Podcasts about Supply

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Montee Tayion Holland. Founder, president, and CEO of The Tayion Collection, a luxury menswear brand. Holland shares his journey from growing up in Detroit, serving in the U.S. Marine Corps, and working in pharmaceutical sales to building a nationally recognized fashion brand carried by major retailers. The conversation focuses on entrepreneurship, fashion, branding, licensing, mentorship, business growth, and creating a legacy through both business success and community impact. Purpose of the Interview The interview aims to: Share Montee Tayion Holland's entrepreneurial journey. Educate listeners on how to build a successful fashion brand. Explain the business side of the fashion industry, including licensing and retail partnerships. Inspire aspiring entrepreneurs to pursue their passions and monetize their talents. Highlight the importance of mentorship, networking, and community involvement. Discuss the success and significance of apparel collections inspired by historically Black fraternities and sororities. Key Takeaways 1. Passion Often Starts Early Holland's interest in fashion began while growing up in Detroit, where he admired the way coaches and professional role models dressed. Their polished appearance inspired him to pursue a future connected to fashion, even before he understood how to enter the industry. 2. Detroit Influenced His Style Philosophy Detroit's rich culture of fashion, confidence, and self-expression helped shape Holland's view that clothing should reflect an individual's personality. He believes style is about more than appearance. It is a statement of identity and confidence. 3. Military Service Became His Fashion Classroom While serving in the Marine Corps overseas, Holland spent time in tailoring shops creating custom shirts, jackets, and suits. Those experiences taught him about fabrics, fit, construction, and design, laying the foundation for his future brand. 4. The Tayion Collection Bridges Luxury and Accessibility Holland designed The Tayion Collection to offer many of the details and craftsmanship found in custom clothing while remaining accessible through ready-to-wear garments. His goal was to deliver luxury quality at a more attainable price point. 5. A Great Product Alone Is Not Enough One of Holland's strongest lessons is that entrepreneurs must understand the business behind their products. Success requires knowledge of: Manufacturing Cost structure Inventory management Supply chains Distribution Cash flow Retail relationships He stresses that many businesses fail not because of poor products but because of weak business operations. 6. Relationships Can Transform a Career A key turning point came when Holland met apparel executive Ronnie Waksburger, who helped introduce him to larger opportunities within the fashion industry. The interview demonstrates how networking, reputation, and relationship-building can accelerate business growth. 7. Licensing Is a Powerful Growth Strategy Holland explains that licensing allows entrepreneurs to expand their brands without personally funding massive production runs. Through licensing partnerships, businesses gain access to: Manufacturing capabilities Capital resources Industry expertise Distribution channels Retail partnerships This model allows brands to scale faster while reducing operational challenges. 8. The Divine Nine Collection Filled an Important Market Need Holland partnered with Macy's to create apparel inspired by the colors of the Divine Nine fraternities and sororities. Rather than focusing primarily on logos and symbols, the collection uses sophisticated color combinations and versatile styling that can be worn in both professional and social settings. 9. Giving Back Is Part of His Mission Beyond fashion, Holland has spent years mentoring young people and helping student-athletes earn college scholarships. His commitment comes from his own experiences growing up and wanting to create opportunities for future generations. 10. Legacy Matters More Than Short-Term Success Holland's long-term goal is not simply to sell clothing but to build an enduring fashion brand that can continue impacting people for generations. He views entrepreneurship as an opportunity to create something meaningful that outlives its founder. Notable Quotes On Fashion and Identity "People who are really into fashion would like their fashion to be an extension of their personalities." On The Tayion Collection "Where the custom suit meets the ready-to-wear suit." On Entrepreneurship "You can have the hottest garments in the world. If you don't understand the business of it, you will lose and you will fail." On Innovation "It's about taking risks and it's about following that little voice in your head." On Purpose "That little voice in your head is your gift and you have to listen to it." On Licensing "Would you rather have all of $1 million or 10% of $100 million?" On Passion "You have to love what you do." On Recognizing Opportunity "If people are always complimenting you on it, it's maybe something that you could do and monetize." On Entrepreneurship "You will not fail. You will know." On Legacy "I believe there is no mountaintop. It's a legacy brand that could be here for years and years to come." Executive Summary Montee Tayion Holland's interview is a powerful story about vision, resilience, and entrepreneurship. From humble beginnings in Detroit and service in the Marine Corps to founding The Tayion Collection and securing partnerships with major retailers, Holland demonstrates how passion, discipline, continuous learning, and strategic relationships can build a successful brand. His central message is simple: identify your gifts, develop the business skills to support them, trust your instincts, and build something that creates lasting value for future generations. #BEST#SHMS #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Montee Tayion Holland. Founder, president, and CEO of The Tayion Collection, a luxury menswear brand. Holland shares his journey from growing up in Detroit, serving in the U.S. Marine Corps, and working in pharmaceutical sales to building a nationally recognized fashion brand carried by major retailers. The conversation focuses on entrepreneurship, fashion, branding, licensing, mentorship, business growth, and creating a legacy through both business success and community impact. Purpose of the Interview The interview aims to: Share Montee Tayion Holland's entrepreneurial journey. Educate listeners on how to build a successful fashion brand. Explain the business side of the fashion industry, including licensing and retail partnerships. Inspire aspiring entrepreneurs to pursue their passions and monetize their talents. Highlight the importance of mentorship, networking, and community involvement. Discuss the success and significance of apparel collections inspired by historically Black fraternities and sororities. Key Takeaways 1. Passion Often Starts Early Holland's interest in fashion began while growing up in Detroit, where he admired the way coaches and professional role models dressed. Their polished appearance inspired him to pursue a future connected to fashion, even before he understood how to enter the industry. 