "skills". Dominique Thierry a publié en 1985 un ouvrage sur la gestion prévisionnelle des emplois et des compétences La gestion des emplois et des compétences (GPEC) : La GPEC vise à anticiper les besoins de l'entreprise en gérant les compétences des employés. Cependant, elle a souvent été orientée vers la reconversion à chaud plutôt que vers une planification stratégique L'importance d'une vision stratégique des compétences : Des entreprises comme Sun Microsystems ont mis l'accent sur les "core competencies" pour assurer un avantage concurrentiel. Il est essentiel de distinguer les compétences stratégiques, les compétences à risque et la gestion des compétences classiques Le rôle des soft skills et de l'employabilité : Aujourd'hui, l'importance des soft skills est de plus en plus reconnue. Le développement de l'employabilité est devenu un enjeu majeur, avec la création du CIF et du CPF L'organisation apprenante et l'entreprise formatrice : Les concepts d'organisation apprenante et d'entreprise formatrice mettent en avant la nécessité d'apprendre plus vite que les concurrents et de favoriser l'acquisition de compétences La loi de 2014 et la définition de la formation : La loi de 2014 a introduit une nouvelle définition de la formation, axée sur l'atteinte d'un objectif professionnel. Cela a conduit au développement de l'AFEST (Action de Formation En Situation de Travail) L'avenir de la compétence et la nécessité d'une approche globale : L'avenir de la compétence passe par une approche stratégique qui implique le management, l'organisation du travail et le dialogue social. Il est essentiel de sortir des silos et d'intégrer la compétence dans une logique d'amélioration continue. Pour aller plus loin : Parcours de consultant et formation, Alain Meignant et Bachir Amokrane,

In this episode of the IoT For All Podcast, Alper Yegin, President and CEO of the LoRa Alliance, joins Ryan Chacon to discuss the state of LoRaWAN in 2025. The conversation covers LoRaWAN adoption, LoRaWAN use cases, the role of satellite IoT, edge, and AI, LoRaWAN certification and interoperability, misconceptions about LoRaWAN, and the future of LoRaWAN.Alper Yegin is the President and CEO of the LoRa Alliance. He oversees the organization's strategic direction and supports the development and global adoption of LoRaWAN, a key standard for low-power wide-area networks (LPWAN) in the Internet of Things (IoT). Before becoming CEO, he chaired the LoRa Alliance Technical Committee for eight years and served as Vice-Chair of the board for seven years.With over 25 years of experience in the IoT, mobile, and wireless communication industries, Yegin has held senior roles, including CTO at Actility, and various positions at Samsung Electronics, DoCoMo, and Sun Microsystems. He has contributed to global standards development in organizations such as IETF, 3GPP, ETSI, Zigbee Alliance, WiMAX Forum, and IPv6 Forum. Yegin holds 16 patents and has authored numerous technical standards and papers.The LoRa Alliance is an open, non-profit association that has grown into one of the largest and fastest-growing alliances in the technology industry since its inception in 2015. Its members work closely together and share knowledge to develop and disseminate the LoRaWAN standard, the de facto global standard for secure, quality IoT LPWAN bearer connectivity.Discover more about IoT at https://www.iotforall.comFind IoT solutions: https://marketplace.iotforall.comMore about LoRa Alliance: https://lora-alliance.orgConnect with Alper: https://www.linkedin.com/in/alperyegin/(00:00) Intro(00:18) Alper Yegin and LoRa Alliance(02:58) Current state of LoRaWAN adoption(04:17) The role of LoRaWan in the IoT ecosystem(07:19) Certification and interoperability(09:48) LoRaWAN use cases(15:03) Impact of AI and edge computing(18:09) Misconceptions about LoRaWAN(21:14) Future of LoRaWAN and challenges(24:14) Upcoming initiatives and eventsSubscribe to the Channel: https://bit.ly/2NlcEwmJoin Our Newsletter: https://newsletter.iotforall.comFollow Us on Social: https://linktr.ee/iot4all

Sun Microsystems ก้าวขึ้นมาในวงการ Silicon Valley ด้วยโมเดลธุรกิจที่น่าทึ่งและการเติบโตที่รวดเร็ว จนกลายเป็นหนึ่งในบริษัทที่สำคัญและเป็นสัญลักษณ์ที่สุดของ Valley โดยมีมูลค่าสูงถึง 140 พันล้านดอลลาร์ในช่วงที่รุ่งเรืองที่สุด แต่เมื่อเวลาผ่านไป แสงอาทิตย์ที่เคยสว่างไสวก็ค่อยๆ มอดลง การตกต่ำของบริษัทเป็นไปอย่างยาวนานและเจ็บปวด และในทุกวันนี้เราแทบจะไม่ได้ยินชื่อบริษัทพวกเขาอีกต่อไป เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ #SunMicrosystems #SiliconValley #StartupThailand #ธุรกิจเทคโนโลยี #บทเรียนธุรกิจ #TechStartup #CaseStudy #กรณีศึกษาธุรกิจ #HistoryOfTechnology #TechHistory #JavaProgramming #BusinessLesson #DigitalTransformation #TechCompany #DigitalDisruption #ความล้มเหลวธุรกิจ #HistoryOfComputing #BusinessFailure #Innovation #StanfordUniversity #geekmonday #geekforeverpodcast

From assembling elite teams at Ford Motor Company and Sun Microsystems to navigating the high standards of Bridgewater Associates, Steve Fitzgerald has honed the craft of leadership—yet every other day, you'll find him carving through fresh powder in the Rocky Mountains. As a seasoned HR leader, startup advisor, and board member, Steve has spent three decades weaving together people and profits, championing both efficient business outcomes and more fulfilling personal lives. In this episode, Ryan and Steve dive into the principles that have shaped Steve's unconventional career path, such as strategic leaps of faith and walking away from corporate safety in pursuit of authentic balance. They explore Ray Dalio's “pain plus reflection equals progress” outlook, offering tangible takeaways on how to welcome tough feedback, develop a growth mindset, and build teams that thrive on continuous practice. 