2. Detroit Influenced His Style Philosophy Detroit's rich culture of fashion, confidence, and self-expression helped shape Holland's view that clothing should reflect an individual's personality. He believes style is about more than appearance. It is a statement of identity and confidence. 3. Military Service Became His Fashion Classroom While serving in the Marine Corps overseas, Holland spent time in tailoring shops creating custom shirts, jackets, and suits. Those experiences taught him about fabrics, fit, construction, and design, laying the foundation for his future brand. 4. The Tayion Collection Bridges Luxury and Accessibility Holland designed The Tayion Collection to offer many of the details and craftsmanship found in custom clothing while remaining accessible through ready-to-wear garments. His goal was to deliver luxury quality at a more attainable price point. 5. A Great Product Alone Is Not Enough One of Holland's strongest lessons is that entrepreneurs must understand the business behind their products. Success requires knowledge of: Manufacturing Cost structure Inventory management Supply chains Distribution Cash flow Retail relationships He stresses that many businesses fail not because of poor products but because of weak business operations. 6. Relationships Can Transform a Career A key turning point came when Holland met apparel executive Ronnie Waksburger, who helped introduce him to larger opportunities within the fashion industry. The interview demonstrates how networking, reputation, and relationship-building can accelerate business growth. 7. Licensing Is a Powerful Growth Strategy Holland explains that licensing allows entrepreneurs to expand their brands without personally funding massive production runs. Through licensing partnerships, businesses gain access to: Manufacturing capabilities Capital resources Industry expertise Distribution channels Retail partnerships This model allows brands to scale faster while reducing operational challenges. 8. The Divine Nine Collection Filled an Important Market Need Holland partnered with Macy's to create apparel inspired by the colors of the Divine Nine fraternities and sororities. Rather than focusing primarily on logos and symbols, the collection uses sophisticated color combinations and versatile styling that can be worn in both professional and social settings. 9. Giving Back Is Part of His Mission Beyond fashion, Holland has spent years mentoring young people and helping student-athletes earn college scholarships. His commitment comes from his own experiences growing up and wanting to create opportunities for future generations. 10. Legacy Matters More Than Short-Term Success Holland's long-term goal is not simply to sell clothing but to build an enduring fashion brand that can continue impacting people for generations. He views entrepreneurship as an opportunity to create something meaningful that outlives its founder. Notable Quotes On Fashion and Identity "People who are really into fashion would like their fashion to be an extension of their personalities." On The Tayion Collection "Where the custom suit meets the ready-to-wear suit." On Entrepreneurship "You can have the hottest garments in the world. If you don't understand the business of it, you will lose and you will fail." On Innovation "It's about taking risks and it's about following that little voice in your head." On Purpose "That little voice in your head is your gift and you have to listen to it." On Licensing "Would you rather have all of $1 million or 10% of $100 million?" On Passion "You have to love what you do." On Recognizing Opportunity "If people are always complimenting you on it, it's maybe something that you could do and monetize." On Entrepreneurship "You will not fail. You will know." On Legacy "I believe there is no mountaintop. It's a legacy brand that could be here for years and years to come." Executive Summary Montee Tayion Holland's interview is a powerful story about vision, resilience, and entrepreneurship. From humble beginnings in Detroit and service in the Marine Corps to founding The Tayion Collection and securing partnerships with major retailers, Holland demonstrates how passion, discipline, continuous learning, and strategic relationships can build a successful brand. His central message is simple: identify your gifts, develop the business skills to support them, trust your instincts, and build something that creates lasting value for future generations. #BEST#SHMS #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSee omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Montee Tayion Holland. Founder, president, and CEO of The Tayion Collection, a luxury menswear brand. Holland shares his journey from growing up in Detroit, serving in the U.S. Marine Corps, and working in pharmaceutical sales to building a nationally recognized fashion brand carried by major retailers. The conversation focuses on entrepreneurship, fashion, branding, licensing, mentorship, business growth, and creating a legacy through both business success and community impact. Purpose of the Interview The interview aims to: Share Montee Tayion Holland's entrepreneurial journey. Educate listeners on how to build a successful fashion brand. Explain the business side of the fashion industry, including licensing and retail partnerships. Inspire aspiring entrepreneurs to pursue their passions and monetize their talents. Highlight the importance of mentorship, networking, and community involvement. Discuss the success and significance of apparel collections inspired by historically Black fraternities and sororities. Key Takeaways 1. Passion Often Starts Early Holland's interest in fashion began while growing up in Detroit, where he admired the way coaches and professional role models dressed. Their polished appearance inspired him to pursue a future connected to fashion, even before he understood how to enter the industry. 2. Detroit Influenced His Style Philosophy Detroit's rich culture of fashion, confidence, and self-expression helped shape Holland's view that clothing should reflect an individual's personality. He believes style is about more than appearance. It is a statement of identity and confidence. 3. Military Service Became His Fashion Classroom While serving in the Marine Corps overseas, Holland spent time in tailoring shops creating custom shirts, jackets, and suits. Those experiences taught him about fabrics, fit, construction, and design, laying the foundation for his future brand. 4. The Tayion Collection Bridges Luxury and Accessibility Holland designed The Tayion Collection to offer many of the details and craftsmanship found in custom clothing while remaining accessible through ready-to-wear garments. His goal was to deliver luxury quality at a more attainable price point. 5. A Great Product Alone Is Not Enough One of Holland's strongest lessons is that entrepreneurs must understand the business behind their products. Success requires knowledge of: Manufacturing Cost structure Inventory management Supply chains Distribution Cash flow Retail relationships He stresses that many businesses fail not because of poor products but because of weak business operations. 6. Relationships Can Transform a Career A key turning point came when Holland met apparel executive Ronnie Waksburger, who helped introduce him to larger opportunities within the fashion industry. The interview demonstrates how networking, reputation, and relationship-building can accelerate business growth. 7. Licensing Is a Powerful Growth Strategy Holland explains that licensing allows entrepreneurs to expand their brands without personally funding massive production runs. Through licensing partnerships, businesses gain access to: Manufacturing capabilities Capital resources Industry expertise Distribution channels Retail partnerships This model allows brands to scale faster while reducing operational challenges. 8. The Divine Nine Collection Filled an Important Market Need Holland partnered with Macy's to create apparel inspired by the colors of the Divine Nine fraternities and sororities. Rather than focusing primarily on logos and symbols, the collection uses sophisticated color combinations and versatile styling that can be worn in both professional and social settings. 9. Giving Back Is Part of His Mission Beyond fashion, Holland has spent years mentoring young people and helping student-athletes earn college scholarships. His commitment comes from his own experiences growing up and wanting to create opportunities for future generations. 10. Legacy Matters More Than Short-Term Success Holland's long-term goal is not simply to sell clothing but to build an enduring fashion brand that can continue impacting people for generations. He views entrepreneurship as an opportunity to create something meaningful that outlives its founder. Notable Quotes On Fashion and Identity "People who are really into fashion would like their fashion to be an extension of their personalities." On The Tayion Collection "Where the custom suit meets the ready-to-wear suit." On Entrepreneurship "You can have the hottest garments in the world. If you don't understand the business of it, you will lose and you will fail." On Innovation "It's about taking risks and it's about following that little voice in your head." On Purpose "That little voice in your head is your gift and you have to listen to it." On Licensing "Would you rather have all of $1 million or 10% of $100 million?" On Passion "You have to love what you do." On Recognizing Opportunity "If people are always complimenting you on it, it's maybe something that you could do and monetize." On Entrepreneurship "You will not fail. You will know." On Legacy "I believe there is no mountaintop. It's a legacy brand that could be here for years and years to come." Executive Summary Montee Tayion Holland's interview is a powerful story about vision, resilience, and entrepreneurship. From humble beginnings in Detroit and service in the Marine Corps to founding The Tayion Collection and securing partnerships with major retailers, Holland demonstrates how passion, discipline, continuous learning, and strategic relationships can build a successful brand. His central message is simple: identify your gifts, develop the business skills to support them, trust your instincts, and build something that creates lasting value for future generations. #BEST#SHMS #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Each week you'll hear an honest, grace-filled and encouraging message. By openly sharing from the Word and real life examples of the Father's love, you'll know that God is on your side and there is an entire community of people at our church that is cheering you on, praying for you, and standing with you in life. We meet every Sunday at 10:30 a.m. at 10925 Trail Haven Road in Rogers.Our Kid's Ministry is open for ages Birth-Grade 4.We also offer a Youth service every Wednesday night at 7 p.m. For more information, visit us at lwcc.org/northwest.To give a financial gift, simply text GIVE to 763.325.1010.Support the show