If you're in SF, join us tomorrow for a fun meetup at CodeGen Night!If you're in NYC, join us for AI Engineer Summit! The Agent Engineering track is now sold out, but 25 tickets remain for AI Leadership and 5 tickets for the workshops. You can see the full schedule of speakers and workshops at https://ai.engineer!It's exceedingly hard to introduce someone like Bret Taylor. We could recite his Wikipedia page, or his extensive work history through Silicon Valley's greatest companies, but everyone else already does that.As a podcast by AI engineers for AI engineers, we had the opportunity to do something a little different. We wanted to dig into what Bret sees from his vantage point at the top of our industry for the last 2 decades, and how that explains the rise of the AI Architect at Sierra, the leading conversational AI/CX platform.“Across our customer base, we are seeing a new role emerge - the role of the AI architect. These leaders are responsible for helping define, manage and evolve their company's AI agent over time. They come from a variety of both technical and business backgrounds, and we think that every company will have one or many AI architects managing their AI agent and related experience.”In our conversation, Bret Taylor confirms the Paul Buchheit legend that he rewrote Google Maps in a weekend, armed with only the help of a then-nascent Google Closure Compiler and no other modern tooling. But what we find remarkable is that he was the PM of Maps, not an engineer, though of course he still identifies as one. We find this theme recurring throughout Bret's career and worldview. We think it is plain as day that AI leadership will have to be hands-on and technical, especially when the ground is shifting as quickly as it is today:“There's a lot of power in combining product and engineering into as few people as possible… few great things have been created by committee.”“If engineering is an order taking organization for product you can sometimes make meaningful things, but rarely will you create extremely well crafted breakthrough products. Those tend to be small teams who deeply understand the customer need that they're solving, who have a maniacal focus on outcomes.”“And I think the reason why is if you look at like software as a service five years ago, maybe you can have a separation of product and engineering because most software as a service created five years ago. I wouldn't say there's like a lot of technological breakthroughs required for most business applications. And if you're making expense reporting software or whatever, it's useful… You kind of know how databases work, how to build auto scaling with your AWS cluster, whatever, you know, it's just, you're just applying best practices to yet another problem. "When you have areas like the early days of mobile development or the early days of interactive web applications, which I think Google Maps and Gmail represent, or now AI agents, you're in this constant conversation with what the requirements of your customers and stakeholders are and all the different people interacting with it and the capabilities of the technology. And it's almost impossible to specify the requirements of a product when you're not sure of the limitations of the technology itself.”This is the first time the difference between technical leadership for “normal” software and for “AI” software was articulated this clearly for us, and we'll be thinking a lot about this going forward. We left a lot of nuggets in the conversation, so we hope you'll just dive in with us (and thank Bret for joining the pod!)Timestamps* 00:00:02 Introductions and Bret Taylor's background* 00:01:23 Bret's experience at Stanford and the dot-com era* 00:04:04 The story of rewriting Google Maps backend* 00:11:06 Early days of interactive web applications at Google* 00:15:26 Discussion on product management and engineering roles* 00:21:00 AI and the future of software development* 00:26:42 Bret's approach to identifying customer needs and building AI companies* 00:32:09 The evolution of business models in the AI era* 00:41:00 The future of programming languages and software development* 00:49:38 Challenges in precisely communicating human intent to machines* 00:56:44 Discussion on Artificial General Intelligence (AGI) and its impact* 01:08:51 The future of agent-to-agent communication* 01:14:03 Bret's involvement in the OpenAI leadership crisis* 01:22:11 OpenAI's relationship with Microsoft* 01:23:23 OpenAI's mission and priorities* 01:27:40 Bret's guiding principles for career choices* 01:29:12 Brief discussion on pasta-making* 01:30:47 How Bret keeps up with AI developments* 01:32:15 Exciting research directions in AI* 01:35:19 Closing remarks and hiring at Sierra Transcript[00:02:05] Introduction and Guest Welcome[00:02:05] Alessio: Hey everyone, welcome to the Latent Space Podcast. This is Alessio, partner and CTO at Decibel Partners, and I'm joined by my co host swyx, founder of smol.ai.[00:02:17] swyx: Hey, and today we're super excited to have Bret Taylor join us. Welcome. Thanks for having me. It's a little unreal to have you in the studio.[00:02:25] swyx: I've read about you so much over the years, like even before. Open AI effectively. I mean, I use Google Maps to get here. So like, thank you for everything that you've done. Like, like your story history, like, you know, I think people can find out what your greatest hits have been.[00:02:40] Bret Taylor's Early Career and Education[00:02:40] swyx: How do you usually like to introduce yourself when, you know, you talk about, you summarize your career, like, how do you look at yourself?[00:02:47] Bret: Yeah, it's a great question. You know, we, before we went on the mics here, we're talking about the audience for this podcast being more engineering. And I do think depending on the audience, I'll introduce myself differently because I've had a lot of [00:03:00] corporate and board roles. I probably self identify as an engineer more than anything else though.[00:03:04] Bret: So even when I was. Salesforce, I was coding on the weekends. So I think of myself as an engineer and then all the roles that I do in my career sort of start with that just because I do feel like engineering is sort of a mindset and how I approach most of my life. So I'm an engineer first and that's how I describe myself.[00:03:24] Bret: You majored in computer[00:03:25] swyx: science, like 1998. And, and I was high[00:03:28] Bret: school, actually my, my college degree was Oh, two undergrad. Oh, three masters. Right. That old.[00:03:33] swyx: Yeah. I mean, no, I was going, I was going like 1998 to 2003, but like engineering wasn't as, wasn't a thing back then. Like we didn't have the title of senior engineer, you know, kind of like, it was just.[00:03:44] swyx: You were a programmer, you were a developer, maybe. What was it like in Stanford? Like, what was that feeling like? You know, was it, were you feeling like on the cusp of a great computer revolution? Or was it just like a niche, you know, interest at the time?[00:03:57] Stanford and the Dot-Com Bubble[00:03:57] Bret: Well, I was at Stanford, as you said, from 1998 to [00:04:00] 2002.[00:04:02] Bret: 1998 was near the peak of the dot com bubble. So. This is back in the day where most people that they're coding in the computer lab, just because there was these sun microsystems, Unix boxes there that most of us had to do our assignments on. And every single day there was a. com like buying pizza for everybody.[00:04:20] Bret: I didn't have to like, I got. Free food, like my first two years of university and then the dot com bubble burst in the middle of my college career. And so by the end there was like tumbleweed going to the job fair, you know, it was like, cause it was hard to describe unless you were there at the time, the like level of hype and being a computer science major at Stanford was like, A thousand opportunities.[00:04:45] Bret: And then, and then when I left, it was like Microsoft, IBM.[00:04:49] Joining Google and Early Projects[00:04:49] Bret: And then the two startups that I applied to were VMware and Google. And I ended up going to Google in large part because a woman named Marissa Meyer, who had been a teaching [00:05:00] assistant when I was, what was called a section leader, which was like a junior teaching assistant kind of for one of the big interest.[00:05:05] Bret: Yes. Classes. She had gone there. And she was recruiting me and I knew her and it was sort of felt safe, you know, like, I don't know. I thought about it much, but it turned out to be a real blessing. I realized like, you know, you always want to think you'd pick Google if given the option, but no one knew at the time.[00:05:20] Bret: And I wonder if I'd graduated in like 1999 where I've been like, mom, I just got a job at pets. com. It's good. But you know, at the end I just didn't have any options. So I was like, do I want to go like make kernel software at VMware? Do I want to go build search at Google? And I chose Google. 50, 50 ball.[00:05:36] Bret: I'm not really a 50, 50 ball. So I feel very fortunate in retrospect that the economy collapsed because in some ways it forced me into like one of the greatest companies of all time, but I kind of lucked into it, I think.[00:05:47] The Google Maps Rewrite Story[00:05:47] Alessio: So the famous story about Google is that you rewrote the Google maps back in, in one week after the map quest quest maps acquisition, what was the story there?[00:05:57] Alessio: Is it. Actually true. Is it [00:06:00] being glorified? Like how, how did that come to be? And is there any detail that maybe Paul hasn't shared before?[00:06:06] Bret: It's largely true, but I'll give the color commentary. So it was actually the front end, not the back end, but it turns out for Google maps, the front end was sort of the hard part just because Google maps was.[00:06:17] Bret: Largely the first ish kind of really interactive web application, say first ish. I think Gmail certainly was though Gmail, probably a lot of people then who weren't engineers probably didn't appreciate its level of interactivity. It was just fast, but. Google maps, because you could drag the map and it was sort of graphical.[00:06:38] Bret: My, it really in the mainstream, I think, was it a map[00:06:41] swyx: quest back then that was, you had the arrows up and down, it[00:06:44] Bret: was up and down arrows. Each map was a single image and you just click left and then wait for a few seconds to the new map to let it was really small too, because generating a big image was kind of expensive on computers that day.[00:06:57] Bret: So Google maps was truly innovative in that [00:07:00] regard. The story on it. There was a small company called where two technologies started by two Danish brothers, Lars and Jens Rasmussen, who are two of my closest friends now. They had made a windows app called expedition, which had beautiful maps. Even in 2000.[00:07:18] Bret: For whenever we acquired or sort of acquired their company, Windows software was not particularly fashionable, but they were really passionate about mapping and we had made a local search product that was kind of middling in terms of popularity, sort of like a yellow page of search product. So we wanted to really go into mapping.[00:07:36] Bret: We'd started working on it. Their small team seemed passionate about it. So we're like, come join us. We can build this together.[00:07:42] Technical Challenges and Innovations[00:07:42] Bret: It turned out to be a great blessing that they had built a windows app because you're less technically constrained when you're doing native code than you are building a web browser, particularly back then when there weren't really interactive web apps and it ended up.[00:07:56] Bret: Changing the level of quality that we [00:08:00] wanted to hit with the app because we were shooting for something that felt like a native windows application. So it was a really good fortune that we sort of, you know, their unusual technical choices turned out to be the greatest blessing. So we spent a lot of time basically saying, how can you make a interactive draggable map in a web browser?[00:08:18] Bret: How do you progressively load, you know, new map tiles, you know, as you're dragging even things like down in the weeds of the browser at the time, most browsers like Internet Explorer, which was dominant at the time would only load two images at a time from the same domain. So we ended up making our map tile servers have like.[00:08:37] Bret: Forty different subdomains so we could load maps and parallels like lots of hacks. I'm happy to go into as much as like[00:08:44] swyx: HTTP connections and stuff.[00:08:46] Bret: They just like, there was just maximum parallelism of two. And so if you had a map, set of map tiles, like eight of them, so So we just, we were down in the weeds of the browser anyway.[00:08:56] Bret: So it was lots of plumbing. I can, I know a lot more about browsers than [00:09:00] most people, but then by the end of it, it was fairly, it was a lot of duct tape on that code. If you've ever done an engineering project where you're not really sure the path from point A to point B, it's almost like. Building a house by building one room at a time.[00:09:14] Bret: The, there's not a lot of architectural cohesion at the end. And then we acquired a company called Keyhole, which became Google earth, which was like that three, it was a native windows app as well, separate app, great app, but with that, we got licenses to all this satellite imagery. And so in August of 2005, we added.[00:09:33] Bret: Satellite imagery to Google Maps, which added even more complexity in the code base. And then we decided we wanted to support Safari. There was no mobile phones yet. So Safari was this like nascent browser on, on the Mac. And it turns out there's like a lot of decisions behind the scenes, sort of inspired by this windows app, like heavy use of XML and XSLT and all these like.[00:09:54] Bret: Technologies that were like briefly fashionable in the early two thousands and everyone hates now for good [00:10:00] reason. And it turns out that all of the XML functionality and Internet Explorer wasn't supporting Safari. So people are like re implementing like XML parsers. And it was just like this like pile of s**t.[00:10:11] Bret: And I had to say a s**t on your part. Yeah, of[00:10:12] Alessio: course.[00:10:13] Bret: So. It went from this like beautifully elegant application that everyone was proud of to something that probably had hundreds of K of JavaScript, which sounds like nothing. Now we're talking like people have modems, you know, not all modems, but it was a big deal.[00:10:29] Bret: So it was like slow. It took a while to load and just, it wasn't like a great code base. Like everything was fragile. So I just got. Super frustrated by it. And then one weekend I did rewrite all of it. And at the time the word JSON hadn't been coined yet too, just to give you a sense. So it's all XML.[00:10:47] swyx: Yeah.[00:10:47] Bret: So we used what is now you would call JSON, but I just said like, let's use eval so that we can parse the data fast. And, and again, that's, it would literally as JSON, but at the time there was no name for it. So we [00:11:00] just said, let's. Pass on JavaScript from the server and eval it. And then somebody just refactored the whole thing.[00:11:05] Bret: And, and it wasn't like I was some genius. It was just like, you know, if you knew everything you wished you had known at the beginning and I knew all the functionality, cause I was the primary, one of the primary authors of the JavaScript. And I just like, I just drank a lot of coffee and just stayed up all weekend.[00:11:22] Bret: And then I, I guess I developed a bit of reputation and no one knew about this for a long time. And then Paul who created Gmail and I ended up starting a company with him too, after all of this told this on a podcast and now it's large, but it's largely true. I did rewrite it and it, my proudest thing.[00:11:38] Bret: And I think JavaScript people appreciate this. Like the un G zipped bundle size for all of Google maps. When I rewrote, it was 20 K G zipped. It was like much smaller for the entire application. It went down by like 10 X. So. What happened on Google? Google is a pretty mainstream company. And so like our usage is shot up because it turns out like it's faster.[00:11:57] Bret: Just being faster is worth a lot of [00:12:00] percentage points of growth at a scale of Google. So how[00:12:03] swyx: much modern tooling did you have? Like test suites no compilers.[00:12:07] Bret: Actually, that's not true. We did it one thing. So I actually think Google, I, you can. Download it. There's a, Google has a closure compiler, a closure compiler.[00:12:15] Bret: I don't know if anyone still uses it. It's gone. Yeah. Yeah. It's sort of gone out of favor. Yeah. Well, even until recently it was better than most JavaScript minifiers because it was more like it did a lot more renaming of variables and things. Most people use ES build now just cause it's fast and closure compilers built on Java and super slow and stuff like that.[00:12:37] Bret: But, so we did have that, that was it. Okay.[00:12:39] The Evolution of Web Applications[00:12:39] Bret: So and that was treated internally, you know, it was a really interesting time at Google at the time because there's a lot of teams working on fairly advanced JavaScript when no one was. So Google suggest, which Kevin Gibbs was the tech lead for, was the first kind of type ahead, autocomplete, I believe in a web browser, and now it's just pervasive in search boxes that you sort of [00:13:00] see a type ahead there.[00:13:01] Bret: I mean, chat, dbt[00:13:01] swyx: just added it. It's kind of like a round trip.[00:13:03] Bret: Totally. No, it's now pervasive as a UI affordance, but that was like Kevin's 20 percent project. And then Gmail, Paul you know, he tells the story better than anyone, but he's like, you know, basically was scratching his own itch, but what was really neat about it is email, because it's such a productivity tool, just needed to be faster.[00:13:21] Bret: So, you know, he was scratching his own itch of just making more stuff work on the client side. And then we, because of Lars and Yen sort of like setting the bar of this windows app or like we need our maps to be draggable. So we ended up. Not only innovate in terms of having a big sync, what would be called a single page application today, but also all the graphical stuff you know, we were crashing Firefox, like it was going out of style because, you know, when you make a document object model with the idea that it's a document and then you layer on some JavaScript and then we're essentially abusing all of this, it just was running into code paths that were not.[00:13:56] Bret: Well, it's rotten, you know, at this time. And so it was [00:14:00] super fun. And, and, you know, in the building you had, so you had compilers, people helping minify JavaScript just practically, but there is a great engineering team. So they were like, that's why Closure Compiler is so good. It was like a. Person who actually knew about programming languages doing it, not just, you know, writing regular expressions.[00:14:17] Bret: And then the team that is now the Chrome team believe, and I, I don't know this for a fact, but I'm pretty sure Google is the main contributor to Firefox for a long time in terms of code. And a lot of browser people were there. So every time we would crash Firefox, we'd like walk up two floors and say like, what the hell is going on here?[00:14:35] Bret: And they would load their browser, like in a debugger. And we could like figure out exactly what was breaking. And you can't change the code, right? Cause it's the browser. It's like slow, right? I mean, slow to update. So, but we could figure out exactly where the bug was and then work around it in our JavaScript.[00:14:52] Bret: So it was just like new territory. Like so super, super fun time, just like a lot of, a lot of great engineers figuring out [00:15:00] new things. And And now, you know, the word, this term is no longer in fashion, but the word Ajax, which was asynchronous JavaScript and XML cause I'm telling you XML, but see the word XML there, to be fair, the way you made HTTP requests from a client to server was this.[00:15:18] Bret: Object called XML HTTP request because Microsoft and making Outlook web access back in the day made this and it turns out to have nothing to do with XML. It's just a way of making HTTP requests because XML was like the fashionable thing. It was like that was the way you, you know, you did it. But the JSON came out of that, you know, and then a lot of the best practices around building JavaScript applications is pre React.[00:15:44] Bret: I think React was probably the big conceptual step forward that we needed. Even my first social network after Google, we used a lot of like HTML injection and. Making real time updates was still very hand coded and it's really neat when you [00:16:00] see conceptual breakthroughs like react because it's, I just love those things where it's like obvious once you see it, but it's so not obvious until you do.[00:16:07] Bret: And actually, well, I'm sure we'll get into AI, but I, I sort of feel like we'll go through that evolution with AI agents as well that I feel like we're missing a lot of the core abstractions that I think in 10 years we'll be like, gosh, how'd you make agents? Before that, you know, but it was kind of that early days of web applications.[00:16:22] swyx: There's a lot of contenders for the reactive jobs of of AI, but no clear winner yet. I would say one thing I was there for, I mean, there's so much we can go into there. You just covered so much.[00:16:32] Product Management and Engineering Synergy[00:16:32] swyx: One thing I just, I just observe is that I think the early Google days had this interesting mix of PM and engineer, which I think you are, you didn't, you didn't wait for PM to tell you these are my, this is my PRD.[00:16:42] swyx: This is my requirements.[00:16:44] mix: Oh,[00:16:44] Bret: okay.[00:16:45] swyx: I wasn't technically a software engineer. I mean,[00:16:48] Bret: by title, obviously. Right, right, right.[00:16:51] swyx: It's like a blend. And I feel like these days, product is its own discipline and its own lore and own industry and engineering is its own thing. And there's this process [00:17:00] that happens and they're kind of separated, but you don't produce as good of a product as if they were the same person.[00:17:06] swyx: And I'm curious, you know, if, if that, if that sort of resonates in, in, in terms of like comparing early Google versus modern startups that you see out there,[00:17:16] Bret: I certainly like wear a lot of hats. So, you know, sort of biased in this, but I really agree that there's a lot of power and combining product design engineering into as few people as possible because, you know few great things have been created by committee, you know, and so.[00:17:33] Bret: If engineering is an order taking organization for product you can sometimes make meaningful things, but rarely will you create extremely well crafted breakthrough products. Those tend to be small teams who deeply understand the customer need that they're solving, who have a. Maniacal focus on outcomes.[00:17:53] Bret: And I think the reason why it's, I think for some areas, if you look at like software as a service five years ago, maybe you can have a [00:18:00] separation of product and engineering because most software as a service created five years ago. I wouldn't say there's like a lot of like. Technological breakthroughs required for most, you know, business applications.[00:18:11] Bret: And if you're making expense reporting software or whatever, it's useful. I don't mean to be dismissive of expense reporting software, but you probably just want to understand like, what are the requirements of the finance department? What are the requirements of an individual file expense report? Okay.[00:18:25] Bret: Go implement that. And you kind of know how web applications are implemented. You kind of know how to. How databases work, how to build auto scaling with your AWS cluster, whatever, you know, it's just, you're just applying best practices to yet another problem when you have areas like the early days of mobile development or the early days of interactive web applications, which I think Google Maps and Gmail represent, or now AI agents, you're in this constant conversation with what the requirements of your customers and stakeholders are and all the different people interacting with it.[00:18:58] Bret: And the capabilities of the [00:19:00] technology. And it's almost impossible to specify the requirements of a product when you're not sure of the limitations of the technology itself. And that's why I use the word conversation. It's not literal. That's sort of funny to use that word in the age of conversational AI.[00:19:15] Bret: You're constantly sort of saying, like, ideally, you could sprinkle some magic AI pixie dust and solve all the world's problems, but it's not the way it works. And it turns out that actually, I'll just give an interesting example.[00:19:26] AI Agents and Modern Tooling[00:19:26] Bret: I think most people listening probably use co pilots to code like Cursor or Devon or Microsoft Copilot or whatever.[00:19:34] Bret: Most of those tools are, they're remarkable. I'm, I couldn't, you know, imagine development without them now, but they're not autonomous yet. Like I wouldn't let it just write most code without my interactively inspecting it. We just are somewhere between it's an amazing co pilot and it's an autonomous software engineer.[00:19:53] Bret: As a product manager, like your aspirations for what the product is are like kind of meaningful. But [00:20:00] if you're a product person, yeah, of course you'd say it should be autonomous. You should click a button and program should come out the other side. The requirements meaningless. Like what matters is like, what is based on the like very nuanced limitations of the technology.[00:20:14] Bret: What is it capable of? And then how do you maximize the leverage? It gives a software engineering team, given those very nuanced trade offs. Coupled with the fact that those nuanced trade offs are changing more rapidly than any technology in my memory, meaning every few months you'll have new models with new capabilities.[00:20:34] Bret: So how do you construct a product that can absorb those new capabilities as rapidly as possible as well? That requires such a combination of technical depth and understanding the customer that you really need more integration. Of product design and engineering. And so I think it's why with these big technology waves, I think startups have a bit of a leg up relative to incumbents because they [00:21:00] tend to be sort of more self actualized in terms of just like bringing those disciplines closer together.[00:21:06] Bret: And in particular, I think entrepreneurs, the proverbial full stack engineers, you know, have a leg up as well because. I think most breakthroughs happen when you have someone who can understand those extremely nuanced technical trade offs, have a vision for a product. And then in the process of building it, have that, as I said, like metaphorical conversation with the technology, right?[00:21:30] Bret: Gosh, I ran into a technical limit that I didn't expect. It's not just like changing that feature. You might need to refactor the whole product based on that. And I think that's, that it's particularly important right now. So I don't, you know, if you, if you're building a big ERP system, probably there's a great reason to have product and engineering.[00:21:51] Bret: I think in general, the disciplines are there for a reason. I think when you're dealing with something as nuanced as the like technologies, like large language models today, there's a ton of [00:22:00] advantage of having. Individuals or organizations that integrate the disciplines more formally.[00:22:05] Alessio: That makes a lot of sense.[00:22:06] Alessio: I've run a lot of engineering teams in the past, and I think the product versus engineering tension has always been more about effort than like whether or not the feature is buildable. But I think, yeah, today you see a lot more of like. Models actually cannot do that. And I think the most interesting thing is on the startup side, people don't yet know where a lot of the AI value is going to accrue.[00:22:26] Alessio: So you have this rush of people building frameworks, building infrastructure, layered things, but we don't really know the shape of the compute. I'm curious that Sierra, like how you thought about building an house, a lot of the tooling for evals or like just, you know, building the agents and all of that.[00:22:41] Alessio: Versus how you see some of the startup opportunities that is maybe still out there.[00:22:46] Bret: We build most of our tooling in house at Sierra, not all. It's, we don't, it's not like not invented here syndrome necessarily, though, maybe slightly guilty of that in some ways, but because we're trying to build a platform [00:23:00] that's in Dorian, you know, we really want to have control over our own destiny.[00:23:03] Bret: And you had made a comment earlier that like. We're still trying to figure out who like the reactive agents are and the jury is still out. I would argue it hasn't been created yet. I don't think the jury is still out to go use that metaphor. We're sort of in the jQuery era of agents, not the react era.[00:23:19] Bret: And, and that's like a throwback for people listening,[00:23:22] swyx: we shouldn't rush it. You know?[00:23:23] Bret: No, yeah, that's my point is. And so. Because we're trying to create an enduring company at Sierra that outlives us, you know, I'm not sure we want to like attach our cart to some like to a horse where it's not clear that like we've figured out and I actually want as a company, we're trying to enable just at a high level and I'll, I'll quickly go back to tech at Sierra, we help consumer brands build customer facing AI agents.[00:23:48] Bret: So. Everyone from Sonos to ADT home security to Sirius XM, you know, if you call them on the phone and AI will pick up with you, you know, chat with them on the Sirius XM homepage. It's an AI agent called Harmony [00:24:00] that they've built on our platform. We're what are the contours of what it means for someone to build an end to end complete customer experience with AI with conversational AI.[00:24:09] Bret: You know, we really want to dive into the deep end of, of all the trade offs to do it. You know, where do you use fine tuning? Where do you string models together? You know, where do you use reasoning? Where do you use generation? How do you use reasoning? How do you express the guardrails of an agentic process?[00:24:25] Bret: How do you impose determinism on a fundamentally non deterministic technology? There's just a lot of really like as an important design space. And I could sit here and tell you, we have the best approach. Every entrepreneur will, you know. But I hope that in two years, we look back at our platform and laugh at how naive we were, because that's the pace of change broadly.[00:24:45] Bret: If you talk about like the startup opportunities, I'm not wholly skeptical of tools companies, but I'm fairly skeptical. There's always an exception for every role, but I believe that certainly there's a big market for [00:25:00] frontier models, but largely for companies with huge CapEx budgets. So. Open AI and Microsoft's Anthropic and Amazon Web Services, Google Cloud XAI, which is very well capitalized now, but I think the, the idea that a company can make money sort of pre training a foundation model is probably not true.[00:25:20] Bret: It's hard to, you're competing with just, you know, unreasonably large CapEx budgets. And I just like the cloud infrastructure market, I think will be largely there. I also really believe in the applications of AI. And I define that not as like building agents or things like that. I define it much more as like, you're actually solving a problem for a business.[00:25:40] Bret: So it's what Harvey is doing in legal profession or what cursor is doing for software engineering or what we're doing for customer experience and customer service. The reason I believe in that is I do think that in the age of AI, what's really interesting about software is it can actually complete a task.[00:25:56] Bret: It can actually do a job, which is very different than the value proposition of [00:26:00] software was to ancient history two years ago. And as a consequence, I think the way you build a solution and For a domain is very different than you would have before, which means that it's not obvious, like the incumbent incumbents have like a leg up, you know, necessarily, they certainly have some advantages, but there's just such a different form factor, you know, for providing a solution and it's just really valuable.[00:26:23] Bret: You know, it's. Like just think of how much money cursor is saving software engineering teams or the alternative, how much revenue it can produce tool making is really challenging. If you look at the cloud market, just as a analog, there are a lot of like interesting tools, companies, you know, Confluent, Monetized Kafka, Snowflake, Hortonworks, you know, there's a, there's a bunch of them.[00:26:48] Bret: A lot of them, you know, have that mix of sort of like like confluence or have the open source or open core or whatever you call it. I, I, I'm not an expert in this area. You know, I do think [00:27:00] that developers are fickle. I think that in the tool space, I probably like. Default towards open source being like the area that will win.[00:27:09] Bret: It's hard to build a company around this and then you end up with companies sort of built around open source to that can work. Don't get me wrong, but I just think that it's nowadays the tools are changing so rapidly that I'm like, not totally skeptical of tool makers, but I just think that open source will broadly win, but I think that the CapEx required for building frontier models is such that it will go to a handful of big companies.[00:27:33] Bret: And then I really believe in agents for specific domains which I think will, it's sort of the analog to software as a service in this new era. You know, it's like, if you just think of the cloud. You can lease a server. It's just a low level primitive, or you can buy an app like you know, Shopify or whatever.[00:27:51] Bret: And most people building a storefront would prefer Shopify over hand rolling their e commerce storefront. I think the same thing will be true of AI. So [00:28:00] I've. I tend to like, if I have a, like an entrepreneur asked me for advice, I'm like, you know, move up the stack as far as you can towards a customer need.[00:28:09] Bret: Broadly, but I, but it doesn't reduce my excitement about what is the reactive building agents kind of thing, just because it is, it is the right question to ask, but I think we'll probably play out probably an open source space more than anything else.[00:28:21] swyx: Yeah, and it's not a priority for you. There's a lot in there.[00:28:24] swyx: I'm kind of curious about your idea maze towards, there are many customer needs. You happen to identify customer experience as yours, but it could equally have been coding assistance or whatever. I think for some, I'm just kind of curious at the top down, how do you look at the world in terms of the potential problem space?[00:28:44] swyx: Because there are many people out there who are very smart and pick the wrong problem.[00:28:47] Bret: Yeah, that's a great question.[00:28:48] Future of Software Development[00:28:48] Bret: By the way, I would love to talk about the future of software, too, because despite the fact it didn't pick coding, I have a lot of that, but I can talk to I can answer your question, though, you know I think when a technology is as [00:29:00] cool as large language models.[00:29:02] Bret: You just see a lot of people starting from the technology and searching for a problem to solve. And I think it's why you see a lot of tools companies, because as a software engineer, you start building an app or a demo and you, you encounter some pain points. You're like,[00:29:17] swyx: a lot of[00:29:17] Bret: people are experiencing the same pain point.[00:29:19] Bret: What if I make it? That it's just very incremental. And you know, I always like to use the metaphor, like you can sell coffee beans, roasted coffee beans. You can add some value. You took coffee beans and you roasted them and roasted coffee beans largely, you know, are priced relative to the cost of the beans.[00:29:39] Bret: Or you can sell a latte and a latte. Is rarely priced directly like as a percentage of coffee bean prices. In fact, if you buy a latte at the airport, it's a captive audience. So it's a really expensive latte. And there's just a lot that goes into like. How much does a latte cost? And I bring it up because there's a supply chain from growing [00:30:00] coffee beans to roasting coffee beans to like, you know, you could make one at home or you could be in the airport and buy one and the margins of the company selling lattes in the airport is a lot higher than the, you know, people roasting the coffee beans and it's because you've actually solved a much more acute human problem in the airport.[00:30:19] Bret: And, and it's just worth a lot more to that person in that moment. It's kind of the way I think about technology too. It sounds funny to liken it to coffee beans, but you're selling tools on top of a large language model yet in some ways your market is big, but you're probably going to like be price compressed just because you're sort of a piece of infrastructure and then you have open source and all these other things competing with you naturally.[00:30:43] Bret: If you go and solve a really big business problem for somebody, that's actually like a meaningful business problem that AI facilitates, they will value it according to the value of that business problem. And so I actually feel like people should just stop. You're like, no, that's, that's [00:31:00] unfair. If you're searching for an idea of people, I, I love people trying things, even if, I mean, most of the, a lot of the greatest ideas have been things no one believed in.[00:31:07] Bret: So I like, if you're passionate about something, go do it. Like who am I to say, yeah, a hundred percent. Or Gmail, like Paul as far, I mean I, some of it's Laura at this point, but like Gmail is Paul's own email for a long time. , and then I amusingly and Paul can't correct me, I'm pretty sure he sent her in a link and like the first comment was like, this is really neat.[00:31:26] Bret: It would be great. It was not your email, but my own . I don't know if it's a true story. I'm pretty sure it's, yeah, I've read that before. So scratch your own niche. Fine. Like it depends on what your goal is. If you wanna do like a venture backed company, if its a. Passion project, f*****g passion, do it like don't listen to anybody.[00:31:41] Bret: In fact, but if you're trying to start, you know an enduring company, solve an important business problem. And I, and I do think that in the world of agents, the software industries has shifted where you're not just helping people more. People be more productive, but you're actually accomplishing tasks autonomously.[00:31:58] Bret: And as a consequence, I think the [00:32:00] addressable market has just greatly expanded just because software can actually do things now and actually accomplish tasks and how much is coding autocomplete worth. A fair amount. How much is the eventual, I'm certain we'll have it, the software agent that actually writes the code and delivers it to you, that's worth a lot.[00:32:20] Bret: And so, you know, I would just maybe look up from the large language models and start thinking about the economy and, you know, think from first principles. I don't wanna get too far afield, but just think about which parts of the economy. We'll benefit most from this intelligence and which parts can absorb it most easily.[00:32:38] Bret: And what would an agent in this space look like? Who's the customer of it is the technology feasible. And I would just start with these business problems more. And I think, you know, the best companies tend to have great engineers who happen to have great insight into a market. And it's that last part that I think some people.[00:32:56] Bret: Whether or not they have, it's like people start so much in the technology, they [00:33:00] lose the forest for the trees a little bit.[00:33:02] Alessio: How do you think about the model of still selling some sort of software versus selling more package labor? I feel like when people are selling the package labor, it's almost more stateless, you know, like it's easier to swap out if you're just putting an input and getting an output.[00:33:16] Alessio: If you think about coding, if there's no ID, you're just putting a prompt and getting back an app. It doesn't really matter. Who generates the app, you know, you have less of a buy in versus the platform you're building, I'm sure on the backend customers have to like put on their documentation and they have, you know, different workflows that they can tie in what's kind of like the line to draw there versus like going full where you're managed customer support team as a service outsource versus.[00:33:40] Alessio: This is the Sierra platform that you can build on. What was that decision? I'll sort of[00:33:44] Bret: like decouple the question in some ways, which is when you have something that's an agent, who is the person using it and what do they want to do with it? So let's just take your coding agent for a second. I will talk about Sierra as well.[00:33:59] Bret: Who's the [00:34:00] customer of a, an agent that actually produces software? Is it a software engineering manager? Is it a software engineer? And it's there, you know, intern so to speak. I don't know. I mean, we'll figure this out over the next few years. Like what is that? And is it generating code that you then review?[00:34:16] Bret: Is it generating code with a set of unit tests that pass, what is the actual. For lack of a better word contract, like, how do you know that it did what you wanted it to do? And then I would say like the product and the pricing, the packaging model sort of emerged from that. And I don't think the world's figured out.[00:34:33] Bret: I think it'll be different for every agent. You know, in our customer base, we do what's called outcome based pricing. So essentially every time the AI agent. Solves the problem or saves a customer or whatever it might be. There's a pre negotiated rate for that. We do that. Cause it's, we think that that's sort of the correct way agents, you know, should be packaged.[00:34:53] Bret: I look back at the history of like cloud software and notably the introduction of the browser, which led to [00:35:00] software being delivered in a browser, like Salesforce to. Famously invented sort of software as a service, which is both a technical delivery model through the browser, but also a business model, which is you subscribe to it rather than pay for a perpetual license.[00:35:13] Bret: Those two things are somewhat orthogonal, but not really. If you think about the idea of software running in a browser, that's hosted. Data center that you don't own, you sort of needed to change the business model because you don't, you can't really buy a perpetual license or something otherwise like, how do you afford making changes to it?[00:35:31] Bret: So it only worked when you were buying like a new version every year or whatever. So to some degree, but then the business model shift actually changed business as we know it, because now like. Things like Adobe Photoshop. Now you subscribe to rather than purchase. So it ended up where you had a technical shift and a business model shift that were very logically intertwined that actually the business model shift was turned out to be as significant as the technical as the shift.[00:35:59] Bret: And I think with [00:36:00] agents, because they actually accomplish a job, I do think that it doesn't make sense to me that you'd pay for the privilege of like. Using the software like that coding agent, like if it writes really bad code, like fire it, you know, I don't know what the right metaphor is like you should pay for a job.[00:36:17] Bret: Well done in my opinion. I mean, that's how you pay your software engineers, right? And[00:36:20] swyx: and well, not really. We paid to put them on salary and give them options and they vest over time. That's fair.[00:36:26] Bret: But my point is that you don't pay them for how many characters they write, which is sort of the token based, you know, whatever, like, There's a, that famous Apple story where we're like asking for a report of how many lines of code you wrote.[00:36:40] Bret: And one of the engineers showed up with like a negative number cause he had just like done a big refactoring. There was like a big F you to management who didn't understand how software is written. You know, my sense is like the traditional usage based or seat based thing. It's just going to look really antiquated.[00:36:55] Bret: Cause it's like asking your software engineer, how many lines of code did you write today? Like who cares? Like, cause [00:37:00] absolutely no correlation. So my old view is I don't think it's be different in every category, but I do think that that is the, if an agent is doing a job, you should, I think it properly incentivizes the maker of that agent and the customer of, of your pain for the job well done.[00:37:16] Bret: It's not always perfect to measure. It's hard to measure engineering productivity, but you can, you should do something other than how many keys you typed, you know Talk about perverse incentives for AI, right? Like I can write really long functions to do the same thing, right? So broadly speaking, you know, I do think that we're going to see a change in business models of software towards outcomes.[00:37:36] Bret: And I think you'll see a change in delivery models too. And, and, you know, in our customer base you know, we empower our customers to really have their hands on the steering wheel of what the agent does they, they want and need that. But the role is different. You know, at a lot of our customers, the customer experience operations folks have renamed themselves the AI architects, which I think is really cool.[00:37:55] Bret: And, you know, it's like in the early days of the Internet, there's the role of the webmaster. [00:38:00] And I don't know whether your webmaster is not a fashionable, you know, Term, nor is it a job anymore? I just, I don't know. Will they, our tech stand the test of time? Maybe, maybe not. But I do think that again, I like, you know, because everyone listening right now is a software engineer.[00:38:14] Bret: Like what is the form factor of a coding agent? And actually I'll, I'll take a breath. Cause actually I have a bunch of pins on them. Like I wrote a blog post right before Christmas, just on the future of software development. And one of the things that's interesting is like, if you look at the way I use cursor today, as an example, it's inside of.[00:38:31] Bret: A repackaged visual studio code environment. I sometimes use the sort of agentic parts of it, but it's largely, you know, I've sort of gotten a good routine of making it auto complete code in the way I want through tuning it properly when it actually can write. I do wonder what like the future of development environments will look like.[00:38:55] Bret: And to your point on what is a software product, I think it's going to change a lot in [00:39:00] ways that will surprise us. But I always use, I use the metaphor in my blog post of, have you all driven around in a way, Mo around here? Yeah, everyone has. And there are these Jaguars, the really nice cars, but it's funny because it still has a steering wheel, even though there's no one sitting there and the steering wheels like turning and stuff clearly in the future.[00:39:16] Bret: If once we get to that, be more ubiquitous, like why have the steering wheel and also why have all the seats facing forward? Maybe just for car sickness. I don't know, but you could totally rearrange the car. I mean, so much of the car is oriented around the driver, so. It stands to reason to me that like, well, autonomous agents for software engineering run through visual studio code.[00:39:37] Bret: That seems a little bit silly because having a single source code file open one at a time is kind of a goofy form factor for when like the code isn't being written primarily by you, but it begs the question of what's your relationship with that agent. And I think the same is true in our industry of customer experience, which is like.[00:39:55] Bret: Who are the people managing this agent? What are the tools do they need? And they definitely need [00:40:00] tools, but it's probably pretty different than the tools we had before. It's certainly different than training a contact center team. And as software engineers, I think that I would like to see particularly like on the passion project side or research side.[00:40:14] Bret: More innovation in programming languages. I think that we're bringing the cost of writing code down to zero. So the fact that we're still writing Python with AI cracks me up just cause it's like literally was designed to be ergonomic to write, not safe to run or fast to run. I would love to see more innovation and how we verify program correctness.[00:40:37] Bret: I studied for formal verification in college a little bit and. It's not very fashionable because it's really like tedious and slow and doesn't work very well. If a lot of code is being written by a machine, you know, one of the primary values we can provide is verifying that it actually does what we intend that it does.[00:40:56] Bret: I think there should be lots of interesting things in the software development life cycle, like how [00:41:00] we think of testing and everything else, because. If you think about if we have to manually read every line of code that's coming out as machines, it will just rate limit how much the machines can do. The alternative is totally unsafe.[00:41:13] Bret: So I wouldn't want to put code in production that didn't go through proper code review and inspection. So my whole view is like, I actually think there's like an AI native I don't think the coding agents don't work well enough to do this yet, but once they do, what is sort of an AI native software development life cycle and how do you actually.[00:41:31] Bret: Enable the creators of software to produce the highest quality, most robust, fastest software and know that it's correct. And I think that's an incredible opportunity. I mean, how much C code can we rewrite and rust and make it safe so that there's fewer security vulnerabilities. Can we like have more efficient, safer code than ever before?[00:41:53] Bret: And can you have someone who's like that guy in the matrix, you know, like staring at the little green things, like where could you have an operator [00:42:00] of a code generating machine be like superhuman? I think that's a cool vision. And I think too many people are focused on like. Autocomplete, you know, right now, I'm not, I'm not even, I'm guilty as charged.[00:42:10] Bret: I guess in some ways, but I just like, I'd like to see some bolder ideas. And that's why when you were joking, you know, talking about what's the react of whatever, I think we're clearly in a local maximum, you know, metaphor, like sort of conceptual local maximum, obviously it's moving really fast. I think we're moving out of it.[00:42:26] Alessio: Yeah. At the end of 23, I've read this blog post from syntax to semantics. Like if you think about Python. It's taking C and making it more semantic and LLMs are like the ultimate semantic program, right? You can just talk to them and they can generate any type of syntax from your language. But again, the languages that they have to use were made for us, not for them.[00:42:46] Alessio: But the problem is like, as long as you will ever need a human to intervene, you cannot change the language under it. You know what I mean? So I'm curious at what point of automation we'll need to get, we're going to be okay making changes. To the underlying languages, [00:43:00] like the programming languages versus just saying, Hey, you just got to write Python because I understand Python and I'm more important at the end of the day than the model.[00:43:08] Alessio: But I think that will change, but I don't know if it's like two years or five years. I think it's more nuanced actually.[00:43:13] Bret: So I think there's a, some of the more interesting programming languages bring semantics into syntax. So let me, that's a little reductive, but like Rust as an example, Rust is memory safe.[00:43:25] Bret: Statically, and that was a really interesting conceptual, but it's why it's hard to write rust. It's why most people write python instead of rust. I think rust programs are safer and faster than python, probably slower to compile. But like broadly speaking, like given the option, if you didn't have to care about the labor that went into it.[00:43:45] Bret: You should prefer a program written in Rust over a program written in Python, just because it will run more efficiently. It's almost certainly safer, et cetera, et cetera, depending on how you define safe, but most people don't write Rust because it's kind of a pain in the ass. And [00:44:00] the audience of people who can is smaller, but it's sort of better in most, most ways.[00:44:05] Bret: And again, let's say you're making a web service and you didn't have to care about how hard it was to write. If you just got the output of the web service, the rest one would be cheaper to operate. It's certainly cheaper and probably more correct just because there's so much in the static analysis implied by the rest programming language that it probably will have fewer runtime errors and things like that as well.[00:44:25] Bret: So I just give that as an example, because so rust, at least my understanding that came out of the Mozilla team, because. There's lots of security vulnerabilities in the browser and it needs to be really fast. They said, okay, we want to put more of a burden at the authorship time to have fewer issues at runtime.[00:44:43] Bret: And we need the constraint that it has to be done statically because browsers need to be really fast. My sense is if you just think about like the, the needs of a programming language today, where the role of a software engineer is [00:45:00] to use an AI to generate functionality and audit that it does in fact work as intended, maybe functionally, maybe from like a correctness standpoint, some combination thereof, how would you create a programming system that facilitated that?[00:45:15] Bret: And, you know, I bring up Rust is because I think it's a good example of like, I think given a choice of writing in C or Rust, you should choose Rust today. I think most people would say that, even C aficionados, just because. C is largely less safe for very similar, you know, trade offs, you know, for the, the system and now with AI, it's like, okay, well, that just changes the game on writing these things.[00:45:36] Bret: And so like, I just wonder if a combination of programming languages that are more structurally oriented towards the values that we need from an AI generated program, verifiable correctness and all of that. If it's tedious to produce for a person, that maybe doesn't matter. But one thing, like if I asked you, is this rest program memory safe?[00:45:58] Bret: You wouldn't have to read it, you just have [00:46:00] to compile it. So that's interesting. I mean, that's like an, that's one example of a very modest form of formal verification. So I bring that up because I do think you have AI inspect AI, you can have AI reviewed. Do AI code reviews. It would disappoint me if the best we could get was AI reviewing Python and having scaled a few very large.[00:46:21] Bret: Websites that were written on Python. It's just like, you know, expensive and it's like every, trust me, every team who's written a big web service in Python has experimented with like Pi Pi and all these things just to make it slightly more efficient than it naturally is. You don't really have true multi threading anyway.[00:46:36] Bret: It's just like clearly that you do it just because it's convenient to write. And I just feel like we're, I don't want to say it's insane. I just mean. I do think we're at a local maximum. And I would hope that we create a programming system, a combination of programming languages, formal verification, testing, automated code reviews, where you can use AI to generate software in a high scale way and trust it.[00:46:59] Bret: And you're [00:47:00] not limited by your ability to read it necessarily. I don't know exactly what form that would take, but I feel like that would be a pretty cool world to live in.[00:47:08] Alessio: Yeah. We had Chris Lanner on the podcast. He's doing great work with modular. I mean, I love. LVM. Yeah. Basically merging rust in and Python.[00:47:15] Alessio: That's kind of the idea. Should be, but I'm curious is like, for them a big use case was like making it compatible with Python, same APIs so that Python developers could use it. Yeah. And so I, I wonder at what point, well, yeah.[00:47:26] Bret: At least my understanding is they're targeting the data science Yeah. Machine learning crowd, which is all written in Python, so still feels like a local maximum.[00:47:34] Bret: Yeah.[00:47:34] swyx: Yeah, exactly. I'll force you to make a prediction. You know, Python's roughly 30 years old. In 30 years from now, is Rust going to be bigger than Python?[00:47:42] Bret: I don't know this, but just, I don't even know this is a prediction. I just am sort of like saying stuff I hope is true. I would like to see an AI native programming language and programming system, and I use language because I'm not sure language is even the right thing, but I hope in 30 years, there's an AI native way we make [00:48:00] software that is wholly uncorrelated with the current set of programming languages.[00:48:04] Bret: or not uncorrelated, but I think most programming languages today were designed to be efficiently authored by people and some have different trade offs.[00:48:15] Evolution of Programming Languages[00:48:15] Bret: You know, you have Haskell and others that were designed for abstractions for parallelism and things like that. You have programming languages like Python, which are designed to be very easily written, sort of like Perl and Python lineage, which is why data scientists use it.[00:48:31] Bret: It's it can, it has a. Interactive mode, things like that. And I love, I'm a huge Python fan. So despite all my Python trash talk, a huge Python fan wrote at least two of my three companies were exclusively written in Python and then C came out of the birth of Unix and it wasn't the first, but certainly the most prominent first step after assembly language, right?[00:48:54] Bret: Where you had higher level abstractions rather than and going beyond go to, to like abstractions, [00:49:00] like the for loop and the while loop.[00:49:01] The Future of Software Engineering[00:49:01] Bret: So I just think that if the act of writing code is no longer a meaningful human exercise, maybe it will be, I don't know. I'm just saying it sort of feels like maybe it's one of those parts of history that just will sort of like go away, but there's still the role of this offer engineer, like the person actually building the system.[00:49:20] Bret: Right. And. What does a programming system for that form factor look like?[00:49:25] React and Front-End Development[00:49:25] Bret: And I, I just have a, I hope to be just like I mentioned, I remember I was at Facebook in the very early days when, when, what is now react was being created. And I remember when the, it was like released open source I had left by that time and I was just like, this is so f*****g cool.[00:49:42] Bret: Like, you know, to basically model your app independent of the data flowing through it, just made everything easier. And then now. You know, I can create, like there's a lot of the front end software gym play is like a little chaotic for me, to be honest with you. It is like, it's sort of like [00:50:00] abstraction soup right now for me, but like some of those core ideas felt really ergonomic.[00:50:04] Bret: I just wanna, I'm just looking forward to the day when someone comes up with a programming system that feels both really like an aha moment, but completely foreign to me at the same time. Because they created it with sort of like from first principles recognizing that like. Authoring code in an editor is maybe not like the primary like reason why a programming system exists anymore.[00:50:26] Bret: And I think that's like, that would be a very exciting day for me.[00:50:28] The Role of AI in Programming[00:50:28] swyx: Yeah, I would say like the various versions of this discussion have happened at the end of the day, you still need to precisely communicate what you want. As a manager of people, as someone who has done many, many legal contracts, you know how hard that is.[00:50:42] swyx: And then now we have to talk to machines doing that and AIs interpreting what we mean and reading our minds effectively. I don't know how to get across that barrier of translating human intent to instructions. And yes, it can be more declarative, but I don't know if it'll ever Crossover from being [00:51:00] a programming language to something more than that.[00:51:02] Bret: I agree with you. And I actually do think if you look at like a legal contract, you know, the imprecision of the English language, it's like a flaw in the system. How many[00:51:12] swyx: holes there are.[00:51:13] Bret: And I do think that when you're making a mission critical software system, I don't think it should be English language prompts.[00:51:19] Bret: I think that is silly because you want the precision of a a programming language. My point was less about that and more about if the actual act of authoring it, like if you.[00:51:32] Formal Verification in Software[00:51:32] Bret: I'll think of some embedded systems do use formal verification. I know it's very common in like security protocols now so that you can, because the importance of correctness is so great.[00:51:41] Bret: My intellectual exercise is like, why not do that for all software? I mean, probably that's silly just literally to do what we literally do for. These low level security protocols, but the only reason we don't is because it's hard and tedious and hard and tedious are no longer factors. So, like, if I could, I mean, [00:52:00] just think of, like, the silliest app on your phone right now, the idea that that app should be, like, formally verified for its correctness feels laughable right now because, like, God, why would you spend the time on it?[00:52:10] Bret: But if it's zero costs, like, yeah, I guess so. I mean, it never crashed. That's probably good. You know, why not? I just want to, like, set our bars really high. Like. We should make, software has been amazing. Like there's a Mark Andreessen blog post, software is eating the world. And you know, our whole life is, is mediated digitally.[00:52:26] Bret: And that's just increasing with AI. And now we'll have our personal agents talking to the agents on the CRO platform and it's agents all the way down, you know, our core infrastructure is running on these digital systems. We now have like, and we've had a shortage of software developers for my entire life.[00:52:45] Bret: And as a consequence, you know if you look, remember like health care, got healthcare. gov that fiasco security vulnerabilities leading to state actors getting access to critical infrastructure. I'm like. We now have like created this like amazing system that can [00:53:00] like, we can fix this, you know, and I, I just want to, I'm both excited about the productivity gains in the economy, but I just think as software engineers, we should be bolder.[00:53:08] Bret: Like we should have aspirations to fix these systems so that like in general, as you said, as precise as we want to be in the specification of the system. We can make it work correctly now, and I'm being a little bit hand wavy, and I think we need some systems. I think that's where we should set the bar, especially when so much of our life depends on this critical digital infrastructure.[00:53:28] Bret: So I'm I'm just like super optimistic about it. But actually, let's go to w