Supply chains are facing pressure from every direction, from inflation and shifting consumer behavior to climate-driven disruption and rapidly evolving AI capabilities. For leaders, the challenge isn't simply keeping up. It's figuring out where to focus, how to make faster and better decisions, and how to turn emerging technology into measurable business value.In this episode of The Buzz, powered by MFG.inc, Scott Luton and special guest co-host Tanzil Uddin with Manifest are joined by Dheera Anand, Partner at Bain & Company, to unpack some of the biggest forces shaping supply chain today. They explore the latest challenges at the Panama Canal, changing consumer behavior, and lessons in regional resilience from APAC before diving deep into AI and supply chain transformation.Dheera shares practical examples of how organizations are moving beyond AI experimentation and “pilot fatigue” to create real operational value. The conversation also explores high-frequency decision-making, the importance of choosing the right AI applications, and how AI could reshape integrated business planning through faster scenario planning, continuous monitoring, and an “always-on” approach to IBP. Key TakeawaysPredictability and visibility are critical to resilience. Disruptions such as those affecting the Panama Canal demonstrate why companies need to understand their exposure throughout the supply network, not just at tier one.Consumers are still spending, but they're becoming more value-conscious. Retailers need greater precision around inventory, working capital, automation, and productivity as economic pressures continue.AI's greatest value may be in high-frequency decisions. Thousands of small operational decisions can create significant value leakage when humans simply don't have the capacity to address them all in real time.Moving beyond AI pilot fatigue requires better use-case selection. Leaders should consider data availability, decision frequency, variability, and the consequences of error when determining where AI can deliver scalable value.World-class IBP is a decision process—not a reporting process. Effective IBP should drive decisions, trade-offs, scenario planning, and preparation for what happens when the plan changes.AI could make IBP increasingly “always on.” Faster scenario modeling, automated assumption monitoring, and early-warning signals could move organizations beyond the traditional monthly planning cadence.Not all complexity creates value. Organizations need greater visibility and governance to distinguish complexity that customers value from complexity that adds cost without meaningful return. Supply chain leaders don't need more technology experiments; they need practical ways to turn technology, data, and planning into better decisions. Tune in to hear Scott, Tanzil, and Dheera explore how leaders can move beyond AI pilots, strengthen resilience, rethink IBP, and build supply chains that are better equipped to compete in an increasingly complex environment. Additional Links & Resources:MFG.inc: https://mfg.inc/With That Said: https://bit.ly/WTS-12-Sep-2026Manifest 2027: https://manifestvegas.partners/partners/SupplyChainNowSupply Chain & Logistics Summit: https://bit.ly/SupplyChainAndLogisticsSummit-2026The Panama Canal's New Boss Inherits a Drought and a Bidding War for Transit Slots: https://on.wsj.com/4xW4xYbInflation persisted in August, potentially locking in a Fed interest rate hike: https://bit.ly/4gSLJD83 lessons from Asia-Pacific on regional cooperation in a fragmented world: https://bit.ly/Learning-from-APACThe Buzz APAC Edition for September 9th: https://bit.ly/The-Buzz-APAC-EditionMFG.inc Leadership Training: https://mfg.inc/trainingSupply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Bain: https://www.bain.com/Dheera on LinkedIn: https://www.linkedin.com/in/dheeraanand/Tanzil on LinkedIn: https://www.linkedin.com/in/tanziluddin/Upcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Learn more about our hosts: https://supplychainnow.com/aboutLearn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkLearn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- Demand Volatility Isn't a Forecasting Problem: How One FMCG Distributor Released Capacity Without Capital: https://bit.ly/4r94YM6WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemWEBINAR- The Real ROI of AI Analytics in the Supply Chain: Better Answers When Everyone Starts Asking: https://bit.ly/3TpCX6uThis episode was hosted by Scott Luton and Tanzil Uddin, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/buzz-ai-scale-panama-canal-risk-future-IBP-1636 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Sam Baker has spent 6 years in the Bitcoin industry and is currently a research analyst for River.› https://x.com/macromule› River's report: https://x.com/River/status/2095172953935684067PARTNERS

This sermon was preached by Clive Bowsher at Common Ground Church RondeboschTitle: Supply in the Valley - Episode 8 (Bonus)Series: One - Knowing Jesus Changes Everything

This week, construction walls are up at various places all around the Disneyland Resort, the Frontierland Shooting Gallery reopens, The Anahiem Ducks will be wearing the Disneyland Resort Logo this season, we continue our conversation with Disneyland Ambassador Connie Swanson Lane, and more! Please support the show if you can by going to https://www.dlweekly.net/support/. Check out all of our current partners and exclusive discounts at https://www.dlweekly.net/promos. News: Construction walls are up as a piece of Disney California Adventure history is coming down as the Paradise Gardens gazebo is removed. The structure originally opened in 2001 as Santa Rosa Seed and Supply in the park's former Bountiful Valley Farm area before being relocated to Paradise Gardens in 2011. Disney has not announced what will replace it, but construction walls suggest more changes could be on the way. – https://www.micechat.com/444728-disneyland-update-paradise-gardens-gazebo-shootin-exposition-mickey-souvenir-ticket/ Other construction continues across the Disneyland Resort, with walls and scaffolding visible in several areas. In Disneyland Park, refurbishment projects are underway in Adventureland, Rancho del Zocalo, Hungry Bear Barbecue Jamboree, and parts of Tomorrowland. At Disney California Adventure, exterior work continues on The Little Mermaid: Ariel's Undersea Adventure, while the walkway between Avengers Campus and Cars Land has recently reopened after an extended closure. Downtown Disney remains a hub of activity as work continues on the future Porto's Bakery location, along with exterior refurbishments at several nearby shops and restaurants. – https://www.micechat.com/444728-disneyland-update-paradise-gardens-gazebo-shootin-exposition-mickey-souvenir-ticket/ New aerial photos show the four ticket booths in the Disneyland esplanade have been completely demolished. These booths are being removed to make way for the new pedestrian bridge that will cross Harbor Boulevard. The project will connect the esplanade to a future parking structure and transportation hub. The four recently removed booths join two others that were previously demolished, leaving only two ticket booths remaining in the esplanade area. Those two booths remain open, and guests can also purchase tickets in person at the Lost and Found booth. Demolition equipment remains on site as work continues. The new parking and transportation complex is planned for the current Cast Member parking lot and will include approximately 6,000 parking spaces, electric vehicle charging stations, rideshare and shuttle facilities, and security screening. The project is part of the broader DisneylandForward expansion initiative – https://wdwnt.com/2026/09/aerial-views-reveal-totality-of-ticket-booth-teardown-at-disneyland/ The Anaheim Ducks and Disneyland Resort are expanding their partnership. Beginning with the 2026-27 NHL season, the iconic Disneyland Resort logo will appear on both sides of Ducks players' helmets during regular season games, playoffs, and team practices.The partnership celebrates the team's Disney roots. The franchise was originally founded by The Walt Disney Company in 1993 as the Mighty Ducks of Anaheim, inspired by the hit Disney film. The new sponsorship also includes arena signage, social media content, and a Disneyland-sponsored Ducks home game later this season. – https://www.laughingplace.com/disney-parks/disneyland-resort-logo-anaheim-ducks-helmets-2026-27/ After a two-month refurbishment, Disneyland's Frontierland Shootin' Exposition has officially reopened. The classic attraction closed in July for what turned out to be a refresh of the historic shooting gallery, including new paint, restored decorative elements, and polished rifles.The good news for fans is that the experience remains largely unchanged. The interactive Old West town, with more than 100 targets, is back in operation, and the price is still just 50 cents for approximately 25 shots. While Disneyland continues to preserve the 1957 attraction, Walt Disney World's version was removed in recent years. – https://www.micechat.com/444728-disneyland-update-paradise-gardens-gazebo-shootin-exposition-mickey-souvenir-ticket/ SnackChat: Beignet Day – https://www.micechat.com/444728-disneyland-update-paradise-gardens-gazebo-shootin-exposition-mickey-souvenir-ticket/ Discussion Topic: Disneyland Ambassador Connie Swanson Lane Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Martine Blackler, CS, from Uvongo, KwaZulu-Natal, South Africa

Supply chain performance is still being measured by outdated assumptions. Lora Cecere argues that optimizing individual functions for lower cost does not necessarily improve the business. In fact, it can throw the entire supply chain out of balance. Better performance starts with understanding what is actually feasible within an industry, focusing on the metrics that drive value, and recognizing that supply chains are complex systems that cannot be improved one function at a time. In this episode of Supply Chain Now, Scott Luton speaks with Lora Cecere, founder of Supply Chain Insights, and Wael Abdelmalek, CEO at Uthereal, about the research behind Supply Chains to Admire and how that work is being brought into Ask Lora, an AI-enabled benchmarking and advisory platform. They explore why traditional supply chain rankings and generic AI tools can reinforce conventional thinking, how verified research and industry-specific data can create better benchmarks, and why leaders need a more balanced view of growth, operating margin, inventory turns, and return on capital employed when evaluating performance. Lora and Wael also explain how Ask Lora combines 10 years of research and benchmarking data with a private large language model designed specifically for supply chain decision-making. Rather than serving only as a Q&A tool, users are applying it as a trusted peer to benchmark performance, review strategy documents, pressure-test presentations, compare organizational and technology maturity, and challenge assumptions before taking ideas to leadership.Jump into the conversation:(00:00) Introduction(01:14) Meet Lora Cecere, founder of Supply Chain Insights, and Wael Abdelmalek, CEO at Uthereal(04:36) Fearless Friday: career leaps and personal risk-taking stories(08:04) The origin of Supply Chains to Admire and why "best practices" is a myth(14:44) What supply chain leaders still get wrong about cost and performance(19:22) What is Ask Lora? Inside the private LLM built on 10 years of research(21:30) Private LLMs vs. generic AI: accuracy, guardrails, and the Ethereal partnership(28:57) How organizations are using Ask Lora: benchmarking, strategy review, and reports(43:57) Pricing tiers, governance, and integration for Ask Lora(50:33) Vision for Ask Lora's future and how to connect with Lora and WaelAdditional Links & Resources:Connect with Lora Cecere: https://www.linkedin.com/in/loracecere/Connect with Wael Abdelmalek: https://www.linkedin.com/in/wwael/ Learn more about Supply Chain Insights: https://supplychaininsights.com/ Learn more about Uthereal: https://uthereal.ai/ Check out AskLora for yourself: https://asklora.ai/Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://supplychainnow.com/media-kit/ Learn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2ZWEBINAR- Demand Volatility Isn't a Forecasting Problem: How One FMCG Distributor Released Capacity Without Capital: https://bit.ly/4r94YM6WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemWEBINAR- The Real ROI of AI Analytics in the Supply Chain: Better Answers When Everyone Starts Asking: https://bit.ly/3TpCX6u This episode was hosted by Scott Luton and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/what-have-we-learned-thus-far-asklaura-ai-1635 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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When everything’s on your phone, how do you turn it off? The social media giants have an ironic suggestion. Check out our blog PluggedIn Facebook Page If you've enjoyed listening to Plugged In Reviews, please give us your feedback.

When everything's on your phone, how do you turn it off? The social media giants have an ironic suggestion.Check out our blogPluggedIn Facebook Page If you've enjoyed listening to Plugged In Reviews, please give us your feedback. To support this ministry financially, visit: https://www.oneplace.com/donate/1005/29?v=20251111

If we live by faith in God's promise of future grace, it will be very hard for anxiety to survive.