The recent Azul State of Java 2025 survey offers a timely window into the use of Java and why it is still so popular. To find out more about the survey and its findings Ronan spoke to Simon Ritter, Deputy. CTO, Azul.Simon talks about what Azul does, the benefits of Java, the Azul State of Java Report, security and more.More about Simon Ritter:Simon Ritter is the Deputy CTO of Azul. Simon joined Sun Microsystems in 1996 and spent time working in both Java development and consultancy. He has been presenting Java technologies to developers since 1999, focusing on the core Java platform as well as client and embedded applications.At Azul, he continues to help people understand Java and Azul's JVM products. Simon is a Java Champion and two-time recipient of the JavaOne Rockstar award. In addition, he represents Azul on the JCP Executive Committee, the OpenJDK Vulnerability Group, and the JSR Expert Group since Java SE 9.

The recent Azul State of Java 2025 survey offers a timely window into the use of Java and why it is still so popular. To find out more about the survey and its findings Ronan spoke to Simon Ritter, deputy. CTO, Azul. Simon talks about what Azul does, the benefits of Java, the Azul State of Java Report, security and more. More about Simon Ritter: Simon Ritter is the Deputy CTO of Azul. Simon joined Sun Microsystems in 1996 and spent time working in both Java development and consultancy. He has been presenting Java technologies to developers since 1999, focusing on the core Java platform as well as client and embedded applications. At Azul, he continues to help people understand Java and Azul's JVM products. Simon is a Java Champion and two-time recipient of the JavaOne Rockstar award. In addition, he represents Azul on the JCP Executive Committee, the OpenJDK Vulnerability Group, and the JSR Expert Group since Java SE 9. See more stories here.

An airhacks.fm conversation with Richard Bair (@RichardBair) about: early programming experiences with Basic and building computers, his first production app at 17 for his father's auto repair shop, starting computer science degree at 16 and completing it at 43, joining Sun Microsystems' Swing team, working on JavaFX from its inception as F3 through its evolution, becoming lead of JavaFX team and chief architect for client Java, moving to Oracle's IoT team, current role as VP of Engineering at Hedera blockchain company, explanation of Hedera's Hashgraph algorithm solving the Byzantine Generals Problem, implementation of Hedera's technology in Java, open-source nature of Hedera's codebase, resources for learning about and developing with Hedera including documentation, Hedera Improvement Proposals - hips, and developer hedera playground, discussion of blockchain technology and its potential impact on open protocols and decentralized networks, comparison of blockchain to distributed databases, explanation of consensus mechanisms in distributed ledgers, tokenization of real-world assets Richard Bair on twitter: @RichardBair

In this episode, we celebrate Free and Open Source Software Month this February by chatting with some of Intel's own open source software and community enthusiasts, Arun Gupta and Shirley Bailes, about open source, its business value, and how to unlock innovation through openness. Arun discusses his book, 'Fostering Open Source Culture,' detailing his journey from past experiences at major tech companies to the process and inspiration behind writing the book. The conversation covers the importance of fostering an open source culture, including the roles of various companies and foundations. Shirley shares her first-time author experience, emphasizing the role of foundations in maintaining a sustainable open source ecosystem. The discussion touches on the benefits of corporate engagement in open source, the challenges of proving ROI, and the critical need for a new generation of contributors. Arun and Shirley highlight real-world case studies and provide practical advice for companies looking to embrace and invest in open source culture.   00:00 Introduction 00:33 Arun Gupta's Journey in Open Source 03:23 Shirley Bailes on First-time Authorship 04:42 The Role of Foundations in Open Source 07:17 Leadership in Open Source Foundations 11:27 The Business Case for Open Source 15:40 The Importance of Community and Collaboration 25:18 Conclusion and Book Information   Guests: Shirley Bailes has been involved in developer communities and building open source programs for over 15 years. She is the Director of Software Ecosystem Strategy in Intel's Office of the CTO, where she leads thought leadership and strategic initiatives to accelerate startup innovation and developer ecosystem growth. She previously led open source programs at AWS and served as Co-President of the Women at Amazon Global Board.  Arun Gupta is Vice President and General Manager of Developer Programs at Intel Corporation. He is an open source strategist, advocate, and practitioner for over two decades. He has taken companies such as Apple, Amazon, and Sun Microsystems through systemic changes to embrace open source principles. He is the elected chair of the CNCF GB and elected Chair of the OpenSSF GB. He has delivered technical talks in 45+ countries and authored multiple books. He is a fitness and kindness enthusiast. 

Jeffrey Allen, a respected energy healer and Mindvalley author, is known for his teachings on personal transformation and spiritual awakening.  His ‘Duality' training with Mindvalley and ‘Spirit Mind' training with his wife Hisami assist people worldwide in transforming their lives and reconnecting with their true essence. Prior to entering the world of spirituality, Jeffrey had a 15 year career as software engineer with US Department of Energy and Sun Microsystems. Since then he has spent over 15 years teaching clairvoyance, healing, and mediumship studies around the world.  Jeffrey has studied with world renowned teachers Michael Tamura, Mary Bell Nyman, Jim Self, John Fulton, and Nassim Haramein of the Resonance Project. We discuss: The Spirit Body Why men don't feel energy like women Types of energy healing Insight on the current energy right now How to recognize your natural gifts Follow Jeffrey Allen on Instagram @iamjeffreyallen Explore Jeffrey's Duality or Unlocking Transcendence classes with Mindvalley https://www.mindvalley.com Learn more about Jeffrey Allen  www.IAMJeffreyAllen.com www.SpiritMind.com Learn more about High Vibration Living with Chef Whitney Aronoff on www.StarseedKitchen.com Get 10% off your order of Chef Whitney's organic spices with code STARSEED on www.starseedkitchen.com Follow Chef Whitney Aronoff on Instagram at @whitneyaronoff and @starseedkitchen Learn more about your ad choices. Visit megaphone.fm/adchoices

This episode begins with a cautionary tale to double check your browser extensions. Popular coupon browser extension Honey's been caught replacing affiliate links with its own tracking codes right before checkout, as well as applying pre-selected discount codes from its business partners that aren't always the best deals.A few weeks ago we reported Deno is petitioning Oracle to release the JavaScript trademark as Oracle's never used it since acquiring it when it bought Sun Microsystems. This week Oracle has informed Deno they won't voluntarily withdraw their trademark on JavaScript, and are lawyering up.And the creator of HashiCorp has built a new terminal emulator called Ghostty that's getting a lot of buzz lately. Ghostty is written in Zig and uses platform native UI and GPU acceleration for an ultra fast terminal experience. It's got all the expected features like split screen, key commands, and support for programs like Neovim, and is worth a shot if you're interested in trying a new terminal competitor.News:Paige - Ghostty terminal emulator and app settings GUIJack - Honey browser extension scandalTJ - Oracle plans to fight Deno's petition for them to release the JavaScript trademarkBonus News:Node's experimental type stripping is now enabled by defaultFire Starters:Broadcast Channel APIWhat Makes Us Happy this Week:Paige - The Lies of Locke Lamora novelJack - Home automation and the Hue lighting APITJ - CES! Featuring things like SwippittThanks as always to our sponsor, the Blue Collar Coder channel on YouTube. You can join us in our Discord channel, explore our website and reach us via email, or Tweet us on X @front_end_fire and BlueSky.Front-end Fire websiteBlue Collar Coder on YouTubeBlue Collar Coder on DiscordReach out via emailTweet at us on X @front_end_fireFollow us on Bluesky @front-end-fire.com

EpisodeTopic                                                                                                      In this episode, we delve into the world of cybersecurity with Anand Naik, founder of Sequretek Tech. Anand shares his extensive experience working with major companies like IBM, Sun Microsystems, and Symantec, and how he transitioned into founding Sequretek in 2013 to provide cutting-edge solutions to protect businesses from evolving cyber threats. His company's focus on using AI and machine learning to combat security risks in real-time is transforming the way cybersecurity is approached. From large enterprises to smaller organizations, the need for robust protection against cyberattacks has never been more critical. Lessons You'll Learn Listeners will gain valuable insights into the cybersecurity landscape, particularly how new technologies like AI, machine learning, and cloud-based solutions are redefining threat detection and mitigation. Anand explains the importance of simplifying security, offering businesses the flexibility to maintain visibility over their operations without overhauling existing systems. You'll also learn about the growing risks from IoT devices and quantum computing, and how companies can stay ahead by adopting advanced security solutions like Sequretek's percept XDR and percept IGA. About Our Guest Anand Naik is the founder and CEO of Sequretek Tech, a company dedicated to providing innovative cybersecurity solutions powered by AI and machine learning. With over two decades of experience working with global giants like IBM, Symantec, and Sun Microsystems, Anand brings a wealth of knowledge in cybersecurity. His company focuses on making security simple, providing businesses with seamless integration of advanced protection while reducing the complexity of managing multiple security systems. Anand's work is helping to shape the future of enterprise security, ensuring organizations stay protected in a rapidly evolving digital landscape. Topics Covered In this episode, Anand shares his journey from corporate giant to startup entrepreneur, offering insights into the technological shifts he witnessed and how they shaped his approach to cybersecurity. He discusses Sequretek's unique approach to providing real-time, AI-driven threat detection and security management. Anand also talks about the importance of flexible, modular systems that integrate with existing infrastructures and the future of cybersecurity, touching on emerging threats such as IoT breaches and quantum computing. Additionally, he explains how Sequretek is helping businesses navigate these challenges with minimal disruption and maximum protection.  

In this episode of TECHtonic, TSIA's Executive Director Thomas Lah sits down with longtime tech leader turned executive coach, Mary Cay Kosten, to explore the challenges and opportunities awaiting professionals in today's AI-driven landscape. From maintaining a positive “energy” mindset to knowing when it's time to pivot your role—or your entire career—Mary Cay draws on her breadth of experiences at Sun Microsystems, EMC, and Dell to guide you toward intentional, strategic decision-making. Tune in for practical tips on managing the rapid pace of change, prioritizing what matters to your leadership, and harnessing AI's potential without losing sight of your own personal growth. If you're ready to chart a resilient career path in the ever-evolving tech world, this is the conversation you won't want to miss!

In the latest episode of Fixing Healthcare, hosts Dr. Robert Pearl and Jeremy Corr welcome back Vinod Khosla, legendary investor and co-founder of Sun Microsystems, to discuss the transformative impact ... The post FHC #153: Vinod Khosla on AI, disruption & the future of medicine appeared first on Fixing Healthcare.

We've curated a special 10-minute version of the podcast for those in a hurry. Here you can listen to the full episode: https://podcasts.apple.com/no/podcast/vinod-khosla-future-trends-and-the-power-of-the-improbable/id1614211565?i=1000674090066Why is the improbable so important? Will robots replace human labor? And how will AI change the science of medicine? In this episode of In Good Company, Nicolai sits down with one of the most successful entrepreneurs and venture capital investors of all time, Vinod Khosla. Co-founder of Sun Microsystems and founder of Khosla Ventures, Vinod shares his thoughts on investing in transformative technologies, the importance of taking bold risks, and the power of focusing on what seems improbable. Tune in to hear Vinod's philosophy on the future of robotics, clean energy artificial intelligence and more.In Good Company is hosted by Nicolai Tangen, CEO of Norges Bank Investment Management. New full episodes every Wednesday, and don't miss our Highlight episodes every Friday.Watch the episode on YouTube: Norges Bank Investment Management - YouTubeWant to learn more about the fund? The fund | Norges Bank Investment Management (nbim.no)Follow Nicolai Tangen on LinkedIn: Nicolai Tangen | LinkedInFollow NBIM on LinkedIn: Norges Bank Investment Management: Administrator for bedriftsside | LinkedInFollow NBIM on Instagram: Explore Norges Bank Investment Management on Instagram Hosted on Acast. See acast.com/privacy for more information.

Why is the improbable so important? Will robots replace human labor? And how will AI change the science of medicine? In this episode of In Good Company, Nicolai sits down with one of the most successful entrepreneurs and venture capital investors of all time, Vinod Khosla. Co-founder of Sun Microsystems and founder of Khosla Ventures, Vinod shares his thoughts on investing in transformative technologies, the importance of taking bold risks, and the power of focusing on what seems improbable. Tune in to hear Vinod's philosophy on the future of robotics, clean energy artificial intelligence and more.In Good Company is hosted by Nicolai Tangen, CEO of Norges Bank Investment Management. New episode out every Wednesday.The production team for this episode includes PLAN-B's Pål Huuse and Niklas Figenschau Johansen. Background research was conducted by Une Solheim.Watch the episode on YouTube: Norges Bank Investment Management - YouTubeWant to learn more about the fund? The fund | Norges Bank Investment Management (nbim.no)Follow Nicolai Tangen on LinkedIn: Nicolai Tangen | LinkedInFollow NBIM on LinkedIn: Norges Bank Investment Management: Administrator for bedriftsside | LinkedInFollow NBIM on Instagram: Explore Norges Bank Investment Management on Instagram Hosted on Acast. See acast.com/privacy for more information.