Last time we spoke about the fall of Hong Kong. As dawn broke on December 20, 1941, Japanese battalions tightened their grip on Hong Kong Island. While the defenders fought desperately at Repulse Bay Hotel, Wongneichong Gap, and the heights around Mount Nicholson and Mount Cameron, piecemeal counter-attacks by exhausted Canadians, Royal Scots, Rajputs, and Hong Kong Volunteers were shattered by rain, darkness, and poor coordination.Resistance stiffened at Stanley Peninsula, but ammunition ran low and hope faded. On Christmas Eve, the Japanese stormed St Stephen's College hospital. They bayoneted wounded soldiers in their beds, murdered doctors, and raped nurses in an orgy of horror that became known as the St Stephen's Massacre.On Christmas morning—forever "Black Christmas"—Governor Young surrendered the colony after seventeen days of fighting. As white flags rose, Rear-Admiral Chan Chak and a small party made a daring escape by sea under fire, eventually rescued by Chinese Communist guerrillas of the East River Column who would save hundreds more lives in the months ahead.   #219 The Malayan Campaign Part 1: Bicycle Blitzkrieg   Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Now in the last episode we spoke about the battle of Hong Kong, which of course was fought on Chinese territory and did involve Chinese participation. I took some time to think about what aspects of the early Pacific War should be covered in depth here, ie: what pertains the most to the Chinese experience. We are not going to talk about the Philippines or Dutch East Indies, but the Malayan campaign and fall of Singapore I would argue need to be dived into. There was a lot of ethnic Chinese participation in this campaign. No worries after this brief series on the Malayan Campaign we will be jumping back to China. Following World War One, Britain sought to counter growing Japanese ambitions by establishing a major naval base in Singapore during the 1920s. The location offered strategic advantages, particularly its exemption from the Washington Naval Treaty's non-fortification clause, making it ideal for housing a powerful deterrent fleet. The plan was straightforward: maintain overwhelming naval superiority to discourage Japanese expansion. Yet this calculation proved dangerously optimistic. Japanese aggression accelerated throughout the 1930s, while the European war's outbreak in 1939 drained Britain's resources, leaving its Far Eastern colonies—Malaya, Burma, and Hong Kong—dangerously exposed. Churchill remained convinced that Japan would not strike in 1941, prompting him to channel reinforcements toward the Mediterranean theater. The defensive strategy hinged on buying time; should Japan attack, British forces would delay the enemy while holding Singapore as a fortress until relief arrived. This plan contained a fatal flaw: Britain lacked the capacity to actually send reinforcements to the region. Commander-in-Chief Robert Brooke-Popham led Britain's Far Eastern Command from Malaysia, acutely aware of the challenge ahead. Lieutenant-General Arthur Percival commanded ground forces comprising 31 poorly trained infantry battalions—approximately 88,600 personnel total—largely untrained for jungle warfare. These troops were distributed across three divisions. Air defense proved equally problematic. With only fourteen squadrons flying outdated aircraft, the RAF faced a critical shortfall. Squadrons were scattered across multiple airfields: Vickers Vildebeest and PBY Catalina aircraft at Seletar; Bristol Blenheims at Tengah; Brewster Buffalos at Sembawang and Kallang; further Buffalos and Blenheims at Sungei Patani; Lockheed Hudsons at Kota Bharu; and additional Blenheims at Kuantan and Alor Setar. Allied units occupied three strategic zones. The Indian 11th Infantry Division under Major General David Murray-Lyon held northern Malaya, defending airfields and the Thai frontier from positions near Kota Bharu, Jitra, and Alor Setar. These installations remained lightly garrisoned and vulnerable. The Indian 9th Infantry Division occupied central Malaya, tasked with holding delaying positions at Jitra and Gurun—positions themselves poorly constructed and uncoordinated. Australia's 8th Division under Gordon Bennett anchored the south near Mersing and Johor, forming the last line before Singapore's fortress. Singapore itself bristled with coastal defenses and commanded a substantial naval garrison, expected to repel any Japanese approach. A week before Japan's offensive erupted, Churchill sent Force Z to Singapore—the battleship Prince of Wales, battlecruiser Repulse, and four destroyers. Despite vigorous objections from admirals, particularly Captain William Davis, who warned the Prince of Wales without air cover would be "a hostage to fortune," Churchill overruled them, seeking to project confidence and maintain American goodwill. Admiral Sir Tom Phillips commanded Force Z. Known as "Tom Thumb" for his diminutive stature, Phillips sparked controversy—critics labeled him a "desk admiral"—yet Field Marshal Smuts called him "an admirable choice" and American Admiral Thomas Hart praised his administrative acumen. Phillips' record was mixed. He advocated astutely for tank deployment in Malaya and correctly questioned the Brewster Buffalo's effectiveness, urging Hurricanes instead. Yet he fatally underestimated the threat aircraft posed to capital ships, believing the Prince of Wales' anti-aircraft batteries could defend a maneuvering vessel. An unnoticed handicap compounded this: tropical humidity had disabled the Prince of Wales' fire-control computer before she ever fired. Force Z reached Singapore on December 2, 1941, amid misplaced confidence. Nineteen-year-old Richard Smith recalled: "Everyone believed the Japanese fleet was made of rice paper and string. We assumed we would crush them effortlessly." Churchill's public declaration seemed to goad Japan into action. Admiral Yamamoto responded decisively, dispatching thirty-six Mitsubishi bombers to reinforce existing aircraft and ordering intensive training for "ship-killing"—specialized torpedo and bombing attacks. Three air groups, led by Miyauchi, Nakanishi, and Shoji, trained relentlessly in low-level runs and ocean navigation. Phillips, stripped of air cover, commanded only aging destroyers alongside his capital ships. The stage was set for disaster. In November 1940, the German raider Atlantis captured the British steamer Automedon in the Indian Ocean, seizing documents destined for Air Marshal Brooke-Popham that exposed Singapore's vulnerabilities. The Germans shared this intelligence with Japan in December. By January 1941, the Japanese had also broken British Army codes, revealing the weakness of Singapore's defenses and enabling them to plan an invasion accordingly. The invasion of Malaya followed an audacious strategy devised by Colonel Tsuji Masanobu. Japanese forces would conduct amphibious landings in southern Thailand and northern Malaya, then push 400 miles through jungle terrain toward Singapore. The 25th Army, commanded by Lieutenant-General Yamashita Tomoyuki and initially comprising two divisions, led this operation, supported by Admiral Kondō Nobutake's 2nd Fleet, which provided convoy escort. Thailand's strategic position was crucial; the British could not defend it, offering Japan a favorable staging ground. Marshal Plaek Phibun, Thailand's leader, had informally agreed to allow Japanese passage but simultaneously negotiated with British and American diplomats, creating uncertainty. A second force, the 15th Army under Lieutenant-General Iida Shōjirō, was preparing to invade Burma through Thailand. If the Thai withheld passage by December 7, these forces would advance directly from Indochina. Brooke-Popham devised Operation Matador to counter the Japanese threat. This ambitious plan called for the 11th Indian Division to preemptively seize Singora and Patani—critical Thai ports essential to Japanese invasion plans. The operation's centerpiece was capturing the Ledge, a key terrain feature south of Patani. Control of the Ledge would allow British forces to block roads from Patani, securing retreat routes for the 11th Division and denying the Japanese access to rear areas. Failure would expose the British to encirclement and force withdrawal from Perak and Kedah. However, Matador faced insurmountable obstacles. Britain was uncertain whether Thailand would resist or accommodate Japan, and invading neutral Thai territory risked driving the Thai government into Japanese arms. Command hesitation, combined with poor intelligence, created fatal delays. Matador was never approved. Instead, authorities authorized Operation Krohcol, a scaled-down alternative named after the town of Kroh. This operation tasked a small British-Indian force with advancing into southern Thailand to capture the Ledge, destroy bridges and roads, and delay Japanese movements. Though far less ambitious than Matador, Krohcol represented Britain's final attempt at preemptive action. It would be activated only after Japan opened hostilities, but by then, opportunity had already slipped away.   On December 4, Japanese transport ships escorted by Admiral Kondō's fleet departed Hainan Island toward their objectives. Two days later, British reconnaissance spotted the fleet, but Brooke-Popham lacked authorization to intervene—he could only alert his forces. At 23:00 on December 7, Japan issued an ultimatum to Thailand, demanding passage and giving a two-hour response window. Unable to locate Prime Minister Phibun until late morning, Thailand was invaded hours later. From Indochina, Japanese Imperial Guards and the 55th Division landed at Phra Tabong and pushed northwest toward Aranyaprathet. The 5th Division's regiment landed at Patani while the division's main force seized Singora, quickly overwhelming Thai defenders. From Saigon, elements of the 15th Army conducted additional naval landings across Thailand but encountered unexpectedly fierce Thai resistance that stalled their progress. Just before Pearl Harbor came under attack, the Japanese 18th Division landed at Kota Bharu. The defenders—the 8th Indian Infantry Brigade under Brigadier B.W. Key, supported by artillery from the 21st Mountain Battery and the 73rd Field Battery—faced a daunting task. The 3/17th Dogra Regiment, commanded by Lieutenant Colonel G.A. Preston, held a 10-mile coastal stretch fortified with mines, barbed wire, and pillboxes overlooking the narrow beaches of Badang and Sabak, separated by estuaries and surrounded by creeks, lagoons, and swamp islands. The Dogras unleashed devastating fire as Japanese landing craft approached at midnight. Colonel Masanobu Tsuji observed that enemy pillboxes "responded with such overwhelming force that our men lying on the beach, partially submerged in water, could not lift their heads." The first waves were pinned down, with casualties mounting from artillery, machine gun fire, and Allied aircraft from nearby airfields. British Hudsons bombed the invasion fleet and stranded soldiers, sinking one Japanese transport and destroying seven of their own aircraft in the process. The defenders inflicted heavy casualties, but intense hand-to-hand combat eventually breached the line's center by 03:45, threatening the nearby airfield. Simultaneously, 17 Japanese bombers attacked Singapore with minimal damage and 61 casualties, surprising the British with evidence of enemy long-range aircraft. Japanese fighters and bombers dominated the skies over Kota Bharu and northern Malaysian airfields, demonstrating clear air superiority. Amid the chaos, counterattacks by Malayan battalions failed, forcing the British to destroy northern airfields to prevent capture. The defenders retreated from the beaches to Kota Bharu itself that night. As confusion engulfed British headquarters, Operation Krohcol commenced at 15:00. This scaled-down preemptive operation aimed to delay the Japanese invasion by securing and destroying the Ledge—a six-mile road carved through steep hillside with a sheer drop into a river. Blowing this section would severely impede enemy advance. The force consisted primarily of the 3/16th Punjab Regiment under Lieutenant Colonel Henry Moorhead, supplemented by engineers, traveling in Marmon-Herrington trucks provided by the Australian Motor Transport Company. Krohcol was undermanned from the start; the 5/14th Punjab Regiment and artillery battery failed to arrive on schedule, forcing the column to proceed without them. Crossing the border at Kroh, Indian troops encountered determined resistance from Thai police under Major Prayoon Rattanakit in Betong. These roadblocks delayed the Indian advance for two full days while Prayoon's officers simultaneously engaged Japanese forces at Patani. After several hours of combat, Japan and Thailand reached an armistice by midday, with Phibun granting Japan passage, though Thai forces remained neutral. Japanese forces at Patani, navigating poor roads but facing no opposition, began their advance toward the Ledge—approximately 60 miles distant—initiating a critical race against Krohcol to determine who would occupy this vital position first. Meanwhile, renewed fighting erupted at Kota Bharu as Japanese forces infiltrated around British strongpoints, causing alarm among commanders. By December 10, with the situation deteriorating, defenders received authorization to abandon Kota Bharu and withdraw south to Machang.   