Our guest this time is Dale Young. Other than ten years in Australia, Dale has spent his entire life in Texas. Mostly he worked in the IT world starting right out of college. Even in college in 1972 he was attracted to computers. He worked in the computer world for more than 30 years. As Dale will describe, he experienced a life-changing event that occurred to him in 1992 that changed the entire direction of his world. However, it was many years before he recognized this life-changing event. Dale will tell us all about this. Dale has an interesting and very positive coaching program he will describe. I think you will see that what he offers is relevant to consider. About the Guest: Dale inspires Christian Entrepreneurs to Step Into Their Calling. He helps them clarify their Calling and turn their business into a purpose-driven mission using proven Biblical principles and the latest research on brain science. Identity answers “Who are you at your deep core level?” Dale uses CliftonStrengths, Spiritual Gifts, and Values assessments along with other reflection tools to help you answer this question. Community answers “Who are you with, who supports you?” Calling answers “Why are you here, in this place at this time?” Dale is certified with several assessments and has multiple coaching qualifications, including WeAlign Executive Coach and the International Coach Federation (ICF) Professional Certified Coach (PCC). Dale volunteers with several Christian non-profits including Follower Of One and the Faith Driven Entrepreneurs. Dale is a native Texan and currently lives west of Fort Worth. Dale is a member of Solid Rock Church. Dale is a two-time #1 bestselling author. Next Level Your Life was released January 24th, 2023 and hit #1 in 31 categories, including international. The Transformational Journey was released October 10th, 2023 and hit #1 in 60 categories including several international. Ways to connect with Dale: Email: Dale@CoachDale.com Website: www.CoachDale.com LinkedIn: https://www.linkedin.com/in/coachdale/ Facebook: https://www.facebook.com/CoachDaleYoung About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Well, howdy, everyone, this is your host, Mike Hinkson, and you are listening to unstoppable mindset. We're really glad that you're here. Thanks for being here, wherever you happen to be today, we get to talk today with Dale Young who as as he would tell you, he inspires Christian entrepreneurs, which I think is great, and he's a coach. He does a number of things relating to all that. And I'm really going to be very interested to hear how he got to doing what he does and exactly what he does. He's also written two books that have been very successful. Both have been published within the last few months, and they're both doing very well, so I think that's kind of cool as well. So Dale, want to welcome you to unstoppable mindset, and thanks very much for being here. Well, thank   Dale Young ** 02:10 you, Michael. I'm honored to be here. Well,   Michael Hingson ** 02:14 why don't we start, as I love to do, by hearing kind of, maybe, about the early Dale, growing up and some of that sort of stuff.   Dale Young ** 02:21 Early Dale, well, let's see. I was born raised in I was born and raised in Amarillo, Texas. So I'm a native Texan. I've lived in Texas all my life, except for 10 years in Australia, which I'm sure we'll get to at some point. But first 18 years was in Amarillo Texas, sort   Michael Hingson ** 02:38 of, sort of, born on Route 66   Dale Young ** 02:42 huh? Yep. Was, was basically had a pretty normal childhood. I was a geek or a nerd before geeks and nerds were popular, so I was in the math and science club and I was in the chess club in high school. So there you go. That gives you a little bit of background for   Michael Hingson ** 03:05 me. Yeah, I, I never did end up in the chess club, but I was in the Math Club and the science club, and I was on the mathletes, which was our math competition thing. And I actually got a letter for being on the mathletes, which was I never expected to get that but during our senior awards assembly, I got a letter. So I thought that was pretty cool. That's pretty cool. So I guess that made me eligible for the Letterman club, except I graduated. So what do you do? Story of my life?   Dale Young ** 03:35 Anyway, High School. The best teacher I had in high school was Mrs. Billy love, and she taught physics, and so I went off to college to be in physics. Aha, yeah. And I know that's very close to your background there,   Michael Hingson ** 03:53 right? My, my master's is in physics, yeah.   Dale Young ** 03:57 So anyway, I got into physics at UT, Austin, and I found that it was a little bit tough. And I was probably, it was probably tough because I was falling in love with computers at the time. Yeah. What year was this? This was 1972   Michael Hingson ** 04:17 okay, yep, yeah.   Dale Young ** 04:18 I i was actually, I was actually going there started out as a physics major, but because I had not had calculus in high school, because I was in one of the more slower high schools in the Amarillo area, they said, Well, you can't take a real physics course because you haven't had calculus, even though I'd had two semesters of physics, and I really knew all the calculus. I just didn't know that I knew all the calculus. And so they put me in this this course that they called physical simulation via computer. And so we worked all these calculus like problems during using the computer programming. And I found that I loved it. And so I went on as kind of doing a lot in physics and a lot in computer science for about a year, year and a half, something like that. And game count came down to a time when I made a B in physics and an A in computer science. And I looked at the employment prospects for things, and I said, Hmm, maybe I should change majors here. So so I went over into computer science and loved it, made, made tremendous progress in that actually had the privilege of actually working as a computer programmer on campus while I was still an undergraduate, and that was a really big deal, because I got to drive my car on campus and all kinds of good stuff like that.   Michael Hingson ** 05:49 What computers were you using back then?   Dale Young ** 05:51 They were basically, I started with Data General, Nova computers, many computers, many computers, right? The computer science profession was, you know, the computer. Most of the computer science people were doing card punches and submitting it to a mainframe with it was a control data computer, CDC computer, yeah. And so it was one of the big, big dogs. And so when I switched to computer science and I took my first computer science class, they actually said, Well, you got you got to do it via punch cards. And I did my first assignment to be a punch cards. And I said, this is not cool. I don't like doing this because I'd already had the stuff with doing the mini computer. So I talked to some buddies and found out I could do the assignment on the minicomputer and submitted to the big computer, get the results back, and then everything, you know, debug it multiple times, and then actually just submit it for once and get the printout. And I was done. And so I didn't actually have to use the computer the punch card decks. And so that was, that was my back door around it, and that was one of the reasons I made straight A's in computer science, is because I could do things about 10 times faster than most of the other computer science people there.   Michael Hingson ** 07:10 Yeah, I remember going to UC Irvine in 1968 and most everything at that time was done on the mainframe, which we had was an IBM 360 and then for the more advanced computer users, they had a PDP 10, the deck PDP 10, which I got to eventually play with a little bit. But for me, the big problem was that there wasn't an interface that was accessible. I kind of figured out a few workarounds to do some stuff on the computer, but it was not really available. A friend who I met because he started this project learning from the computer science people that I wasn't able to access the computer, he did some research, and he figured out a way to develop a computer terminal. And the computer terminal used, let's see, I want to make sure I do it right. It was a PDP 8e mini computer that would take the information from the computer and translate it into code that would drive a printer that was specially modified the shop on campus modified it according to specs to be able to produce some Braille, but it required the computer to translate it. So all of my work, whenever I wanted to use a computer, once we figured that out was I had to go in, activate the PDPA and turn on, of course, the printer, well, it was a terminal, not a printer, and so it would emboss Braille on regular paper, so it wasn't even Braille, so it wasn't anything that I would keep, and it worked, but it was still just kind of a real challenge. So for me, computers, although I love them and did as much as I could and learned as much as I could with them, weren't as usable back in those days. Yeah.   Dale Young ** 09:20 Well anyway, after changing majors, I still graduated in three years and two summer schools, and that was basically because I had to take a foreign language and so I had to concentrate on the summer schools to get the foreign language stuff in. What did you take? And German of all things. Yeah, I thought it was going to be useful in the computer science world, but it really wasn't. So haven't ever really used it or followed up on that. Yeah, yeah. And so anyway, went back to Amarillo and got a job on for the city of Amarillo on an IBM 360 mainframe. Mm hmm, doing IBM assembly language. Did a little bit of COBOL, just enough to know that I didn't like cobalt. Yeah,   Michael Hingson ** 10:08 I hear you probably,   Dale Young ** 10:09 I probably learned probably three dozen computer languages by the time I graduated college. I did better with Fortran, yeah. Well, my first language was basic, and my second one was Pascal, and my third one was Fortran, so   Michael Hingson ** 10:23 yeah, and I learned basic as well. Yeah, they were all good.   Dale Young ** 10:28 But anyway, was in back in Amarillo for about eight months, got an offer to go back to Austin and work for a actually worked for the boss that I had worked for as a programmer on campus, he had started his own startup company, and he had bought one of these data general Nova computers, and was doing business systems on it. And so I went back and worked for him for a couple of years, then moved over to another local firm there in Austin called radian. They did a lot of atmospheric type of scientific stuff using many computers. So I did that. And after that, I got an offer to move to Dallas, to eventually move to Australia, and that was all because of my data general expertise and background. So came to Dallas for about a year and a half, got my security clearance as part of that, and then went down to Australia in January of 1982 was there for three years, came back to the states for two years and then went back to Australia for seven years after that. So, yeah.   Michael Hingson ** 11:47 So what did you do in Australia? What was the reason for going down there?   Dale Young ** 11:51 So the company I was working for was e systems. It's a defense contractor right now, part of Raytheon, right? And so it was all government work at that point.   Michael Hingson ** 12:02 Yeah, wow. So, so was it just you? Did you have a family by then?   Dale Young ** 12:09 I actually got married in 1983 halfway through that first three years. But I got married to a lady from Dallas. So you know, it was another person that I'd known before, so got married there, and, yeah, we actually never had any kids, so it was just the two of us for quite a while that eventually ended up in divorce in 2016 I'm a parent a little bit later. Yeah, yeah. So anyway, but yeah, had a great time in Australia, both the the first time and the second time. Actually made the Northern Territory volleyball team during the first tour, and that was great. And, you know, made a lot of friends in Australia, had a lot of travel around Australia, did quite a few things in terms of work. But during that time, the thing I was most proud of was I took a I took a system. They actually sent me down there in January 82 to support a system that had not been developed by you systems. It was developed by another government contractor. And they sent a, you know, they installed it in January 82 got it mostly signed off in, think, March of 82 and then they were, they had somebody stay over for another month or so, but after that, it was me. I was the sole support for that new system, and I was also the trainer for that new system. I was teaching all the old people that had not known this system at all. I was teaching them how to use it and support it and such like that and so. So it was lot of responsibility, but one of the big things I did was one program in particular that just was not working at all, and when you printed it out, because this is the day in the days of the green bar computer print out 132 column readouts and such like that. That thing was probably about six inches thick when you printed it out that program, yeah, and I worked through it, and I looked at it, and I it was basically a mess. I ended up just basically throwing away and rewriting it. And it ended up about an inch and a half and print out when it was done. And about half of that was the comments that had been all the changes that were recorded at the front of the program. So I really simplified that program a lot, and it all worked. And it. Work the way the users wanted it to work. So it was, it was a really significant win, and I don't think they ever had any more problems with that problem with that program. So that was one of the things I was most proud of about my Australia, Australia time was being able to make a significant contribution and to change like that. So   Michael Hingson ** 15:19 kind of probably the thing that you remember the most, are you the most proud of when you were in the IT world?   Dale Young ** 15:25 No, not in the whole IT world, but that was definitely in the Australia time. So yeah. So after Australia came back and got a different job as CEO CI CIO of a little company. It had like a four people to IT team. So CIO was just a title, and in title, not in fact, type of thing. Worked there for a couple of years, and then got into computer consulting for a couple of years, then worked for another company for a year, and then started with, with the people I've been with, we actually started a startup company in 2000 in the technology industry. And you say, dot bomb type of thing. That was not a really good time, but our company actually did really well. It was a combination of selling computer hardware. We were a sun microsystem dealer, so we sold computer hardware, and by that time, I was a database expert. So I was installing Oracle databases on the Sun Microsystems and installing the sun OS as well spark stations and so on. Yeah, so operating systems and databases, and I was VP of that startup company. And we went from, I don't know, just a few $1,000 of startup funds to, I don't know, I think it was several million dollars of actual revenue. And we hit number 10 on the entrepreneur, fastest growing companies in the US for the year 2000 so that was applied Solutions Incorporated. And then in 2002 we opened a Houston office, and we hit number 23 on that entrepreneur fastest 100 list. And so then in 2003 we had some internal struggles, some leadership struggles, and some other things. And in 2004 we actually ended up having to shut the company down. So yeah, so it was a real roller coaster ride from 2000 to 2004   Michael Hingson ** 17:34 I remember working with sun spark stations. I worked for a company that actually developed a pizza box that looked just like a spark station, except it had hot plug removable disk drives in it. Oh, wow. Okay, and and so for Wall Street, for example, they could either have our system stacked right on top of or right below the spark station so it didn't take up any more room on a desk, but people could pull out disks and put in different disks, so everybody had their own assigned disk, for example. And we also did that with other organizations, some government contractors or some government agencies that we can't really talk about, but they used it too, which, again, was the advantage was it was essentially a zero footprint, except for going up two or three inches. Yeah, which was cool. Yeah,   Dale Young ** 18:29 that was pretty cool. So then 2004 we shut that company down. I went to, went to Stonebridge technologies, and started building, started doing kind of the same things, hardware, databases, operating systems. And one thing I didn't mention, the guy that actually hired me in 1996 he was kind of my friend and mentor. His name's Gary Todd. He was president of applied solutions. I was vice president. And then when we switched over to Stonebridge, he was, he was a vice president and a division lead, division president, and I was working for him, we built up that division, and then 2006 sold a managed services, a database managed services contract, to a client in Houston. This was, you know, we were based in the DFW area, Dallas, Fort Worth area, and sold it to this client in Houston. So I was on the I was down in Houston four days a week for quite a while on, you know, getting that thing spun up and supported in the team built and all that sort of stuff. That contract went annual in 2007 right? Yeah, 2007 went annual for over a million dollars a year. And considering Stonebridge. Was a $12 million annual revenue company in 2006 we got quite a bit of attention in our division because of that so but ended up that after finally left stone bridge in 2021 and we still had a managed database managed services contract with that client in Houston. And, you know, for a managed services contract to last more than five years is a pretty big deal, and this one lasted at least 14 so I was, I was proud of the team that I built, that we built through that time. Wow, that's the thing I would say was the most impressive about my whole IT career,   Michael Hingson ** 20:45 yeah, you you had it, and it lasted for quite a while, which is really pretty cool. What caused you to leave?   Dale Young ** 20:51 Well, so really 2004 because of the changes with applied solutions and some other stuff. I went through some experiential based training, which really opened me up to the whole personal development side. I'd already been kind of in that mode, okay? I've been learning a lot more about teamwork and following John Maxwell and such like that. This, this training I went through in 2004 really opened me up to being more on the personal side, personal connections, all of that. And then in 2007 I started, well, 2006 2007 I started volunteering for that organization and really learning more about the emotional side of human beings and how to really build relationships and things like that. 2007 I end of 2007 I actually take a course with a guy from that organization about life coaching. I'd never heard of life coaching before that never knew that it was such a thing and but I kind of fell in love with it, and I started doing some research on it. Found out that I what I could find at the time in 2007 on the internet was not, I couldn't find anything that really brought in a spiritual aspect. And we'll go back and talk about the spiritual journey in just a second, probably, but the whole spiritual aspect was not there that I could find. And so I said, Well, this is not for me, and I put it on the shelf. I did get certified in a personality assessment called core map, which was similar to disc and in some ways similar to Myers Briggs, and I'd always had lots of disc tests assigned to me, you know, and I'd always came out one particular way, and I was always interested in, well, why does this work so well for me, you know? I know for some people, it doesn't work so well. So what's the difference? And so I got certified in this core map assessment and started doing some of those things on the side. And then in 2009 I'm walking through Half Price Books, and this book falls off the shelf and locks me on the head, figuratively, anyway. And the book is actually titled Christian coaching, and it's like, okay, this is what I've been looking for. And this Christian coaching book led me to follow a guy named Christopher McCluskey, and he invited me to take a coaching course in January, 2011 and I took that course, and I just fell in love with coaching, so I'm working full time in it until 2016 but I'm doing coaching from 2011 to 2016 in a part time mode. And then in 2016 I've been asking Stonebridge to go to part time, if that could work out. They came to me with about two weeks notice and said, We think you ought to start the first of April, going to part time. And I said, Okay, let's do it. And so from 2016 to 2021 I'm doing part time with Stonebridge and building my coaching practice full time. And so that's really how I got out of the whole IT side of things.   Michael Hingson ** 24:16 So by 2021 How did the pandemic affect all of that for you?   Dale Young ** 24:21 Since most of what I was doing on the IT side was already remote, I really didn't have any changes or problems on the IT side at that point anyway, and on the coaching side, I'd always been doing a lot of coaching remotely anyway, because that saved me on travel time and everything else. I had a paid Zoom account since 2015 so I've been on zoom from the fairly early days of zoom. And so a lot of the stuff that I did when the pandemic came out actually just reemphasized some of the stuff that I was doing in the coaching. And why I was being drawn to what I'm drawn to now, which I'll say is just the calling. I feel like calling is bigger than career or passion or mission or even purpose. Calling is just a spiritual pull that draws you forward. So I was I was in the beginning stages of pull up, putting some of that ideas and some of that framework together, working on some of the stuff that I work on now around identity and community, was always a big piece of what I was doing. But the calling piece really, really gelled and really came together, really in 2021, 2022, for me. And so that piece has been that's fairly recent piece for me.   Michael Hingson ** 25:50 Well, you talk about the fact that there is a life changing event that you experienced, but you didn't recognize it for a long time.   Dale Young ** 25:59 Yeah, that was back in 1992 and that was actually before I was Christian. So I was actually raised in a non Christian household. We didn't go to church or anything. I had prayed the prayer back in 79 but I really had no life change. Really had nothing to to inform me or anything like that. But in 1992 kind of towards the end of my time in Australia, and we're we're making some crazy money. I mean, it's like 54% on base salary and lots of benefits and lots of travel and all this sort of stuff. And the government says that they're going to start taxing some of the benefits. And there's a bunch of us that are around this table at lunchtime, and we're all complaining about this tax, you know, now, the taxes, you know, like two or 3% on the bonuses that we're actually getting here, you know. So it's a fairly minor amount, but none of us are acknowledging that fact, and out of my mouth as we're as we're complaining as I'm in there complaining, out of my mouth comes this phrase, and the phrase is, well, maybe we really shouldn't complain, after all, this is just a job, not a career. And it was in that moment that my heart finally got through to my head that I was made for something bigger and something more. And was at that point that it was like, Okay, I need to, I need to pay attention to this. It was almost like a coaching moment, but it was self coaching. You know, I recognized this phrase as something that was important for me to know and pay attention to. And so I took that phrase, and within year and a half or two years, I'm back in the States. I'm not making crazy money. I've switched to careers and all that sort of stuff. And you've heard about the career side of things, so at that point, so we're back in the States. You know my wife that we never had kids together. We're having a few struggles. And in 1997 we start going to church. Because I'd prayed this prayer back in 79 but had never been to church. So, you know, just was getting back into or getting into the total church community, learning a little bit about the Bible and the church and such like that. And in 1998 I'm at a funeral, and there was a church member who signed at OD, and I'm at the funeral, and it was something about the funeral and the way the gospel was presented at that point that made me really set up and take notice. And it was like, Okay, I need to really turn my life over to Christ at this point. And so I did, and I started getting discipled, getting mentored. I still think back on the days when I was being mentored once a week by Greg Boyd. He was a great guy. And, you know, he just poured, poured into me. And that was part of what led me towards the whole personal development and the whole growth and all the other stuff that was going on at that point, you know, in the 2000s and 2004 and 2007 so, you know, it was the but that phrase back in 1992 you know, this is just a job. Yeah, it was like, okay, that's, that's a key thing. I'm listening to my heart for the first time in my life, maybe. And that was something that was really a significant turning point that I didn't even think of as a turning point until, I don't know, probably, probably 2025, years later. So you know, but it led me on that journey that led me now, eventually, to the calling.   Michael Hingson ** 29:54 So now, though you coach full time, do you coach full time? Do you. Coach people from all over. Or, how does that work?   Dale Young ** 30:02 I have coached people in Germany, yeah, via zoom, so, yeah, I coach people all over. You know, a lot of what I do is relational. A lot of what I do is based on identity. And I use the, I use several assessments, but I use the Clifton Strengths, or what's known as the old strength finder assessment, to help people really understand how God created them and how God wired them, because that assessment's got 34 talents for somebody to have the same top five talents in the same order as somebody else in the world. Chances are one in 33 million. So it's pretty unique, you know, I think of the I think in the top 10, it's one in 421 trillion, or something like that. You know, there's only 8 billion people on the planet, right? So, you know, you're going to be unique in in the way that you're that God has wired you and put these talents together in you, and so with that process, you know, helping people, walking people through that system, and helping them understand, this is how God puts you together. This is God, how God wired you. He gave you these talents. He gave you spiritual gifts, if you're a Christian, and those are unique as well. How they show up in your life is unique. And so I, you know, I really think that your your identity, is your superpower, and that's what it that's what you really have to focus on, is being the best you you can be. And that's one, that's one, a third of the system that I put together. That's the identity piece.   Michael Hingson ** 31:46 Well, tell me more about sort of the whole system and and what you coach, and how you coach, and then clearly, you bring a a Christian element into it. How is that received? Well,   Dale Young ** 31:58 it's received pretty well by Christians, and not so well by the general public sometimes. But you know, that's okay, God is God has called me to coach these people, and so that's what I'm focusing on doing.   Michael Hingson ** 32:14 You can only do what you can do. Yeah, that's right,   Dale Young ** 32:17 the second third. The first third is the identity piece, which I've talked about. The second third is the community piece. The fact is, we were all built to be in community, just like God is a trendy and is exist in community. You know, eternally, we're, we're designed to be in community. You know, you've probably heard the the statistics about kids that are raised, you know, babies and infants that are raised in a environment where they're given all the food and their diapers are changed and all that sort of stuff, but they're not given any physical touch, or they're not given any talking to or any love or anything like that, they end up warped, right? They end up as not developed well. And that's just, is an expression of how important community is to to us. And so bringing in a community of people, like minded community, like minded people that are all moving in the same direction. That's what I love to build, and that's what I am in the process of building now is, is a community of people like that. And then the third component is what I call the calling piece. And the calling piece, I've got a framework which is basically four four circles. You can think of as a Venn diagram of four circles calling is the intersection of all four of them, and that Venn diagram, the first one is, what provides income. Okay, so what provides income? You know, what puts the paycheck in the back, what provides for your physical needs, those types of things that is important, but that's also the piece that is often most disconnected from the other three for a lot of people.   Michael Hingson ** 34:11 Why is that?   Dale Young ** 34:13 I think people get into jobs and they're too scared to change the job, even though they know it's not right for them, they they have a sense of safety or security in that job, or it's what they were told that they should be doing all along. Are, you know, several other reasons, but you know, it basically gets down lots of times to they haven't looked at trying to bring that more into their calling. Now, the second key is what I call abilities that others affirm. I use the cliftonstrengths Because a lot of times you'll see that over, over the lifetime you've been affirmed for certain things. But. You maybe dismiss them, or you maybe discounted them. One of the things that it revealed to me, for example, was connectedness. I am a very connected person. I like to make new people, meet new people. I like to go deep with new people. I like to see how people are connected. You know, like Michael, I think I've already introduced a couple of people to you for your podcast, because it's such a great fit. So that's the connectedness showing up. For the longest time I did not recognize that, even though people told me I was doing okay, but seeing it in black and white and being coached through it, it was something that it was like, oh, okay, I guess I really have done this, and people have told me that. So that abilities that others affirm, it also keeps you the people, you know, it's, it's the American Idol syndrome. You know, where people who can't sing on American Idol, and they find out they can't sing type of thing, right? You know, if people tell you that you can do something, it's much more likely you actually are pretty good at it. Yeah, yeah. And then the third key is, what makes your heart cry? This would be something that oftentimes has happened because of something in your past, and I'll use you as an example here, Michael, what makes your heart cry? And I see, I see this in your life is dealing with disabilities. I mean, you're doing a podcast here about disabilities and inclusion, and, you know, unexpectedness, all that sort of stuff, that that is something that's very near and dear to your heart, because it's affected you directly. Okay, what makes my heart cry is entrepreneurs that have failing businesses. I want to help those entrepreneurs succeed in their business, because that that first time with applied solutions, when we had to go out of business after having, you know, three, four successful years. That was a heartbreak for me. Yeah, you know now another piece that makes my heart cry, but not as much, is my divorce, which we never got to but we'll talk about that later. That's another, another piece that makes my heart cry.   Michael Hingson ** 37:20 You're You're welcome to talk about that well.   Dale Young ** 37:23 So after we went to church in 1997 and I got baptized in 98 and then we went through this experiential learning in 2004 I thought we had the best years of our marriage. I really did, but somewhere out of nowhere, in 2011 or 2012 my wife starts asking for a divorce, and it's like, I don't I still don't know exactly where she was coming from, other than she was. I don't even know if I can speculate, but I think she was afraid of me living leaving the IT career, because she saw how happy I was in the coaching side. I think that's my speculation. I don't know if that's true or not, but anyway, we tried to, I tried very hard to save the marriage, and, you know, we went through little bit counseling, and we went through some stuff, but there was several times where she said, Nope, this is done. I'm moving moving away. And she moved off to Tennessee, where her family had grown up. And then, you know, a few months later, should move back, and then a few months later, should move back to Tennessee. Anyway. This went on for several times, and finally, knew that it was over on September 11 of 2015 we had gone to see would. Should been back in town with gone on a date, and we went to see the movie War Room, which is all about, you know, praying your way back to a healthy marriage is really the way I described that, that that movie in a nutshell. And I was thinking there, wow, this is exactly what we need. We need to pray our way back to a healthy marriage. And just after that movie, she said she's leaving for Tennessee the next day, and really broke my heart. And so six months later, the divorce was final. Divorce was final on March 7, and my boss comes to me, my boss at Stonebridge comes to me a week or two later and says, We think April 1 is a good time for you to go to part time in your IT career. And I'm going, well financially, it's not a really good time. But, you know, I'm not going to turn down this chance, you know, because I felt like God was opening the door, and so I went ahead and stepped through it, and I don't regret it, but I did have some hard financial. Years after that. So, yeah, yeah,   Michael Hingson ** 40:03 things happen. And yeah, it's it's interesting, not knowing your wife at all, and you know, just listening to your story. The thing that strikes me in general about a lot of the things that that you've said, not specifically about you or anyone in particular, is we so choose not to or are afraid to take time every day to analyze ourselves, look at what went well, what didn't go well, and how we can deal with what didn't go well, or even what did go well, and how can we do it better. I'm a firm believer in the whole concept of introspection, and it's something that we should do. And again, this isn't a comment about you, but it's just something that crossed my mind to say that so many people don't, and we never really get deep into what's going on in our lives. And clearly, you did, you have, you have, you've taken some major steps, and you've thought about it a lot over the years, and it was a major step to go out in faith, to change careers, but I gathered that you would say you're really Happy and doing well now,   Dale Young ** 41:20 yep, I am and, you know, as of, as of June 2021, I am married to my new bride, and we are extremely happy, and I've inherited four kids and the three, sorry, three kids and four grandkids through that new marriage. And so that's that's been wonderful to, you know, be able to have some other people to pour into now. So,   Michael Hingson ** 41:46 so do you subscribe to the theory that the purpose of being a grandfather is to spoil grandkids?   Dale Young ** 41:52 I believe that with all my heart, yes, I do good thing.   Michael Hingson ** 41:59 If somebody ever told me, No, I think I'd not really understand why, but yeah, we we never had kids, just lot of things from a physical standpoint for her, she was concerned about it being in a wheelchair her whole life. She just felt it wouldn't be good for her body. But what we also did was we spoiled nieces and nephews and great nieces and great nephews and so on. So we we live vicariously that way. But you know the advantages, of course, just like with being a grandparent, at the end of the day, you can throw them out and send them home.   Dale Young ** 42:36 That's right, hype them up on sugar and send them home for somebody else to deal with them, right?   Michael Hingson ** 42:40 That's right. So it works, works really well, yeah.   Dale Young ** 42:46 So anyway, so, yeah, it's, you know, it's been a wild ride. I will say that I felt like in 2004 when I went through that experiential based training. Before that, I would have said that I was probably a an emotional infant and an emotional, a relational infant. I really didn't understand relationships or emotions the way I do now. Now I don't think it was quite true. I think I actually started learning even going back to 92 I think that was part of what I was part of. What led to that statement of, this is just a job, not a career. I think I was glimmering and and growing a little bit. But that time in 2004 2005 and the volunteering I did after that, it really just supercharged it, and that, that's one of the reasons why I say, I say the community is one of the big three components of my coaching now, is that you gotta bring in the relational aspect.   Michael Hingson ** 43:57 But it's pretty insightful that you, you said, and, and I can understand why it took a while to really understand the full significance of it, but it's just a job, not a career, that is a pretty profound statement, and I think all too often, so many of us are just doing a job and we don't find maybe what our career really ought to be, or what our career really is, or maybe we view it as a job, and it really is our career. Again, it gets back to really taking the time to think about it and analyze it, and it's something that we all ought to do a lot more of but it is, I think, really important to have that thing that you really love to do. And I agree with the people who say that it's not a job when you're just having fun and you just really enjoy doing it, and the time passes by so quickly. Yeah.   Dale Young ** 45:00 Yeah, exactly, exactly. And that really gets to the fourth key of my four key system for the calling, which is the desires of your heart. I think it's Psalm 37 if I remember right, that says something about you know, God will follow the Lord, and he'll give you the desires of your heart. That's a paraphrase. But you know, in my way of thinking, God wired you and created you, not only with your talents and your spiritual gifts and things like that, your hair color, your eye color, you know, all these types of things, but he also put in the desires of your heart, and those are the things that are wired in you, deep within you. Proverbs, 20, verse five says a the passions and a person's heart are like deep water, but the but a person of understanding will draw them out. And that's actually a pretty nice coaching verse. You know, I think coaches can come alongside of you and help you recognize when you say those statements, like, it's just a job, not a career. They can help you when you are just rattling on and you say, Oh yeah, I love to do this. And you go, Wait a minute. Why? What did you just say? Oh, yeah, I love to do this. What does that say about your desires of your heart? You know? What does it say about your passion and about your mission? You know, those types of things. So that's, that's the kind of the calling framework. It's got those four keys and custom intersections and things like that. But you put those four keys together that provides the basis for my coaching program through the calling piece, which is the third piece of my whole coaching system.   Michael Hingson ** 46:52 Well, and I asked you before, if you you know how people receive your coaching, it seems to me, although you know you, I'm sure you bring God into it and Jesus into it, and so on, but you're teaching basic concepts that should be acceptable to anyone. But of course, as soon as you talk about God or Jesus, they're going to be people who just tune it out. Oh, that's Christian. I don't believe in that. The concepts, though, are still the same.   Dale Young ** 47:24 Well, the concepts of the Bible are still the same. You know, almost everybody steals something from the Bible, whether they realize it or not. So, so from that point of view, yeah, I totally agree. I just want people, and I'm open to working with non Christians. Don't get me wrong. Yeah, they, they have to. They have to be able to be respectful to me the way that I'm respectful to them. And they have to know that I am a Christian. And if you put me, I'm probably Christian, you know. And so I'm going to use Bible verses, because I do. I do believe in it. I don't always have to put the reference on them, you know, I don't have to be in your face with about it. But it is something that, if I'm speaking to Christians, they get it a little bit more if I do,   Michael Hingson ** 48:15 if they, if they know the Bible, right? Yeah. Well,   Dale Young ** 48:19 these are, these are these are principles. These are things that are common to everybody, because they're common to humans, sure,   Michael Hingson ** 48:29 and in reality, of course, a lot of the well, most all of the principles are common, even among all religions, if we would, but recognize that. But we get bound up in too many things and get into too many arguments that that really don't make any sense at all, but nevertheless, we do it.   Dale Young ** 48:53 Yeah, that's that's part of what makes us human as well.   Michael Hingson ** 48:57 Yeah, so I've heard. So what are you most passionate about today?   Dale Young ** 49:04 What I'm most passionate about today is helping people understand this framework, whether they coach with me or not, and getting them out of their comfort zone. It's because it's not really a comfort zone. It's an uncomfortable zone that they're used to and living inside a zone where they're not improving, where they're not growing, that where they're not developing, that just is a waste of talent. It's a waste of life. You know, it's basically you're just dead, but not in the grave yet. And so I really want people to get energized. I want them to live their life, and I want them to do what they're designed, to do, what they were put on this planet, to do whatever that might be. And I just like to help them. I like to come alongside and help people. Figure out what that is. That's where I get the most joy. That's where I feel like God smiles at me. Is if I've done that in a day, he I can go to sleep at night saying, oh, god smiling at me because I did my job today.   Michael Hingson ** 50:15 Well, I have, in in the past, done some some significant studying about coaching and so on. And one of the things that I've always remembered that I read was that the whole idea of a coach is not to have the answers, but to help guide you to figure out what the answers are. And I think that's so important, and makes it so powerful, because when you help people discover what their calling is, what they're meant to do, and what makes them passionate. There's nothing better than that.   Dale Young ** 50:49 That's right, that's right. I mean, it's if I'm doing on Zoom, I can see the light bulb go off in their head, you know, because their whole countenance changes. It's just so amazing. And that's part of what I like about the strength finder, the strength finder assessment, and the way that I coach through that. It just really does they start making these connections that they've never made before, and they start realizing, okay, this is actually who I am. And I'll give an example, one of the ladies I coached through the strength finder back in 2019 she had self published 16 books at the time that I met her, she was owner, publisher of a neighborhood magazine, but she was burned out. She was just overworked. She just felt like this wasn't what God wanted her to do, and so I took her through this process, and she basically shut that company down. She started a new company doing virtual administration, and she was fully booked in 30 days with no advertising or anything else, and she was looking for people to help her do the work. And now, five years later, she is got a company that's got, I don't know, 1718, 20 people part time working for her, helping her do all the work. 35 clients, 40 clients nationwide. And she's going, she's, she's at the point where she's trying to get herself out of the day to day work in that business, and it's just been so successful for her because she is doing what she was designed to do and what she was meant to do. And the way she says is, when you stop swimming upstream, that's when the magic happens.   Michael Hingson ** 52:41 How did you help her figure out what the solution was or what she was supposed to do? Well, it was actually   Dale Young ** 52:48 sitting there in her talents, you know, communication, even though she'd self published 16 books, communication was November 14 for her, it wasn't one of her natural talents. She knew how to do it, but it was actually also draining for her. Okay? And so turned out that of those 16 books, I think 12 or 13 of them, were journals. So she wasn't actually creating writing a bunch of stuff. She was creating space for other people to write. So it was kind of an interesting thing that she saw once she had been through this process, okay, but you know, her, her talents are actually, we've got four of the same top five, not in the same order, but, you know, we're very similar in some of those. And so, you know, her idea, her, her superpower is being able to get a group of people to work on a particular issue or problem or set of problems for other people. And she does it so well. She's a she's a community builder, and she does it really well.   Michael Hingson ** 53:55 That's cool, yeah. Well, we talked a little bit about them. I'd love to hear a little bit more about your two books. My two books. So   Dale Young ** 54:03 my books are, let's see, I don't even have one hair candy for me. I was gonna hold it up, leave the pictures through the camera. So two books are, first one was published in January of 2023, and it's called next level your life. And it's a compilation book with about 40 authors in it. It's got Tom Ziegler in it, Simon Bailey, Ross, Robert Helms, I think he's got something like three quarters of a billion dollars in real estate, and it's put together by Kyle Wilson. Kyle Wilson was the marketing person behind Jim Rohn. You know Jim Rohn was the big speaker, right? Kyle Wilson took him from like $400 for a one hour speaking engagement up to $10,000 a day. A type of thing. And, you know, booked out his calendar with 300 events a year, or something like that. So, so next level your life. And I wrote a chapter in there, and it talks about the worst decade of my life, which was from 2012 2011 2012 when started asking for a divorce. Through that bottom were in the three or four weeks I divorce was final, and then I went to part time in the IT career and all that sort of stuff. The second book is called The transformational journey. It came out in October 2023 and it's got Dennis Whateley, Brian Tracy, Chris Gronkowski, from football fame and Latino from music frame, lot of good people in there, similar type thing, but 40 different authors in that one. So next level your life. Hit Amazon. Bestseller in 31 categories, and transformational journey at Amazon bestseller in 60 categories, and they're available on Amazon about 13 bucks a piece on on Amazon. So yeah,   Michael Hingson ** 56:17 what's your your next book project? Well, my   Dale Young ** 56:21 next book project is another compilation book that's going to be coming out probably later this year, maybe 24 and it's actually going to have more like 80 people in it, and something like 20 celebrity authors, again, put together by Kyle Wilson, and it's called Lessons from thought leaders.   Michael Hingson ** 56:47 Okay, cool. Well, we'll have to keep an eye out for that. I think that it'll be interesting to see how all that goes.   Dale Young ** 56:58 Yeah, it's been interesting being a two time number one, best selling author here, and you know, I'm looking for speaking engagements and podcasts like this, and just trying to get my message out, because I feel like this is giving me a platform to talk about the the calling, and helping people to just find their calling, step into their calling, and then follow their calling. Well,   Michael Hingson ** 57:23 if people want to reach out to you and explore the coaching process, explore learning about the calling and working with you, how do they do that?   Dale Young ** 57:35 I'm on all the social media. LinkedIn is Coach Dale Facebook is Coach Dale young. You can send me emails to dale@coachdale.com you can hit my website@coachdale.com and there's you can find all my information in those stories and those two books as well. So yeah, and I'm sure we'll get all of that into the links as well. Yes,   Michael Hingson ** 58:04 it'll all be there. You provided us with a lot of that, so that's cool. Well, I want to thank you for being here and giving us your insights and offering a lot of things for all of us to think about. I hope people will reach out to you. I think it's important that people really analyze themselves and and if they're not successful at it themselves, then they've got people like you who can help with that. But I think it's important that people really analyze themselves and and take the time to understand what they really want to do and what they're passionate about. We all have a whole lot more fun when we deal with our passions and follow through on them. Of course, it's I'm it's probably a little nebulous to say they got to be realistic. But what is realistic that the bottom line is that we really need to decide what we're to do, what we're meant to do, and do it and and you help with that. So that's great. So I want to thank you. I want to thank you for being here, but I also want to thank all of you for listening. We really appreciate it. Hope that you'll reach out to coach Dale. And Dale is D, A, L, E, so please reach out, and he's there and ready to help. I want to thank you for being here, and I really hope that you will give us a five star rating wherever you're listening to unstoppable mindset or watching it. Also, if you'd like to reach out to me, love to hear from you. You can reach me at Michael H, i@accessibe.com that's m, I, C, H, A, E, L, H, I at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page, which is w, w, w, dot Michael hingson.com/podcast, and Michael Hinkson is spelled M, I, C, H, A, E, L, H, I N, G, s, O, N, again.com/podcast, and as Dale said, I also am a speaker. I've been speaking ever since September. 11th, 2001 so if you need a speaker, or know anyone who does love to hear from you, you can also reach out to me at speaker at michaelhingson com. But however you do it, I hope that you'll reach out, and I hope that you'll reach out to Dale as well and work with him and use some of those insights. So again, Dale, I want to just thank you for being here and giving us all your time and your thoughts today.   Dale Young ** 1:00:28 Well, thank you, Michael. I've certainly enjoyed it, and I'm honored to be   Michael Hingson ** 1:00:37 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

In this episode of Tech Sales Insights, Randy Seidl is joined by Scott McNealy, former CEO of Sun Microsystems, unfolds his vast career insights and personal anecdotes. The discussion, primarily focusing on sales tips, touches on various topics such as McNealy's parenting philosophy, experiences as a sales leader, and humorous personal stories from his life. The script highlights McNealy's sales strategies, the importance of leadership involvement in sales, and maintaining ethics in business. Also included are McNealy's ventures post-Sun, his involvement with his sons' careers, and the personal values that have guided his life and work.KEY TAKEAWAYSSales Tips: Emphasis on the importance of building strong relationships and being present.Leadership: McNealy's focus on ethical leadership and employee fulfillment.Parenting Wisdom: McNealy discusses his strict but loving approach to parenting.Company Culture: Sun Microsystems' culture fostered numerous future leaders.Innovation and Persistence: Notable stories of overcoming business challenges with creativity and resilience.Personal Growth: Transition from being shy to becoming an effective public speaker and leader.QUOTES- 'Sales is a contact sport. You've got to be there. You can't zoom your way to B2B success.' — Scott McNealy- 'No deals ever lost. It's only postponed.' — Scott McNealy- 'You're not your kid's friend. You're their parent and too many parents want to, have sleepovers, go water skiing with their kid and do all of these other things.' — Scott McNealy- 'If you're going to bring a child into the world…you ought to take full responsibility until they're out of the nest.' — Scott McNealy- 'It's your responsibility to keep skills current, not the company's.' — Scott McNealy- 'Everything will be fine. Don't you dare cheat.' — Scott McNealyFind out more about Scott McNealy through the links below:https://www.linkedin.com/in/smcnealy/This episode is sponsored by Sandler. Sandler is a world leader in innovative sales, leadership, and management training. For more than 50 years, Sandler has taught its distinctive, non-traditional selling system and highly effective sales training methodology, which has helped salespeople and sales managers take charge of the process.

Dan is joined by Christopher Vick, the Vice President of Engineering at Lemurian Labs, bringing over three decades of experience from top tech companies such as Qualcomm, Oracle, and Sun Microsystems. Throughout his distinguished career, Christopher has played a key role in developing technologies used by billions. Notably,… Read More

On "A Brush With Death: 5 Minutes On...," we spend 5 minutes providing listeners with quick insights into various funeral trends, products, events, organizations, and goings-on. In this episode, host, Gabe Schauf, talks with Welton Hong, founder of Ring Ring Marketing, about what the future of the profession looks like in terms of overall call volume, and what funeral homes can do to prepare. Welton is a leading expert in helping funeral homes convert leads from online directly to the phone line. He's the author of the book Making Your Phone Ring with Internet Marketing for Funeral Homes and a regular contributor to NFDA's The Director magazine and several other publications. Welton has a graduate degree in Electrical Engineering from the University of Colorado at Boulder. Prior to starting Ring Ring Marketing, he was a senior technologist at R&D facilities for Intel, Sun Microsystems, and Oracle. He regularly speaks at conferences and other events for people in the death care industry. Click here to learn more about Ring Ring Marketing.

This week we speak with Bill Raduchel, who has served as a high-level executive and strategic adviser for organizations such as Sun Microsystems, AOL Time Warner, Xerox, McGraw-Hill, and the Salvation Army. Over half a century working with systems, software, and networks, he has remained at the forefront of the technology revolution in media, education, and corporate governance including recognition at Sun as CIO of the Year and the top CFO in the computer industry and at AOL as CTO of the year. He holds more than fifty issued patents as well as a PhD in econometrics from Harvard, where he taught for five years with John Kenneth Galbraith. He has been writing software in some form since he turned fifteen years old in 1961. He is also the author of The New Technology State. This book is about society—how it has changed and what technology is enabling us to do to ourselves. [Repeat from April, 2024]For more on Bubble Trouble, including transcripts of the show, visit us online at http://bubbletroublepodcast.comYou can learn more about Richard at https://www.linkedin.com/in/richard-kramer-16306b2/More on Will Page at: https://pivotaleconomics.com(Times below correspond to the episode without considering any inserted advertisements.)The New Technology State: Redefining the Tech and Government Landscape00:00 Welcome to Bubble Trouble: A Skeptical Conversation00:46 A Journey Through Tech and Economics06:23 The Evolution of Technology and Its Impact on Economics08:02 The Writing Process and Insights into Bill's Book11:21 Exploring the New Technology State and Government Challenges17:43 The Intricacies of Tech Talent and Government Staffing19:53 Tech Debt and the Challenges of Modernization25:55 The Global Tech Landscape: Government and Private Sector Dynamics25:55 Wrapping Up Part One and Teasing Part Two25:55 Simplifying UK Government Websites: A Double-Edged Sword25:55 The Dangers of Centralization and Cybersecurity26:10 Big Tech, Government, and the Quest for Regulation27:59 The Talent Gap in Government and Tech Regulation Challenges29:15 Innovative Solutions andthe Power of Decentralization30:15 The Role of Startups in Tech Innovation and Employee Motivation31:59 Google's Management Revolution: Lessons in Innovation34:45 The Complexities of Regulating Big Tech40:05 Navigating the Future of AI and Government Regulation42:19 Economics, Education, and the Future Workforce44:56 Smoke Signals: Warning Signs in Tech and Regulation50:06 Credits Hosted on Acast. See acast.com/privacy for more information.

Vegasnearme.com Discover Vegas with the Ultimate All-in-One App: VegasNearMe About the Guest(s): George Meyer is the CEO and Co-founder of Near Me Entertainment, a company focused on creating advanced location-based apps that provide comprehensive and interactive discovery of local events and venues. George boasts a lifelong career in technology, with past roles at industry giants like Hewlett Packard and Sun Microsystems. His unique aptitude for developing user-friendly, efficient applications shines through in his latest venture, Vegas Near Me, which aims to revolutionize how visitors and locals find entertainment and dining options in Las Vegas. Episode Summary: In this episode of The Chris Voss Show, host Chris Voss engages in a lively discussion with George Meyer, the CEO, and Co-founder of Near Me Entertainment. George returns to the show to detail the extensive features of their innovative app, Vegas Near Me. This application is designed to streamline the process of finding entertainment, dining, and activities in the vibrant city of Las Vegas. Promising a one-stop solution for tourists and locals alike, the app consolidates everything from concerts and events to dining options and insider experiences—all within a user-friendly interface. Throughout the episode, George explains the inspiration behind the app, the technological intricacies, and the anticipatory plans for expansion beyond Las Vegas. He shares various unique aspects of Vegas Near Me, such as its internal maps of major resorts, curated YouTube and podcast clips, the ability to set specific preferences, and access to exclusive deals. This app addresses the common challenges visitors face, like discovering events, navigating massive resorts, and finding late-night dining options. Highlighted through real-time app demonstrations, George showcases how the application not only offers convenience but also enhances the overall Las Vegas experience by putting all necessary and exciting information at users' fingertips. Key Takeaways: Comprehensive Discovery Tool: Vegas Near Me consolidates all possible entertainment options, from shows and restaurants to unique activities, making it a superior alternative to other review and discovery platforms. User-Friendly Interface: The app features internal maps of resorts and a curated list of YouTube and podcast clips, providing an immersive and easy-to-navigate user experience. Personalized Searches: Users can set preferences and filter searches based on specific criteria like age appropriateness, type of activity, proximity, and open status. Exclusive Deals and Offers: The app provides access to special prices and deals, often offering discounts on major shows and activities. Expansion Plans: After establishing robust functionality in Las Vegas, Near Me Entertainment plans to roll out similar apps in other major cities globally. Notable Quotes: George Meyer: "What we've done is we've put all of this into one app. It's better than Yelp or Google for Vegas. It embarrasses Yelp and Google for Vegas." George Meyer: "This app, no matter how much I talk to you about it, you have to see it to believe it. It makes it fun and easy to find anything near anywhere." George Meyer: "Missing this journey concert got me kind of upset and drove me to find out that people are struggling to find anything in a city like Vegas." George Meyer: "Plans are underway to take this app to cities all over the world, making it easy to find anything near anywhere you go." Chris Voss: "The problem with Vegas when you go there is entertainment overload. This app solves that by providing a structured, comprehensive guide."

The future of healthcare and life sciences is increasingly becoming a connected industry that relies on delivering health-focused data over secure and efficient networks to ensure that clinicians and health systems have the necessary information to achieve optimal outcomes. On one end of the spectrum, the healthcare software-as-a-service space alongside growth in the IoHT and IoMT spaces will lead to a massive increase in solutions capable of producing key data points and meaningful insights, on the other end of the spectrum, this will lead to an increase in breaches that can lead to operational disruptions, financial consequences, and erosion of patient safety and trust.  As we transition into the future of care, it's important to highlight how cybersecurity will help to deliver on the promises of digital health solutions and the deep tech that is powering the evolution. Here to talk about all of this and more is this episode's guest, Anand Naik, CEO and Co-Founder of ⁠Sequretek⁠, a global cybersecurity company, which offers end-to-end security in the areas of enterprise threat monitoring, incident response, device security, and identity & access governance, through their own AI-driven Percept Cloud Security Platform, PCSP. Anand's experience within the cybersecurity industry spans executive leadership roles with notable companies such as IBM, Symantec, and Sun Microsystems.  Listen in with us as explore cybersecurity processes and frameworks that will play a critical role in advancing the future of connected health and strategic growth in the IoHT / IoMT markets. Other insights range from the opportunity for organizations to address skills gaps related to cybersecurity, to a structured approach when deploying AI-driven solutions for cybersecurity gains, to emerging devices such as open MRIs that are continuing to expand the innovation curve for connected devices. For more details visit TechLink Health ⁠on the web⁠ or connect with Anand on ⁠LinkedIn⁠. This episode was hosted by Dr. Sarah Samaan.

Guillermo Rauch is founder and CEO of Vercel, a company that provides the developer tools and cloud infrastructure to build, scale, and secure a faster, more personalized web. He was interviewed by Ben Casnocha, co-founder and general partner at Village Global, an early stage venture capital firm backed by some of the world's most successful entrepreneurs.Takeaways:- Any modern cloud-native app is a nexus of services that all work together to create a coherent interface for the user. For example, Auth0 handles login, Stripe handles billing, React is used for the interface, among many more services all working in concert. Vercel helps ensure that the user has an amazing experience no matter what services are all working together on the back end.- Guillermo tells the story of open source Unix winning out over proprietary versions of Linux, even though the proprietary versions had an early lead. He suggests that over the long term, open source will win, more often than not, and that the same story will likely play out when it comes to AI models, with open source models winning out in the end.- When it comes to investing, Guillermo loves to bet on someone who has been obsessed with a topic for years and years. He recounts the story of the Auth0 team who had written books and given talks and spent years of their lives just on logging in and logging out. He also says that he prefers a leadership team that lives and breathes a company's problem space. He says that he's allergic to the idea of a professional leadership team swooping in at a certain stage.- Rauch was born and raised in Argentina. He says that he has a sense of urgency and that tomorrow is not promised that stems from his childhood experience growing up in Argentina. He tells the story of Mark Zuckerberg keeping the Sun Microsystems logo on the back of the Facebook sign at their headquarters when they moved in to cultivate a sense that tomorrow is not promised to anyone.- Guillermo believes in giving his team leads radical ownership of their products. He provides the leads with frameworks that explain clear principles for how they build products at Vercel but beyond that he gives the leads a long leash and a sense of ownership over the product.Thanks for listening — if you like what you hear, please review us on your favorite podcast platform.Check us out on the web at www.villageglobal.vc or get in touch with us on Twitter @villageglobal.Want to get updates from us? Subscribe to get a peek inside the Village. We'll send you reading recommendations, exclusive event invites, and commentary on the latest happenings in Silicon Valley. www.villageglobal.vc/signup

In this Screaming in the Cloud Summer Replay, we revisit our conversation with Scott Johnston, CEO of (the church) of Docker. Docker's community and their fervor is well known, and Scott has much to say about it! Join the discussion as Scott goes into how he left Puppet after some exposure to Corey to become the CEO at Docker. Scott tells us what exactly Docker is, and where it starts, which is the community around it. Scott talks about the reset that Docker went through in November of 2019, where they decided to make the developer the focus of their mission. He also dives into Docker Desktop, which Scott goes into the details of. Check out this episode for more!Show Highlights:(0:00) Intro(1:15) Duckbill Group sponsor read(1:48) What is Docker?(4:03) Returning to being a developer tool(5:56) Docker's pricing changes and Docker Desktop(11:47) Community reaction to the pricing change(13:57) Building customer confidence(18:52) Duckbill Group sponsor read(19:36) Putting trust into user(22:04) Docker's monetization strategy(29:28) Embracing change(32:16) Where to learn more about Scott and Docker About Scott JohnstonScott first typed ‘docker run' in 2013 and hasn't looked back. He's been with Docker since 2014 in a variety of leadership roles and currently serves as CEO. His experience previous to Docker includes Sun Microsystems, Puppet, Netscape, Cisco, and Loudcloud (parent of Opsware). When not fussing with computers he spends time with his three kids fussing with computers.Links:Docker: https://www.docker.comTwitter: https://twitter.com/scottcjohnstonOriginal Episode:https://www.lastweekinaws.com/podcast/screaming-in-the-cloud/heresy-in-the-church-of-docker-desktop-with-scott-johnston/Sponsor:The Duckbill Group: https://www.duckbillgroup.com/

An airhacks.fm conversation with Cliff Click (@cliff_click) about: Cliff Click's early computer experiences with xerox mainframe and punch cards, learning fortran at a young age, programming on TRS-80 and other early microcomputers, developing a passion for compilers and optimization, pursuing a PhD in Computer Science at Rice University, inventing the sea of nodes compiler architecture, working at motorola and discovering Intel's benchmark cheating, joining Sun Microsystems to develop the Java HotSpot compiler, presenting groundbreaking Java performance improvements at JavaOne 2002, frustrations with Sun's management and development processes, moving to Azul Systems for custom Java hardware development, reflections on compiler research, the challenges of being a highly productive programmer in a team environment, analyzing bug rates and productivity metrics, the importance of writing new code for feature development, enjoying Java's "write once, run anywhere" philosophy, current involvement in compiler communities on Discord and Cliff Click on YouTube Cliff Click on twitter: @cliff_click

Frank Price will moderate a conversation between Gregg Hurwitz and Kevin Compton, both experts in "Thrillers, Tech, and Ethics in a Rapidly Changing World." Join us for a fast-paced discussion with plenty of twists to keep you on your toes. Gregg Hurwitz is a New York Times #1 internationally bestselling author of 24 thrillers, including the Orphan X series. His novels have won numerous literary awards and have been published in 33 languages. Hurwitz currently serves as the co-president of International Thriller Writers (ITW). Additionally, he's written screenplays and television scripts for many of the major studios and networks, comics for AWA (including the critically acclaimed anthology NewThink), DC, and Marvel, and poetry. Currently, Hurwitz is actively working against polarization in politics and culture. To that end, he's penned op eds for The Wall Street Journal, The Guardian, The Bulwark and others, and has produced several hundred commercials, which have received more than 100 million views on digital TV platforms. He also helped write the opening ceremony of the 2022 World Cup. Kevin Compton is a co‐founder of Radar Partners in Palo Alto, CA, a private investment partnership focused on venture capital and multi-asset investing. Previously, Compton was a partner with Kleiner Perkins Caufield & Byers, one of Silicon Valley's most successful high technology venture capital firms for almost 20 years. Compton and his partners invested in many of the most powerful and high profile start‐ups over the past 30 years, including Google, Sun Microsystems, Intuit, Netscape and Amazon. The Forbes “Midas Touch” ranking of top investors has named Kevin as one of the top private investors in the world on numerous occasions, ranking him in the top 10 three times. MLF Organizer: Frank Price   An International Relations Member-led Forum program. Forums at the Club are organized and run by volunteer programmers who are members of The Commonwealth Club, and they cover a diverse range of topics. Learn more about our Forums. This program is part of our Good Lit series, underwritten by the Bernard Osher Foundation.     Learn more about your ad choices. Visit megaphone.fm/adchoices

Want a quick estimate of how much your business is worth? With our free valuation calculator, answer a few questions about your business and you'll get an immediate estimate of the value of your business. You might be surprised by how much you can get for it: https://flippa.com/exit ------------------------------------------------ This week on The Exit: Mark McClain, CEO and founder of SailPoint Technologies, shares his journey from corporate roles at IBM and HP to becoming an "accidental entrepreneur" with his first startup, Waveset. After a successful exit selling Waveset to Sun Microsystems for $150 million, Mark co-founded SailPoint, which has since become a thriving company with thousands of employees. SailPoint's story includes multiple exits: a sale to private equity firm Thoma Bravo, going public in an IPO, and then being taken private again. Mark discusses the challenges and lessons learned through these transitions, including the importance of building relationships with potential acquirers and being prepared for unexpected opportunities. For more details and insights from his entrepreneurial journey, listen to the latest episode of The Exit. ------------------------------------------------ Mark has been an entrepreneur in the identity management market for more than 20 years, co-founding two companies that have driven innovation in the market. SailPoint (formerly NYSE:SAIL), has built its business on the foundational principle that identity is power. They have been in business for more than 15 years, and the company continues to grow with profitability. Their commitment to innovation and consistently high customer satisfaction are among the reasons the biggest, most complex organizations in the world rely on SailPoint to help them improve security while staying agile. Mark on LinkedIn: https://www.linkedin.com/in/markmcclainceo/ SailPoint: https://www.sailpoint.com/ Check Out Flippa's Data Insights Tool: https://flippa.com/data-insights ------------------------------------------------ The Exit—Presented By Flippa: A 30-minute podcast featuring expert entrepreneurs who have been there and done it. The Exit talks to operators who have bought and sold a business. You'll learn how they did it, why they did it, and get exposure to the world of exits, a world occupied by a small few, but accessible to many. To listen to the podcast or get daily listing updates, click on flippa.com/the-exit-podcast/

An airhacks.fm conversation with Bruce Hopkins about: transition from Basic to Java, work on Bluetooth technology and writing a book on Bluetooth for Java, involvement with Sun Microsystems and Java ME, becoming a Java Champion, shift to AI and natural language processing research, development of speech recognition and hands-free web navigation systems using pure Java, use of Hugging Face libraries for NLP in 2016, writing for Linux Magazine about mesh VPNs, discovery and exploration of ChatGPT, writing a book on integrating ChatGPT with Java, shared experiences and parallel paths in Java development, discussion about Sun Microsystems vs Oracle's approach to Java, mention of various Java-related technologies like JXTA, Sphinx, FreeTTS, and Dalvik, brief explanation of mesh VPNs and Tailscale, plans for a future podcast episode focused on Bruce's JavaChatGPT book

Ah, “Big Gorgeous Goals”, you may ask. Listen in to hear Julie Ellis tell her story including developing the concept of big gorgeous goals. Julie was a bit of a traveler as a child living in various parts of Canada as well as living, for a time, outside New York City. Her father worked in the finance arena at the time. When Julie graduated from high school and went to college she majored in dance and graduated with a degree in that subject. She mentions that she liked teaching dance and loved to learn about how children's brains developed.   Later she went into the finance world including becoming a certified financial planner. While that career worked for her she realized that it didn't totally make her happy.   In 2003 as she will tell us she helped form Mabel's Labels. Why, listen and see. Bottom line, Mabel's Labels was quite successful and grew to be valued in the eight-figure range when it was sold to Avery in 2015. Successful indeed.   Julie took a bit of time to reflect on what she wanted to do after the company was sold. She now works as a successful coach teaching people about, you guessed it, “Big Gorgeous Goals”. I think you will be fascinated both by Julie's story as well as the many insights and thoughts she shares with us.   About the Guest:   Julie Ellis is an author, professional speaker and leadership coach to corporate leaders and scaling Entrepreneurs.  Julie provides her unique experience and expertise to her coaching clients, gained through 25 years of working first in the corporate world, and then as a leading Canadian entrepreneur.  She is a co-founder of award-winning Mabel's Labels, one of Canada's greatest small business success stories.   Julie's book, Big Gorgeous Goals is written for women entrepreneurs who want to step out of the small box they find themselves in and set world domination in their sights.  In discussion with over a dozen women entrepreneurs, Julie explores their stories of why and how they have achieved great things in their lives and careers and pairs that knowledge with her own stories of how she built, grew, and sold her business to a giant in her industry.   Ways to connect with Kiefer: Linked In:  https://www.linkedin.com/in/julie-ellis/ Instagram:  https://www.instagram.com/thejulieellis/ Instagram:  https://www.instagram.com/biggorgeousgoals/ Facebook:  https://www.facebook.com/julieellisandco   About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app.   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.     Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Hi there. And guess what you're right, it is time for another episode of unstoppable mindset. Today we get to interview Julie Ellis who's going to tell us about a lot of different stuff, including something called Mables labels that we were just talking about. But we're not going to start with that. But we'll we'll get to it kept to leave you a little bit in suspense. We hope you enjoy the podcast and that you, as always will give us a five star rating when you go to review us and we really appreciate your reviews. But for now, let's get to our conversation with Julie and Julie. Welcome to unstoppable mindset.   Julie Ellis ** 01:56 Thank you so much for having me. I'm so delighted to be here. Well,   Michael Hingson ** 02:01 we are just as delighted to have you. So we don't even need to see who's more delighted. We're both very delighted. So that works. But where does why don't we start with maybe what I love to do tell me a little about the early Julie growing up in some of those kinds of things. And so on.   Julie Ellis ** 02:20 The early Julie growing up, moved around a little bit before we settled into where I did most of my school years. And you know, had a very sort of 70s childhood, the you know, everybody had to go home when the streetlights came on. And we roamed around the neighborhood together in a pack and got up to lots of things that were probably slightly troublesome in the big picture. But you know, we never got we never got into any any big, big difficulties. And then I did a bunch of dance training as a kid and worked at the studio. I cleaned the studio, I helped teach classes to pay for the lessons. And I ended up going on and doing my university degree in dance.   Michael Hingson ** 03:08 So the the trouble you got into is Congressman John Lewis, or the late John Lewis would say it was good trouble, right?   Julie Ellis ** 03:15 It was good trouble trouble. Yeah.   Michael Hingson ** 03:17 So you moved around a little bit at first, where did you move around from in to did well,   Julie Ellis ** 03:22 we started out in Vancouver, and lived outside of New York for a little while. And in Montreal and Toronto before we landed in a little small town just west of Toronto, where I spent most of my childhood.   Michael Hingson ** 03:35 My goodness, a little bit in New York. What took you guys there? My dad's work? What did he do?   Julie Ellis ** 03:41 He worked in the finance industry. And so of course, that's one of the big hubs of the world.   Michael Hingson ** 03:47 Yeah. Well, needless to say, New York tends to, to have that rep. And a lot of finance stuff goes through there. And I was, you know, was there for a while and dealing in the financial markets. And what a what a crazy place. Have you ever visited? Or did you ever visit one of the trading floors from the stock? I   Julie Ellis ** 04:06 never have. I would love to that would be so fascinating.   Michael Hingson ** 04:10 I hear it's a little bit more calm. So I don't know. But I know back in the late 90s into 2000s. It was pretty crazy if you went onto a trading floor and probably the movie Wall Street depicted some of it pretty well. But it was pretty crazy to go on those trading floors. Yeah. And   Julie Ellis ** 04:27 I think probably the digitization and you know, the papers they used to throw and all the things that would happen. Some of that excitement is gone for sure.   Michael Hingson ** 04:36 You mean they don't throw computers now? No,   Julie Ellis ** 04:39 no. Okay. Hopefully not.   Michael Hingson ** 04:43 Yeah, I know that a lot of the Wall Street firms move to Sun Microsystems computers because they were fast. They they could be programmed in the ways that they needed to be this footprint was great. And that's what what was it opted in over the years. I don't know what what they're using now. But you're right, it is. It is in a different place. And probably they're not throwing as much. But you know, they're still a lot of the wheeling and dealing and ethics and lack thereof. Yep.   Julie Ellis ** 05:13 Always. It seems to be part of society at all times. Really?   Michael Hingson ** 05:18 Yeah. It is strange. But what do you do? Yeah. So you majored in dance, any things? Anything? Any specific dance? Hmm,   Julie Ellis ** 05:30 I was mostly a teaching focus for ballet. So focus on child development, and how kids brains are working as they grow. And as they learn to do things physically, you know, it's often tied to the development of their brain.   Michael Hingson ** 05:50 And what did you discover about all that,   Julie Ellis ** 05:53 that I really love teaching. And I, you know, they had a special program with a very high quality teaching program at a ballet school, where you could kind of get a dual track education. But for me, my dream changed because I had an injury that really stopped me from dancing at a high level. And so that set me on a very different path. What kind of injury? Just I, you know, cartilage and knee problems,   Michael Hingson ** 06:25 it wasn't an ego injury, just check it out.   Julie Ellis ** 06:29 No, physical, physical limitation. And so I started looking for other things.   Michael Hingson ** 06:34 And what did you discover or do? Well,   Julie Ellis ** 06:37 I ended up going into a management training program at a bank where I had worked   Michael Hingson ** 06:42 back to finance. Okay, finance,   Julie Ellis ** 06:44 here we are. And so I went through a management training program and became an account manager, lending money and looking after book of clients and that sort of thing, and ultimately, became an accredited financial planner. Oh, so I had a book of clients that I worked with, and help them with their, you know, sort of plans and their lives and the investments they wanted to make, and all of those sorts of things. And I really loved working with people.   Michael Hingson ** 07:17 Well, of course, that's the real important part about it. And you, you chose a profession that certainly allowed you to do that. And you could be a major help to people in a lot of different ways, I would think, yeah,   Julie Ellis ** 07:31 yeah. Yeah. And there were a lot of things I liked about it. And there were a lot of things that probably at the time in my life that I was at, where I had young kids and young family. And I wanted to continue to advance in my career, but felt kind of limited with the role I was in and where I might go next.   Michael Hingson ** 07:54 So how long ago was that? That was   Julie Ellis ** 07:57 well, that was in the early 2000. Okay, that I was in that role. And so then, you know, starting to sort of look for what an entrepreneurial venture might look like, sort of the regain control of my schedule, and have more time with my family idea. Which, you know, turned out to be not so true. But definitely, you know, looking at something that I could control my own destiny a little bit more. And I think that's really then, you know, being a mom, and seeing the need for things in the marketplace that weren't there sending kids to daycare where they said, Please label everything. And we said, well, how and they said, well, permanent marker and masking tape. Oh, and so we kind of thought that we could do something that was better than that.   Michael Hingson ** 08:53 What did you do? Well, we   Julie Ellis ** 08:55 were able to, we spent over a year doing research and testing to try and find a labeling product that we could print personalized labels that would go through the dishwasher, the microwave, be UV resistant, label all the things that parents sent out into the world. So they would come home again.   Michael Hingson ** 09:18 And of course, the logical question becomes what did you find?   Julie Ellis ** 09:24 Well, we, over time worked our way through a few different technologies, but we found that it was possible to do it. And so we in 2003, we set up a little e commerce venture called labels, labels, and started selling labels direct to consumers on the internet. Once Yeah, and once they ordered labels, we were custom manufacturing them in our own facility.   Michael Hingson ** 09:48 Well, and Mabels labels got to be, I guess, relatively visible in Canada and elsewhere.   Julie Ellis ** 09:54 It did, yeah. North America. It was the we were the first to market in North America. And we built a great brand that you know, we were got a lot of coverage on in a lot of different media, we're on the Today Show on The View, CNN, lots of lots of coverage, People Magazine, all the places that we wanted to be found. And so we were able to really grow the brand. And we really stood by we made a really quality product. And we had a no questions asked return policy. So if you did not like your product, we would refund your money.   Michael Hingson ** 10:34 I would trust if since the business was successful, you didn't have any returns? We did   Julie Ellis ** 10:39 not we had very high standards, and we you know, wanted to stand by the product we were making.   Michael Hingson ** 10:44 Now, is that still going on today? It is   Julie Ellis ** 10:48 yeah, they're doing really well. We grew the business quite nicely up into eight figures in revenue, we launched a couple of other products that we sold in Target and Walmart. And we eventually in 2015, late 2015 sold the business to Avery labels.   Michael Hingson ** 11:10 That well you you can sell to a much larger company than that, can you? No,   Julie Ellis ** 11:14 no, as I always say, when a giant in your industry comes knocking on the door, you at least have a conversation. Yeah. And so that's what we did, we had a conversation. And it turned out there was a quite a lot of fit in terms of, you know, I think you get to a point in your journey of entrepreneurship, were taking some of your money off the table is desirable. And you know, when you think about getting older and retiring, and all those things, like being able to sell your business is certainly important. And I think that you know, there was a good fit, they were owned, the company that owns Avery is Canadian, they make lots of acquisitions, they let those companies run themselves, you know, you have a general manager, you run as a business unit. And so we would keep our team, we would keep our real estate, we would keep you know, a lot of things would be the same, a lot of things would change, because they do. But a lot of things would also be able to stay the same.   Michael Hingson ** 12:12 And that was actually going to be one of the questions I was going to ask was what happened to the people because oftentimes in acquisitions, they want the technology, but they're not really interested in the people. So they they didn't do that with a brewery.   Julie Ellis ** 12:26 No, they wanted to run a us to run a profitable business for them. And so we were able to do that, and really, you know, take advantage of being under the umbrella with a lot of knowledge and those kinds of things, but but also retain, you know, a good amount of independence.   Michael Hingson ** 12:44 Well, to use the term. There's something to be said for tribal knowledge. And if you get rid of the people, you lose that you lose all the knowledge that they have. And it's lovely to talk about having the technology. But there's so much more when you start to deal with the people. How many people were on the team when you sold it   Julie Ellis ** 13:03 made about 40? Huh. So that was a sizable group. Yes, it was it was.   Michael Hingson ** 13:10 Has it grown since or do you know?   Julie Ellis ** 13:12 They're still growing? Yeah.   Michael Hingson ** 13:15 Now you're not directly connected with them, though anymore? No, I   Julie Ellis ** 13:18 ended up leaving about a half a year after the sale.   Michael Hingson ** 13:24 So you just buy labels today?   Julie Ellis ** 13:26 I do? Well, I do. I do still know people there. So sometimes I get them for free. But you get a deal. They do.   Michael Hingson ** 13:37 That that's fair, though. But it's exciting that it has grown and continues to grow. And as you said, clearly a great Canadian business success story that that happened. So you for 13 or 14 years just devoted your life to that. And so you sold the company, and then what did you do?   Julie Ellis ** 14:02 Then I felt like I needed a break. And it you know, integrating your small venture, even with 40 people into a big publicly traded company is a lot of work. You know, going through the due diligence process, all of the things. And so I felt like I wanted a little bit of a break and I took one eventually going on to run a business for somebody else. And about 18 months into that engagement, I really realized that I wanted to build something for myself again, I didn't want to work for somebody else. So it took it took sort of two two tries at that and then I sort of said okay, so what am I going to do now? You know what, what are the big dreams that I have for myself and how am I going to go about you know, getting on track and and really starting to chase them   Michael Hingson ** 14:59 and Where did you go with that?   Julie Ellis ** 15:02 Well, I think that as entrepreneurs, a lot of the time, we're really climbing for pinnacles, you know, the top of the mountain is, you know, we're getting we're game we got our backpacks on, and we're here for the climb. And I hit this plateau after I left Mabels labels, and I didn't really know what to do. And I struggled with that with the idea of, of not having anything defined. And I wasn't sure where what I would do next, to be honest. And so I sort of, you know, I was like, you know, what I really, as a manager, and a leader of people, I love to coach and grow and develop my team, and it, you know, and to bring them together and to really, really work hard together. And so I decided to go through a coaching program, because I didn't really know what else I was going to do at that point. And it gave me some structure, and it gave me something to look forward to. And I met some great new people, so starting to sort of branch out my network and meet people that are doing different things. And it's where I really started thinking about the idea of, you know, so here I was having done something, you know, in a brand that was recognized, actually selling the business, you know, the entrepreneurs dream, right, you build your business, and you sell it. And there, I was really unsure of what to do next. And you know, losing my way, a little bit on that big thinking and feeling very uncertain. And as I started getting back in touch with, you know, what my own big dreams were for myself, I really started to think about why do some people do big things? And, and why are some of us, you know, why ending up in the dust of our to do lists, and I felt a little bit like, that's where I was in the dust of a to do list and not chasing my big, big dreams. And, you know, I started talking with people about what they had done, and why they did it and telling my story. And it really is one of those things, you know, what you see of people is the actual pinnacle of the achievement. It's not the long and difficult road, the sleepless nights, the crying over, you know, the spilled milk are the things of the day and the struggles that you've had in getting there.   Michael Hingson ** 17:39 Right. And   Julie Ellis ** 17:40 I found that, you know, kind of interesting, so I started talking to people who had been very successful, and trying to uncover why they were, why they felt they were successful, what were the ingredients that helped them reach that pinnacle. And what started to happen was, whether they were the visionary and came at it from a very big dreams kind of way, or whether they were the person who could operationalize it and build it up. Inevitably, they felt like the ingredients were the same. So you needed, you needed the right people, the right team had to be there, you needed the right supports, you needed the right processes to you know, so that the team could all work and pull together, and you needed the right systems that could help you sustain and grow something. And without those things. It all started, you know, the wheels start falling off the car. Yeah. Yeah. And I found that really interesting, because I thought, you know, with people having such different kind of viewpoints of how they approach things, that those ingredients might not be the same. And I was really surprised as I started peeling back, you know, why do you think you got to your to your own big, gorgeous goals, that that was where we kind of landed. And it felt like where I was sitting with what I experienced myself. And so, you know, eventually I wrote a book about it, because I was so interested in in this idea that, you know, you have to step out and be bold, and that chasing your big gorgeous goals is really about, like finding your own magnificence and stepping into it. And if we play it safe all the time, we don't get there.   Michael Hingson ** 19:30 What did you discover were your big dreams that you really wanted to do? Because clearly that's a lot of what you have to address as you go forward. You you have your own desires. You have your own goals, your big gorgeous goals, and you have your dreams what were yours.   Julie Ellis ** 19:51 At first it was really about getting my message out to the world so you know how doing things like You know, I do leading workshops, writing a keynote, eventually writing the book. But I also really have focused in on women as entrepreneurs, and you know, how, how we came up as entrepreneurs, myself and my co founders, and the support networks we built around ourselves to help us be successful. And those support networks where, you know, coaches, advisors, mentors, all the, you know, some of the team members and their expertise that we hired. And you know, what that sort of melding of things kind of look like, and thinking about how I could take the fortunate position, I found myself in with, you know, the coaching certification, the experience in building an eight figure business, and then running another business, and how I could bring that to the table to help people think about how they want to grow their own bigger businesses. One   Michael Hingson ** 21:01 of the things that strikes me with regard to all that we've been talking about here, and you sort of said earlier, is that, clearly one of the things that you liked to do was to teach. And it sounds like along the way, and I don't mean this in a negative way, but it occurred a little bit was you lost sight of that, as you were doing the business and so on. And I'm sure that you, you realize that and it came back. But that's just one of the things that was one of the ultimate sort of ingrained goals that you had.   Julie Ellis ** 21:36 I think you're right about that. And I don't, I think I lost it, maybe in the after of selling the business, because really, a coach or a teacher can be similar shades at the same thing, right. And I would say that is very much my management style as a coaching style. You know, I like to, I like to teach people how to be self sufficient. I like a culture of accountability within my team. You know, where, you know, all the decisions aren't hinging on the the management at the top, the decisions are being made effectively and constantly by the team.   Michael Hingson ** 22:14 Right. Well, and but you, you did come back to it. And I did. And now you coach and teach.   Julie Ellis ** 22:24 Yes, I do. And I really love it.   Michael Hingson ** 22:28 Which proves the point, in a sense, but there you go. So where did you coined the term big, big dork, gorgeous golf, I could talk I'd be good, big, gorgeous goals from   Julie Ellis ** 22:40 I think it was really a reflection of like, everybody talks about, you know, big, hairy, audacious goals are big. But like, there's something about gorgeous, and one of the definitions in the dictionary is magnificent. When you think about gorgeous, the word gorgeous. And I just love the idea that it is about these magnificent goals, they're gorgeous. They're, they're Somehow it feels like rich, you know, like something that there's a lot of things to be peeled back a lot of layers, a lot of a lot of things. And it feels like that sort of like when you're manifesting something, and you're really trying to make that leap forward. It's the big leap forward, it's the big thing that that is, you know, where you find your life's purpose, where you find the things that are going to really drive you forward. And yet, at the same time, I think I like the word because driving forward to those places can be scary. So when we get outside of that zone, where we feel comfortable, where we are, you know, pushing the bleeding edge of of our skills and our abilities and our confidence. That's where we can struggle and end up back in that sort of checklist to do list mode.   Michael Hingson ** 24:05 Well, so there are all sorts of goals, what would you describe as a big, gorgeous goal, as opposed to just a goal?   Julie Ellis ** 24:14 I think it's the kind of goal where you don't know what all the ingredients are for it or you don't, or you know that you don't have them all. So there's something missing, you know, it's not a goal where you're like, Oh, I'm gonna write it down. I'm gonna measure it. I know exactly the steps that I have to go down. I'm going to bring these people to the table, and then we're going to complete it by January 15. It's more like a goal where it feels like you can't quite get it defined, or you have a really pretty good idea of where you're going but you don't have the money, the knowledge the people, you're not sure where you're going to find them. You need to build a network for it. It's where there are unknown or gaps. And I think part of the process that's really important for it is to have a have a check in of like, on a quarterly basis, what I like to do is sit down and say, Okay, where did I think I was going? Where am I gotten to? Let's calibrate. Am I still heading towards? You know, is the goal shifting? Is the goal still the same? And if so, am I getting where I need to be? Because I think that sometimes they come into clarity, as you start climbing, they're not clear in the very beginning.   Michael Hingson ** 25:36 Yeah, the bottom line with with big goals, big gorgeous goals, lofty goals, whatever you want to call them is that a lot of times, things can change during the course of what you're trying to do to achieve the goal. And that's not a bad thing. Not   Julie Ellis ** 25:54 a bad thing at all. And I think that it's like, it reminds me of, you know, when you would set goals in business, you will never hit something on 100%. Right, if you set $1 target for sales, you are never going to sell to that dollar, you will sell $5 less, or $5,000 more or miss it by half a million or overshoot by 2 million, you know, whatever the case, right, you're never gonna hit it bang on. And the thing with big gorgeous goals is you have to allow yourself the room to continue to adjust them as you figure out, and I don't mean, simplify them or make them easier to get, that's not what we're after. But you need to allow yourself the space for that adjustment to get where you're really meant to be.   Michael Hingson ** 26:44 Which really gets down to things like how you get there, which becomes part of what you have to do with the goal. It isn't, it isn't getting there, but it's how you get there. Maybe your motivation changes why you get there, and what is there anyway. So those are, those are all aspects of it. And I agree, it makes a whole lot more sense to have a goal that from an overall direction and vision standpoint, can change as you change and move toward achieving the goal.   Julie Ellis ** 27:20 Definitely, I think it's a really important piece, I think the other thing that's really important is, you know, allowing yourself the space to, you know, dream bigger, and to imagine those possibilities and to figure out how to access that. And, you know, that for me is one of the things where I value myself as an employee, whether it's an employee of my own self, or an employee for, you know, a business I own or whatever, on my capacity and ability to get things done. And so putting, you know, sort of white space on my calendar to, you know, go out into nature, take a walk, do something that will, you know, even just read a book or layer it, you know, lay down on the couch and really think about how I want things to unfold, that doesn't always feel productive to me. And so we also have to like, find this place where, you know, you have to almost like still and quiet yourself and get out of the busy, busy, busy Go Go Go mode that we find ourselves in, because we just keep filling our lives with this busyness. And we're not taking that time to create space to have those dreams, and really think about how we need to get uncomfortable and start chasing them.   Michael Hingson ** 28:43 How do we deal with the people who say I just don't have time to do all that I've just got to keep moving forward and and going toward what I'm supposed to do. And as a result they, I mean, I would say they lose track. But how do we get people to take that time and slow down and recognize the incredible value of taking introspection time and so on each day.   Julie Ellis ** 29:11 learning to say no, is big and important. That's one, I really don't like saying no, I learned that about myself. I want to say yes to everything. I want to do all the things and have all the fun. And I need to do. One of the things that I saying is for next year, I want to do more of less. I want to focus on less things so that I can do more of those things. And I think that's what big gorgeous goals is about. It's about really, you know, yes, I'm going to have to say no to some things that might give me short term gratification, or just keep me in that busy state but they don't necessarily matter. It's about prioritization. And we can all prioritize. We may not like to, but we can do it.   Michael Hingson ** 30:07 That's really the the issue, isn't it? We can do it. We just need to learn to be willing to it. I've been a proponent for a long time, of the concept of taking time each day to think about what happened today. What worked, what didn't work, and even going so far as to say, Why did what worked work? And can I make it better, much less? What didn't work? And what were the problems? Because we always focus so much on why didn't this work, that we never look at the positive aspects of what worked? And what what can I do to even make that better? Or what are the lessons to learn from that? It's   Julie Ellis ** 30:47 so true, thinking about what are the pieces, especially here, as you sit at, you know, the changeover of yours, that sort of thing? What are the things to actually take forward with us? What were the great things that happened that we want more of? You know, I think you're right, we have a predisposition to the well, here's everything that went wrong. Yeah. never doing that again. Yeah.   Michael Hingson ** 31:14 Which is probably not a wise thing. Because if it went wrong, that's not a fit, you know, and I and I've learned to say that's not a failure. All that means is, okay, a went wrong. Let's look at why. And what can we learn from that? I used to always say, and I've said it several times on these podcasts, I used to always say, I'm my own worst critic. And I've realized, what a wrong thing to say. Because really, I'm my own best teacher. And that puts a whole different positive. See, that puts a whole different positive spin on it. And the reality is, I'm my own best teacher. And in fact, no one can teach me anything. They can provide me with information, but I have to teach myself and if I learn to be my own best teacher, and take everything as a teaching opportunity, and experience, how much more positive and better that is.   Julie Ellis ** 32:07 It's really, really interesting change of perspective. Yeah, right. And it is amazing how if you can shift that perspective and look at something from a different angle, you can reveal things that are so valuable.   Michael Hingson ** 32:23 I used to Well, I still do when I give a speech, I record it. And I go back and listen to it. I always say on my own worst critics, I want to listen to it. And I forced myself to listen to it. And I've learned, it's a blessing to be able to listen to it. And again, I'm taking it from the standpoint of I'm my own best teacher, it makes it a whole lot more fun to listen to. And I still look for the things that I can improve up. But actually, I discover more things that I can improve. When I think about it as me being a teacher of myself, then, if I'm just worried about being my own worst critic.   Julie Ellis ** 33:00 Yeah, and I think that's where, you know, having some amount of like journaling or recording method that captures some of that stuff is so important, too, because you are then able to look back and you know, find that thread and start to pull on it. And you know, what is it I'm seeing here? What is it that I'm consistently bumping up against, you know, am I you know, self sabotaging, am I in fear? Am I you know, coming to this from a place of lack? What is it that's stopping me? And then on the other hand, what is it I'm doing right? What's happening? What's going really well? What are the things that I said a year ago that I have just, you know, punched through and made such a difference for? And so I think that it is with that sort of like longer term tracking, it really helps you see those trends and themes, too. And   Michael Hingson ** 33:55 there's no wrong answer to any of that with what's right and what's wrong. There's no wrong answer. There are answers. And the issue is what I decide to do with the information. And that's really what it comes down to is getting the information. And there's no wrong answer to that information. It's again, how I use it, what I choose to do with it.   Julie Ellis ** 34:17 Yeah, it is. It's that informational. Well, and I mean, it's, it's listening, right? It's like really listening and really thinking about those things, and just trying to get yourself into tune with what's happening, I think.   Michael Hingson ** 34:34 So, the name of your book is   Julie Ellis ** 34:37 big, gorgeous goals, how women achieve great things.   Michael Hingson ** 34:42 Do men read it too? They do.   Julie Ellis ** 34:44 And they told me they like it as they should?   Michael Hingson ** 34:49 Yeah, I mean, it is it is really important. I think that that people recognize that concepts work for everyone and That's a good thing to do.   Julie Ellis ** 35:01 Yeah. And I think, you know, I took the focus on women, because I think in the entrepreneurial world, they face challenges of, you know, 3% of venture capital goes to women. You know, women's business, women typically don't grow their businesses as big, like those kinds of stats that made me really narrow in and focus on like, why are there some women that are just and how do we become them? Why are they why are they killing it? And how do we become?   Michael Hingson ** 35:29 Right? And there are reasons for it again, I think it goes back with like, a lot of things to what we teach and how we teach, but more what we teach. And women generally aren't taught to necessarily think as big or be as strong as they can be. Yep. And they should. Yeah, absolutely. Yeah. And not everyone, man or woman is necessarily going to do the kinds of things that you did in taking a company to eight figures and selling it. And that's also okay. But we all have gifts, and we all have skills. And what we really need to do is to learn what our gifts and skills are.   Julie Ellis ** 36:14 Yeah, yeah. And to figure out, you know, if that is something that you really want to do, like, really, there's no reason you can't. And so then it's about how do you put the right people around you the right systems, the right processes, and you know, start making the right steps forward? Because I think that, although it will never be easy to do it. There are harder paths and easier paths to take while you go on the journey. Yeah.   Michael Hingson ** 36:44 So today, I'm assuming that you do a lot of teaching and coaching of people to help them learn how to create and develop these big gorgeous goals?   Julie Ellis ** 36:57 I do I do, and I help them build strategies to to grow their businesses. How   Michael Hingson ** 37:03 do you and what do you teach people? How do you teach people to develop these goals? And to establish a mindset that says I can create these goals? And I'm going to do it and then go do it?   Julie Ellis ** 37:18 I think it's about sort of, you know, peeling back those layers of like, well, what if it was bigger than that? What if it was, you know, as big as I could imagine? What would it look like, if I climbed a little higher? What would it look like if I put an extra zero on that? And just, it's pushing a little big, you know, asking a lot of questions, and really pushing people to sit in discomfort as they think about what they really, really desire. And then it's about saying, okay, and now, now we've got something, what are the next steps, you know, what are the first three steps because ultimately, the sort of tension you have to create is having something big, and potentially not fully defined. And then breaking it down into some kind of actionable, you know, steps. And if you're thinking about climbing a mountain, I think the pinnacle of a mountain always looks far away until you're basically upon it. And so you have to create a cadence of climbing and looking behind you, and seeing what you've where you've come. And then you need to like stop, put the put the goal away, put your head down and walk some more. And so that those are the pieces of then you need some practical steps to follow. And you need to get into a cadence of checking in to see how you're doing, recalibrating, figuring out the next steps and moving forward again.   Michael Hingson ** 38:50 And unfortunately, it seems to me a lot of times, we just don't teach any of that we don't teach people that it's okay to think beyond your comfort zone. But rather we teach people to, to do what's comfortable and not go beyond it. How do we change that? Overall in a society because I, I see it so often, I've seen it with, with blind people who don't have necessarily overly high aspirations. I've seen it with a lot of people in business, who think they do but they don't. How do we change that?   Julie Ellis ** 39:26 I think it is, you know, that Be the change you want to see in the world. I think it's about having more people talking about these things, moving outside their comfort zones and chasing this and really telling the world that they're doing it   Michael Hingson ** 39:44 and recognizing that it's okay to do.   Julie Ellis ** 39:47 Yeah, it's more than okay, like it. It feels like we could solve so many problems if we, you know, reached for something really big. Right and I I think that it is, you know, it also I really that stepping into our magnificence peace, like, you know, living living the life of of your innermost heart's desire.   Michael Hingson ** 40:13 So a lot of times, we are the way we are because something's holding us back, whatever that may be, how do we discover that and what happens when we really let go with what's holding us back,   Julie Ellis ** 40:26 that's when I think we can make fast progress is when we're able to let go of it. I think that trying to, you know, use some tools and techniques to figure out what it is that's holding us back. And you know, whether it's a coach or a mastermind group, or mentors, or paid advisors, or all of the different ways, I think a lot of getting through what holds us back is about knowledge. And people that will help us to, you know, break through some of that.   Michael Hingson ** 41:00 It gets to the time, I think, at some point where when people are discouraging us from moving out of comfort zones and saying, Well, you really can't do that, or that's just unrealistic, that we have to develop a thick enough skin and surround ourselves with people who will help us develop a thick enough skin to say, No, I can do more than you think I can do.   Julie Ellis ** 41:25 Yeah, yes. And we have to, we have to believe that. Yeah, then ourselves.   Michael Hingson ** 41:32 Yeah, that's, that's really it, we've got to learn ourselves, that it's okay. And to think bigger than we do.   Julie Ellis ** 41:41 Mm hmm. And that, you know, I think that everybody's scared on some level. You know, we all have, we all have the voice in our head that doubts that the Lord tells us we can't, we all have fears zones that are hard for us to cross, and nobody is without it.   Michael Hingson ** 42:01 The other side of it is that we also have voices in our head that are telling us we can and we have to learn how to maybe listen to both voices, and make a decision. And the problem is all too often. We only listen to the negative voice. And again, I think it is what we're so collectively often taught that we only listen to the negative and we don't listen to the other side of it.   Julie Ellis ** 42:27 Yeah, we got to switch the channel and listen to the listen to the positives that are that are there for us and look for those positives that are there for us look for the reasons why we should do something.   Michael Hingson ** 42:39 There is really something to be said for the fact that way, if we have a mind, we have a way of thinking and that all too often. We ignore our inner voice that's telling us to do something. My favorite example is trivial pursuit, right? You're playing a game a trivial pursuit, and the question comes up and youth immediately think of an answer. And then you go, No, that is right. And invariably, when it comes out, the answer that you originally thought of was the right answer. We just don't listen to that inner voice nearly enough.   Julie Ellis ** 43:13 Yep. Yeah. Yeah. Look at that sort of like, what is your gut telling you? What's that first imagined thing? That yes, oh, I could do this. And then no, and then you start to say, oh, no, no, that can't be right. I mean, we have to learn to trust those instincts and trust those little whispers and to listen to them. Yeah.   Michael Hingson ** 43:35 Mm hmm. And, and work to try it. I mean, yeah, at least you can experiment with it and see, well, absolutely. If I try that, well, let's try that and see what happens.   Julie Ellis ** 43:46 Absolutely. Yeah, that would there's nothing scientists fail at their experiments all the time. And so if we think of ourselves like scientists, then we can give ourselves permission to fail and try again, that it's part of that process. And I think we get to holding too much importance on success, and that it has to be big, and it has to be immediate. And the truth is any success is made up of a whole lot of failure.   Michael Hingson ** 44:16 Or little successes. Absolutely.   Julie Ellis ** 44:19 Oh, it's made up of both like it   Michael Hingson ** 44:22 is, right. Well, and the issue is we oftentimes don't really focus on what success really means. You know, it isn't always just about getting bunches of money now, and I mean, you you clearly did with Mabels labels, but you had other successes, you found so many jobs for people in the company and and it's still your success, in a sense that it continues to grow today, which has to be cool. It   Julie Ellis ** 44:56 is cool, and it's always cool to sit in an airport and walk Somebody walked by with a maple label on their, you know, water bottle or their suitcase or, you know that that will endlessly bring a smile to my face. And   Michael Hingson ** 45:10 that's great, you know, and, and it wasn't an accident that it happened. You know, some people will say, Well, you were just lucky. No, no, you did a lot of listening to your gut.   Julie Ellis ** 45:20 Yeah, we did. And, you know, I think luck is an interesting thing, because I think we maybe had some luck in the timing of which we wanted to enter the market. You know, at the sort of Dawn of the E commerce era, we had, we had great fortune with some of the things we did, but none of it was easy. And, you know, we weren't we weren't magically lucky that one day we sold the business, we worked really hard. And we made our own luck in a lot of ways also. Yeah.   Michael Hingson ** 45:54 Which is why it isn't so much luck as it is working to achieve those big gorgeous goals. Exactly.   Julie Ellis ** 46:02 Yes.   Michael Hingson ** 46:04 So when you were working with the company, and you developed the goals that you did, and then well, let me ask this, did you ever imagine that you would sell to Everly A, for every when you were working with the company and getting started? And all that? Was that ever something that was in your mind or a goal that you eventually had?   Julie Ellis ** 46:26 I would say no, except that one of the things we did at the very, very beginning was we had a budget for stamps. And we made an Excel spreadsheet, and trimmed it and trimmed it and trimmed it because we had more people on it than we had stamps. And we sent out a letter to a lot of friends and family saying, we're starting this business, we you know, here's what we're doing. Love to hear from you. Check out our website. And the night that we all got together and stuffed those into envelopes. Somebody had, you know, a cheap bottle of champagne sitting around, and we cooled it down and we opened it up and we toasted and said, Here's to the IPO we're gonna have some day. So, yeah, so we did we did we had big, gorgeous goals for Maples labels from the very beginning.   Michael Hingson ** 47:20 Nothing wrong with that. No. And the issue is, it wasn't just words to you. I mean, I've known a number of companies that say, Oh, we're going to have this big IPO, we're going to do all this stuff. And it's really so much talk. Because they don't at all think of how are we going to get there. But clearly, it's some level. And at some point, you thought about the fact that you wanted to grow the company, what do we do now to grow the company? And it wasn't necessarily what am I going to do in 10 years to grow the company. But you thought about the whole issue of company growth, and you took it very seriously. We did.   Julie Ellis ** 48:04 And we spent a lot of time, you know, we had a good planning process and a good, you know, where we would sit down and say, you know, how are we going to find more customers sell more things to the ones we have get people to come back and you know, continue to provide the kind of experience that we want as we grow the business? Yeah.   Michael Hingson ** 48:25 Well, how would you say that systems, people and processes and just sort of mechanisms help you when you start to think of something big?   Julie Ellis ** 48:35 I would say that I think about, you know, do I need to hire somebody to help me with this? Where's my zone of genius on it? And where am I going to need help with it? So is that through, you know, my network? And somebody I know who can share their wisdom with me? Is it somebody I need to hire? Is it you know, a piece of like a system I need to actually implement within the business through software? Or through something like that? Or is it a way I need to be working? And a thing I need to do? And that's more where the process comes in is, how are we doing this? And is there something else that I need to implement or uncover in order to be able to do it? And so I think that, you know, it comes into all the things and, you know, as you grow a business, the things that you put into place at the beginning, don't serve you as the business grows and changes all the time. That change. Yeah, so it is that cycle, it's a cycle and, or a flow of, you know, how you do things and how you get to that next spot and how you continue you know, it's a kind of a bit of a continuous improvement and continuous thinking about what way could we do this? How could I, you know, get into a new, you know, channel or do place or sell a new product or offer a new service? And what does that look like? And how do you go about that? Yeah.   Michael Hingson ** 50:09 When you were writing big, gorgeous goals, did you do it all yourself? Or did you have anyone that you worked with?   Julie Ellis ** 50:15 I wrote all the words myself, I was in a couple of different author groups. The first one really helped me hone my ideas. I wrote sort of an outline of what I thought the book would be in that group, and you know, really tried out my material. And then after about a year there, I landed in daily writing group, and AJ, the woman who runs runs the group, you show up for an hour every day, and you write, and you, you know, stay away from your writer's block, you basically you start writing and you ask questions, and you have a little bit of chit chat. But it's a writing group. And I wrote the whole book that way in about six months. Yeah.   Michael Hingson ** 51:02 I remember, when I first started writing thunder dog, when we actually got down to the writing, actually, somebody had contacted me, Susie flurry, who wrote the book with me. And we ended up collaborating, and I enjoy that so much I can write, but it ended up being so much better, because the two of us collaborated, and, and worked together some way. And we each wrote some of the words. And we each help edit the that some of the words, and we ended up with a book that worked really well. And so I decided to do the same with the the children's book, we wrote running restaurants L, which I love to say more adults buy them people do or than children do. And now, there's a third book that will be out in August, that's entitled, live like a guide dog stories of a blind man and his dogs, who overcome adversity, who are brave, and learn and walk through faith, and walk forward through faith. And again, collaborating, I think has made the book a lot stronger, which is the way I choose to do it. And I think there's, there's so much value in it. And also, it makes there be a whole lot less ego of Oh, it's my work. It is I love teamwork. And I think that teamwork is so important in so many ways. And I know that for me, I think it will help make the book more successful.   Julie Ellis ** 52:30 I, you know, I think it's so interesting how all, there's so many different paths to getting somewhere. Because although I wrote my book on my own, I couldn't have done it without the people that were around me, you know, people that showed up to write every morning in the Zoom Room, the questions I was able to ask in that room, the people in my first writing group who gave me all their feedback on my ideas, and, you know, really helped me move things forward. I think that, you know, doing anything in a bubble is is more difficult and probably not as good in the end. Yeah. So   Michael Hingson ** 53:05 again, the way you utilize teamwork may have been a little bit different, but probably not so different. But still, having other people around to be part of the community always helps a great deal. And I think that's really important.   Julie Ellis ** 53:24 Which I think I think the teamwork, I think teamwork is so so important. And yeah, that doing anything. I you know, I think over the last few years, if anything, that's one thing that I really learned is that, you know, I want to do work that is has people around me, I don't want to do work where I'm in a bubble on my own. Because that, to me is, you know, it's just so fulfilling to work with people.   Michael Hingson ** 53:58 It is a whole lot more fun. And oftentimes you get some incredible new ideas that you didn't think of, and that's happened to me with the book. And it's also happened, for me, getting to do all of these podcasts because it's helped me clarify a lot of things think about things in a different way. I mentioned, I'm my own best teacher, and that came out in part of discussions I've had on a few of these podcasts. I love to feel that I need to learn at least as much as anybody else on these podcasts are I'm not doing my job well. And I want to believe that I'm a better person for getting to do these and it is a lot of fun. And every person who's ever come on this podcast is a part of the team and listeners who comment are a part of the team, and it doesn't get any better than that.   Julie Ellis ** 54:49 I agree. I agree. So it's   Michael Hingson ** 54:53 really a lot of fun.   Julie Ellis ** 54:55 So there's there's something about all of us where Working together, the all the boats rise together kind of sentiment like just that, that we lift each other up when we work together and when we create community. And when we talk about the things that are hard for us, or the things that are, you know, like out there and what we're feeling and what's happening, I just feel like that, you know, nobody should isolate themselves. And it's, it helps all of us when we talk about things and when we work together.   Michael Hingson ** 55:31 Well, when we're talking about big, gorgeous goals, or talking about the things that we do, obviously, we're visioning and we need to make a plan and plan along the way, what do you what would you say about the difference or, or what it means to have the intersection of visioning and planning.   Julie Ellis ** 55:49 I think that it is about like, spending the time to dream and think big. And also, knowing that having a good plan to underpin it is going to help you get there. And so, you know, I think a lot of people will be like, I'm great with the vision and like the follow through, or people are like, I got all the steps. But you know, that's kind of me, I have all the steps, but it's hard for me to value the visioning time. And so how do you get what you don't necessarily think you're good at or what you don't feel as comfortable doing? Right? So, you know, you help somebody, you get somebody to help you create the planning steps like me who's good at planning, or I get out into the world and talk to people who are great at Big Vision and, and bounce ideas around with them. You know? And so how do you sort of like, find the duality in that? And if you're good at both, like, Hmm, I bow down to you, because I would love that. But you know, so how do you just build, build, you know, ways for yourself to have help that you need to do the thing you feel you may not be good at.   Michael Hingson ** 57:00 And there's nothing wrong with asking, and there's nothing wrong with seeking help to make something work.   Julie Ellis ** 57:07 And I always say to my kids, like, knows are free, you know, like, somebody can't help you or doesn't have the knowledge or the time or whatever it is, they can say no. But if you don't ask, you'll never know what could have happened. And   Michael Hingson ** 57:21 that goes both ways. Because sometimes it's better for you to say no, because it just isn't the right thing for you. I I'm a firm believer in something else that Gandhi said, you talked about Be the change you want to see in the world. One of my other favorite expressions that I've learned over the years that Gandhi said this interdependence is and ought to be as much the ideal of man as a self sufficiency. And that is so true. It   Julie Ellis ** 57:49 is true because we can't be islands, we can't do things all on our own.   Michael Hingson ** 57:53 No. Or at least, even if we can, we shouldn't. Agreed. Yeah, I mean, that's the most important part about it. Well, I want to, I want to thank you for being here. If people want to reach out to you maybe take you up on being a coach and so on. How do they do that?   Julie Ellis ** 58:10 They can find me on LinkedIn. They can also find me at Julie Ellis and co.com.   Michael Hingson ** 58:19 And how do they find you on LinkedIn?   Julie Ellis ** 58:20 I am Julie Ellis.   Michael Hingson ** 58:24 E l l i s right. You got it. Yeah. So Julie, J u l i e E l l i s there you go. Well, this has been fun. And I really appreciate you been willing to come on and chat for an hour. And I hope that we've been able to give people some things to think about that are positive. I've got lots of the go away and ponder some more, which for me is always fun to do. And I really appreciate you taking the time to do it. And I know that I probably won't use too many. Well, I won't read any Maples labels unless there is a braille version but that's okay.   Julie Ellis ** 59:01 True. Yeah. True. That would be a great product.   Michael Hingson ** 59:06 Well, there are Dymo has developed a Braille labeler but you know, over time, there will be more technologies and other ways of doing labels I think we're gonna go more into the ability for smartphones to recognize labels from a distance away and and won't I'll be optical so a lot of things happening. Yep.   Julie Ellis ** 59:27 Amazing the technology and how we can advance so fast.   Michael Hingson ** 59:31 Isn't it scary? Yeah. Not really.   Julie Ellis ** 59:33 It's great to dairy and amazing all at once.   Michael Hingson ** 59:36 It is and I like the more amazing than scary. We don't need to be scared of it. Now. Well, thank you for being here. And I want to thank you all for listening to us today. And again, love it if you would give us a five star rating wherever you're listening to us. Reach out to Julie I'm sure she'd love to chat with you and help in any way that she can. I'd love to hear from you. You can email me Michael M i c h a e l h i at accessiBe A c c e s s i b e.com. Or go to our podcast page www dot Michael hingson.com/podcast. So we'd love to hear from you and Michael Hingson is m i c h a e l h i n g s o n. So thanks again for listening. Love to get your reviews and your comments and keep them coming and we will be back next week with another episode or actually in a few days with another episode of unstoppable mindset. And again, Julie last time, thanks very much for being here and being with us.   Julie Ellis ** 1:00:34 Thank you so much for having me, Michael. I loved our chat today.   Michael Hingson ** 1:00:41 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. 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"The Ben & Marc Show," featuring a16z co-founders Marc Andreessen and Ben Horowitz. In this special episode, Marc and Ben dive deep into the REAL story behind the creation of Netscape—a web browser co-created by Marc that revolutionized the internet and changed the world. As Ben notes at the top, until today, this story has never been fully told either in its entirety or accurately. In this one-on-one conversation, Marc and Ben discuss Marc's early life and how it shaped his journey into technology, the pivotal moments at the University of Illinois that led to the development of Mosaic (a renegade browser that Marc developed as an undergrad), and the fierce competition and legal battles that ensued as Netscape rose to prominence. Ben and Marc also reflect on the broader implications of Netscape's success, the importance of an open internet, and the lessons learned that still resonate in today's tech landscape (especially with AI). That and much more. Enjoy!Watch the FULL Episode on YouTune: https://youtu.be/8aTjA_bGZO4 Resources: Marc on X: https://twitter.com/pmarca Marc's Substack: https://pmarca.substack.com/ Ben on X: https://twitter.com/bhorowitz Book mentioned on this episode: - “Expert Political Judgment” by Philip E. Tetlock https://bit.ly/45KzP6M TV Series mentioned on this episode: - “The Mandalorian” (Disney+) https://bit.ly/3W0Zyoq Stay Updated: Let us know what you think: https://ratethispodcast.com/a16zFind a16z on Twitter: https://twitter.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zSubscribe on your favorite podcast app: https://a16z.simplecast.com/Follow our host: https://twitter.com/stephsmithioPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures.

How can you sustain a high level of performance over time?My guest today on The Courage of a Leader podcast is Sue Firth, a business psychologist, performance, coach, and a leading authority on stress, resilience, and wellbeing; and Sue is here to tell us that healthy habits are at the core of the answer!Sue brings us very practical and effective ways of shifting our habits to lower stress and the stress chemicals in the body and to truly be able to refuel and continue to perform well.You'll love her thinking and her practical guidance that you can truly implement right away. About the Guest:Sue Firth is a Business Psychologist, Performance Coach and a leading authority on stress, resilience, and well-being. She is also an author and helps CEOs and senior executives manage their work, life and become more resilient. She works both with groups and individuals.Sue is an international speaker and presenter and holds both a Batchelor of Science and a master's degree. She is a member of the British Psychological Society and The Health Professions Council. Sue regularly appears in the media and press, has an established social media following and has been a guest/expert on ITV and the BBC.She runs a private practice in Cambridge, and 58 South Molton Street, London. Sue aims to make a difference to the way people think and to teach them how to moderate their own habits to reduce any difficulties they have, whilst still maintaining their effectiveness. With extensive experience in consulting at strategic level for both the management of change and the implementation of stress programmes to support employees, she is well placed to offer insight to guide people. Used to professional speaking, she regularly travels abroad as well as frequently working with medium to large corporates in the U.K. She is an expert in Leadership Resilience and Sustainable Performance as she has recognized the need to enhance a person's attitude and approach when working in high pressure situations. She has worked with many high-profile corporate clients including National Grid plc, Lloyds Bank, Curry's, and Seddon Construction. She's also worked with Sun Microsystems, and British Aerospace in the past. She has written several books including ‘More Life, Less Stress', ‘Taking the Stress out of Leadership which are available on Amazon, and ‘Understanding Relationships' available from her site. She regularly appears on the Radio and television and runs her own podcast, The Executive Edge.The best way to reach Sue is by email, sue@suefirthltd.com About the Host:Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays.As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results. Amy's most popular keynote speeches are:The Courage of a Leader: The Power of a Leadership LegacyThe Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System CollaborationThe Courage of a Leader: Accelerate Trust with Your Team, Customers and CommunityThe Courage of a Leader: How to Build a Happy and Successful Hybrid Team Her new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results. www.courageofaleader.com

Tamara Steffens is a seasoned tech executive with a remarkable track record in scaling teams, infrastructures, and products. She has contributed significantly to early mobile and SaaS pioneers, including Boingo, Software.com, Fusion One, and Color. Tamara has held executive roles at Microsoft and Openwave, leading large teams and driving innovation. Her tech career began at Sun Microsystems and Silicon Graphics, where she architected partnerships that defined entire industries. Tamara holds a BS in finance from Michigan State University and is actively involved in shaping the future of business and innovation as a board member at the Broad Business School and a member of the National Advisory Council on Innovation and Entrepreneurship at the U.S. Department of Commerce. She currently works as an MD at Thomson Reuters Ventures; we are thrilled to welcome Tamara to AI and the Future of Work.In this episode,  we discuss:Corporate Venture Capital Insights: Tamara shares her journey from working at tech companies like Sun Microsystems and Silicon Graphics to leading Thomson Reuters' venture fund. She explains how her extensive go-to-market experience shapes her investment strategy.Investment Strategies in AI: We explore how Thomson Reuters' corporate venture arm approaches AI investments, emphasizing the importance of product-market fit, revenue generation, and strategic alignment with the company's broader goals.Differences Between Corporate and Traditional VCs: Tamara outlines the unique considerations of corporate VCs, such as potential go-to-market synergies and strategic benefits, compared to traditional VCs which primarily focus on financial returns.Case Studies of AI Investments: We delve into specific investments, like WiseDocs and CentML, highlighting the processes, investment theses, and strategic benefits these companies bring to Thomson Reuters and their respective industries.The Impact of AI on the Legal Industry: Tamara discusses how AI is transforming the legal sector, enhancing efficiency, and changing the nature of legal work, particularly for junior lawyers and paralegals.Responsible AI and Data Governance: We talk about the importance of responsible AI, data privacy, and governance in AI investments. Tamara explains Thomson Reuters' approach to ensuring ethical AI practices and compliance with legal standards.ResourceConnect with Tamara AI fun fact articleAn episode you might like about breaking into venture capital

Dr Linda Berberich, Founder and Chief Learning Architect at Linda B. Learning. A consulting company based in the greater Seattle area, focused on innovation in learning design and learning technology. Go to www.thejasoncavnessexperience.com for the full episode and other episodes of The Jason Cavness Experience on your favorite platforms. Sponsor CavnessHR delivers HR companies with 49 or fewer people with our HR platform and by providing you access to your own HRBP.  www.CavnessHR.com Partners Message your customers - https://www.tawk.to/?pid=byo1znq Payroll - https://offers.everee.com/cavness-hr Sales CRM for small business - https://refer.close.com/100cqlbfcgg5 Health Insurance and Benefits - https://www.peoplekeep.com/refer Linda's Bio Dr Linda Berberich, Founder and Chief Learning Architect at Linda B. Learning, a consulting company based in the greater Seattle area, focused on innovation in learning design and learning technology. With a 30-year track record of designing learning experiences and technologies that revolutionize how people learn, her expertise helps tech leaders develop innovative learning products in record time.  Companies I Have Worked For and With Apex Learning, Ashmead College, Atlassian, AuthenticID, Blackbaud, Click2Learn, The Cobalt Group, Expedia, Imperative, Interflexion, Microsoft, Northern Alberta Institute of Technology, Oracle, Practiss.ai, Simple Habit, Sun Microsystems, University of Washington, Visa, and more! I specialize in innovative learning solutions and learning technology products, especially those that include Extended Reality (XR) and machine learning (AI/ML). I am best known for my ability to quickly produce results based on data-driven outcomes, often in fun and highly imaginative ways! We talked about the following and other items  Ice skating, tattoos, and theater. Ice skating competition nerves and preparation. Ice skating, acting, and psychology. Reading habits and book recommendations. Learning to read, languages, and focus in later life. Education and learning, with a focus on personalized instruction and valuing individual potential. Homeschooling, academic credentials, and parental time constraints. Rekindling curiosity in older adults and the importance of socialization in school. Middle school experiences with bullying and social dynamics.  Parental influence, education, and open-mindedness. The importance of lifelong learning and challenging authority. Personalized learning and the evolution of education technology. Using AI tools for homework, challenging teachers to adapt. Learning and development, including technology use. Dreams, technology, and balance. Dream analysis and AI-powered dream interpretation. Personalized dream interpretations and introspection. Lucid dreaming and parallel universes. Dreams, communication, and hierarchy among species. Coexisting with nature, respecting other species, and gardening practices. Data-driven strategies, innovation, and tech consulting. Business model, pricing, and networking for a consultant. Innovation consulting, client acquisition, and measuring success. Virtual reality, augmented reality, and customer satisfaction. AR/VR/AI/ML technology in Seattle, with focus on education and potential risks. Data privacy, UBI, and side hustles. Advanced tech, UBI, and essential workers' compensation. AI and tech projects with diverse teams, including dream analysis app, GPT group, child CBT, and femtech. Entrepreneurship, AI, and social media platforms. UX testing, incubators, and future plans for a startup learning person. Tech startup funding, diversity, and inclusivity. Funding for black female founders, company startup stories. Confidence and competence in learning and career development. Scaling a business, leadership, and gender bias in the tech industry. Networking events and startup pitch competitions in Seattle. Fundraising for startups, matchmaking founders with investors. AI, ML, and VR, with tips for entrepreneurs. Linda's Social Media Linda's LinkedIn: https://www.linkedin.com/in/linda-berberich-phd-3745004/ Company Website: https://www.lindablearning.com/  Company LinkedIn: https://www.linkedin.com/company/linda-b-learning/ Linda's Advice  Don't be scared of technology. The biggest thing is that people fear it. But fear to me is always an opportunity to look at why you're scared. It's an opportunity to dive deeper. It's an opportunity for inquiry, like that's how I usually describe it. So if it scares you, that's your emotions telling you pay attention. Learn.

Mike Schroepfer (Schrep) is the Founder & Partner @ Gigascale Capital, a new kind of climate-focused investment firm. Prior to Gigascale, Mike was the CTO @ Meta where he scaled products to billions of users, shipped millions of units of consumer hardware, constructed tens of millions of sq ft of data centres, built teams of up to 35,000, and made breakthroughs in AI. Before Meta, Mike led engineering at Mozilla and founded a company acquired by Sun Microsystems. In Today's Show with Mike Schroepfer We Discuss: 1. Lessons from Mark Zuckerberg and Meta: What are Schrep's biggest lessons from Zuck on truly effective leaders? Why does Schrep believe the best leaders are like music conductors? What does Schrep mean when he says, "building a company is a game of inches"? Why does Schrep believe "inertia is one of the most underappreciated forces in company building?" 2. The Future of Energy: Why does Schrep believe that the "availability of cheap, clean energy is the biggest rate limiter to human progress?" Does Schrep agree with Sam Altman that energy will be the currency of the next decade? Or does he believe Mustafa Suleyman is right and it will soon be free and abundant? How does Schrep predict the next five years for both fusion and nuclear? Why does Schrep believe the next few years will be "messy but with huge opportunity"? 3. Investing in Climate: It has to be Profitable: Why does Schrep believe that markets and not governments or philanthropy will solve the climate challenges we face? What leads Schrep to suggest that the climate change transition is a $10TRN opportunity for investors? What is the single hardest element of investing in climate change solutions today? Why do climate change solutions need to reshape how they market to consumers? How much capital does it take to build a defensible moat in climate? 4. Schrep: The Man Behind Whatsapp and Instagram: AMA: How does Schrep reflect on his own relationship to money? How has it changed? How does Schrep think about what it takes to be a great father? How did Schrep manage the physical stress and pressure of managing engineering for products that serve billions of people in WhatsApp and Instagram?    

Welcome to episode 226 of the Grow Your Law Firm podcast, hosted by Ken Hardison. In this episode, Ken sits down with Hamid Kohan, President and CEO of Legal Soft. Hamid and Ken discuss how AI and automation transform the legal industry, improving client interactions and retention. They delve into the importance of leveraging technology for client acquisition, personalized communication, and nurturing lasting relationships to boost law firm profitability and efficiency while adapting to the evolving landscape of legal practice.   Distinguished Serial Entrepreneur, Author, and Legal Tech Innovator Hamid Kohan is a dynamic force in the business world, celebrated for his exceptional ability to scale law firms of all sizes. His journey began in Silicon Valley, where he served as the Director of Business Development at Sun Microsystems, collaborating with prominent figures like Eric Schmidt (Google CEO) and Carol Bartz (Yahoo CEO). From there, he took on the role of President at Web Radio, orchestrating a remarkable ascent to a valuation of $1 billion and leading the company to a successful IPO on the New York Stock Exchange. Currently, Hamid stands as the President and CEO of Legal Soft, spearheading the revolution of the legal industry and virtual legal staffing. His visionary leadership has propelled Legal Soft to the forefront of legal tech innovation, optimizing law firm operations and driving efficiency. Moreover, Hamid is the esteemed founder of Magic Law Group, a prestigious national law firm specializing in personal injury, lemon law, employment law, and workers' compensation. His entrepreneurial prowess has established Magic Law Group as a leading force in the legal landscape. Notably, Hamid is an award-winning author, with influential books like "How to Scale Your Stupid Law Firm," "How to Scale Your Stupid AI Law Firm," and the upcoming "How to Tune-Up Your Practice." These acclaimed works equip legal professionals with invaluable strategies, enabling them to achieve growth and success. With an unwavering commitment to legal tech innovation, Hamid Kohan is at the forefront of AI initiatives in the industry, further solidifying his position as a thought leader and trailblazer.   What you'll learn about in this episode:   1. How to leverage technology for client retention:         - Establishing formal programs for client retention         - Nurturing existing clients for referrals and repeat business   2. The AI Impact in Law Firms:         - Utilizing AI for client acquisition         - Enhancing marketing strategies with AI insights   3. Importance of Regulations in AI Implementation:         - Ensuring transparency and compliance with regulations         - Disclosing the use of AI tools to clients and audiences   4. Using AI in Case Management:         - Streamlining case management processes with AI         - Automating document collection and medical record summaries   5. Simplifying AI Adoption in Law Firms:         - Providing all-in-one AI solutions tailored to specific practice areas         - Making AI tools user-friendly and easy to navigate   Resources:  https://www.tiktok.com/@legal.soft?lang=en https://www.threads.net/@legal.soft https://www.instagram.com/legal.soft/?hl=en https://legalsoft.com/hamid-kohan/   Additional Resources:    https://www.pilmma.org/aiworkshop https://www.pilmma.org/the-mastermind-effect https://www.pilmma.org/resources https://www.pilmma.org/mastermind

We all seem to be waiting for a "sci-fi" moment in our lives. Can we see what we don't believe? Can our attention be farmed? Can we see the color blue!? What will we manifest now that we are deeply questioning reality? We live in a hyper-reality of hallucinated information transposed by what's important for our survival. We commission a hallucination and show ourselves for tactical purposes. The eyes are a stage the mind palace uses to play a scene. Our real-world is received through the pineal needle in the center of our head. Our senses are here to only show us a reality our system can stomach. All of our vision and hearing is restricted by melanin, dopamine, and the emotional filters of the amygdala. Just as truth is suppressed in society, so is it suppressed by our amygdala. It is trying to protect us. This is how we come to learn about aperture. Aperture is the lensing of consciousness. Visit JTrue.com James True Youtube James True is a self-taught software engineer producing solutions for Autodesk, Cisco, Cure Autism Now, EMC, Stanford University, Sun Microsystems, VMWare, and The Weather Channel. Some of his code has been mentioned in Wired Magazine and he co-authored a technical manual for video streaming servers. He has launched several software products over the years while pursuing commissions in outdoor sculpture. He has had working galleries in Asheville, Black Mountain, and Boone, North Carolina and commissioned art installations were seen at the Black Mountain Music Festival, Hulaween, Electric Forest, The Love Burn, and Envision Costa Rica. In his hometown of Beech Mountain, he served as Education Coordinator and later President of a 501(c)(3) non-profit organization dedicated to wildlife rehabilitation and later appointed to his town's planning board and ran for town council. He is the chairperson for his county libertarian party but his heart is in Bioregionalism. James' first book as was released in October of 2018 called the Spell of Six Dragons and his second book, Blueprints of Mind Control came out February of 2019. Watch MOLECULAR - Losing Sleep Watch MOLECULAR - No More Haunts Get your Aquacure! Use coupon code: FREEMAN for %20 off! Aquacure AC50 The AquaCure® (Model AC50) is the MOST ADVANCED and user-friendly Hydrogen Rich Water and HydrOxy for Health machine. Contact George Wiseman for his upcoming Brown's Gas instructional seminar https://eagle-research.life/contact/ https://eagle-research.life/ The Free Zone with Freeman Fly - Saturday 8pm EST FreemanTV.com Follow me on Twitter @freemantv Watch Freeman's videos on Rokfin Associate Producer: Steve Mercer Send comments and guest suggestions to producersteve@freemantv.com

Scott McNealy stands as a prominent figure in the tech industry, celebrated for his role as the co-founder and former CEO of Sun Microsystems. Established in 1982, Sun Microsystems quickly rose to prominence in Silicon Valley, renowned for its groundbreaking computer hardware, software, and network computing solutions. Its transformative contributions, such as Unix workstations and the Java programming language, left an indelible mark on the tech landscape before its acquisition by Oracle in 2010.After 22 years as CEO of Sun Microsystems, Scott stepped down and co-founded WayIn, a social intelligence and visualization company, and played a crucial role in shaping its direction.Beyond his corporate ventures, Scott has been deeply involved in philanthropic and educational initiatives. He co-founded Curriki, an online platform providing free educational resources to students and educators worldwide.As Chairman Emeritus of LittleHorse, Scott continues to be engaged in the tech ecosystem, offering guidance and support to emerging companies. Additionally, his role as an Operating Partner at Flume Ventures underscores his dedication to fostering innovation and supporting startups in their journey to success.*The Founder Hour is brought to you by Outer. Outer makes the world's most beautiful, comfortable, innovative, and high-quality outdoor furniture - ALL from sustainable materials - and is the ONLY outdoor furniture with a patented built-in cover to make protecting it effortless. From teak chairs to fire pit tables, everything Outer makes has the look and feel of what you'd expect at a 5-star resort, for less than you'd pay at a big box store for something that won't last.For a limited time, get 10% off at www.liveouter.com/thefounderhour. Terms and conditions apply. Follow The Founder Hour on:Instagram | www.instagram.com/thefounderhourTwitter/X | www.twitter.com/thefounderhourLinkedIn | www.linkedin.com/company/thefounderhourYouTube | www.youtube.com/@thefounderhour

Guest: Scott McNealy, former CEO and co-founder of Sun Microsystems & co-founder of CurrikiScott McNealy never wanted to be CEO of Sun, and in his 22-year tenure before selling to Oracle, he knows there were times he failed to execute, or to rein in the once-iconic Silicon Valley firm's worst impulses. But like his pro golfer son, Maverick, Scott doesn't like to look back: “Golfers will always look back and blame the wind, a divot that wasn't repaired, a bad rake job, a mower cut that wasn't done properly, a gust of wind,” he explains. “If you blame yourself for all of the mistakes you make. You will hate yourself ... I look forward.”In this episode, Scott and Joubin discuss Scott Cook, Maverick McNealy, why big companies are riskier than startups, Al Gore, Marc Andreessen, Mark Zuckerberg, Kodak, Dick Kleinhans, Harvard University, “bozo invasions,” Myers-Briggs, making an example, Motorola car phones, the Moscone Center, Elon Musk, Jeff Bezos, NVIDIA's valuation, farewell letters, “you have no privacy,” open-source education, and toothpaste.com.In this episode, we cover:Links:Connect with ScottTwitterLinkedInConnect with JoubinTwitterLinkedInEmail: grit@kleinerperkins.com Learn more about Kleiner PerkinsThis episode was edited by Eric Johnson from LightningPod.fm