Just hours after the Pearl Harbor attack, Admiral Phillips ordered Force Z to intercept Japanese invasion forces in the South China Sea without air support. Phillips believed he could "finish quickly and escape to the east before the Japanese could organize a significant attack." Ten Brewster Buffaloes were assigned to support the fleet, but he departed without requesting their cover. Force Z failed to locate the Japanese fleet, which had moved northwest into the Gulf of Siam. By afternoon on December 9, Japanese submarine I-65 detected Force Z, followed by reconnaissance aircraft. When Phillips altered course toward Kuantan, crews grew complacent. Bert Wynn recalled shipboard conversation centered on sinking Japanese warships. A flag officer remarked to CBS correspondent Cecil Brown, "Oh, but they are Japanese. There's nothing to worry about." That evening, Brown questioned whether the British were overconfident given Pearl Harbor. Officers conceded theoretically but remained dismissive. One replied, "We just don't think the enemy is much good. They could not beat China for five years." At 11:00 AM on December 10, Japanese aircraft struck. Three waves of Nell and Betty bombers from Indochina, after more than five hours aloft, approached from the horizon. With no air support—Phillips had maintained radio silence—defense rested entirely on anti-aircraft batteries. Nells attacked at 12,000 feet, dropping 250 kg bombs. Repulse twisted violently, evading most, but one struck her seaplane deck, killing two dozen men instantly. At 11:30, seventeen Nells attacked at wave-top level, focusing on Prince of Wales. Nine aircraft divided their approach, flying below 100 feet from both bows. The ship's inexperienced anti-aircraft crews, hampered by inoperable radar from tropical humidity, struggled to track targets. Once torpedoes were released, the planes sped away, losing only one aircraft.   A single torpedo struck Prince of Wales near the outer propeller shaft. When restarted, water flooded engine room B. Auxiliary power failed, halting drainage and causing an 11.5-degree list to port. Her 5-inch guns became powerless; she slowed to 15 knots, severely crippled. At 12:20, twenty-six Bettys attacked in coordinated "anvil" assaults with simultaneous torpedo drops on both bows. Repulse evaded initially but two or three torpedoes found their mark. One crew member recalled, "Suddenly there was a massive explosion. I immediately knew we'd lost Repulse, for within seconds she took on a frightening list to port, so rapid no amount of counter flooding would save her." Captain's last order: "You've put up a good show, now save yourselves." At 12:23 PM, Repulse rolled over and sank stern-first, her enormous hull protruding vertically from the water. Men jumped into oil-blackened water; many drowned during hours of waiting while destroyer escorts frantically retrieved survivors. Cecil Brown described it as "a confusing, macabre game"—orange flames, white tracers, and gray aircraft "astonishingly close, like butterflies pinned on blue cardboard." With Repulse gone, bombers concentrated on the damaged Prince of Wales. At 12:44, a 500 kg bomb struck between her stacks where wounded crew sheltered, causing devastating casualties. Men ordered to abandon ship faced drowning if trapped below deck. Destroyers rushed in to save swimmers, though HMS Express nearly capsized in rescue efforts. Ten Buffaloes arrived as Prince of Wales sank—too late. One pilot recalled, "After an hour, lack of petrol forced me to leave, but during that hour I had seen many men in dire danger waving, cheering and joking, as if they were holiday-makers waving at a low-flying aircraft. It shook me, for here was something above human nature." In just over an hour, the battleship era ended: 47 British officers and 793 men perished, including Admiral Phillips. Repulse's captain later acknowledged, "The enemy's attacks were undoubtedly carried out magnificently and pressed home effectively. The high-level bombers maintained tight formation and did not veer off course." By December 10, Krohcol reached Betong, just 26 miles from the Ledge. However, a Japanese ambush caught them off-guard near the target, forcing retreat when they were only a mile away. The 5th Division's regiment reached the Ledge by midday, dealing the Indians significant casualties. By December 13, Krohcol was pushed back to Kroh, the operation failed. Meanwhile, the 5th Division advanced south from Singora toward Jitra. Major-General David Murray-Lyon commanded the 11th Indian Division's weak defensive positions at Jitra's road junction, unaware that the critical Alor Setar airfield had already been abandoned. His forces—6th Indian Brigade holding a 10-mile coastal sector, 15th Brigade covering the road, and 28th Brigade in reserve—had sent two delaying detachments on December 9. On December 11, Japanese tanks overwhelmed these covering battalions, inflicting heavy casualties. Murray-Lyon committed his reserves prematurely, leaving Alor Setar lightly defended. That night, Japanese tanks reached the main position north of Jitra, with the 5th Division following. Heavy fighting ensued between Japanese armor and demoralized Indian troops. British defenses penetrated around 06:00, forcing successive Indian units to be overrun. Murray-Lyon repeatedly requested withdrawal permission. At 19:30 on December 12, General Percival finally approved. Due to poor communication and confusion, the 11th Indian Division suffered heavy casualties but disengaged by December 13, withdrawing to Gurun. The primary British defenses in northern Malaya had been breached, the 11th Division severely weakened, and the Japanese advance down the peninsula had begun unstoppably. Percival's first significant defense occurred at Jitra on December 11th, intended to push the Japanese as far north as possible and protect remaining Allied airfields. The Japanese quickly overwhelmed the Indian defenders, and Colonel Tsuji observed the engagement firsthand: "Our tanks were ready on the road, and the twenty or so enemy armored cars ahead were literally trampled underfoot. The enemy armored cars could not escape by running away, and were sandwiched between our medium tanks. It was speed and weight of armor that decided the issue." Major General Murray-Lyon commanded the 11th Indian Division. A World War I veteran, he had served with distinction in the Highland Light Infantry, earning the Military Cross for bravery in Flanders and the Distinguished Service Order for his actions at Moeuvres. The citation stated: "For conspicuous gallantry and devotion to duty. When the enemy attacked and penetrated the line after intense fighting and continual bombing attacks, by his courage and personal example he succeeded in driving them out and held his position against further heavy attacks with splendid coolness and determination." This was no desk officer, but a frontline commander faced with an impossible task. Murray-Lyon's division appeared formidable on paper but was severely compromised. It contained only two regular British battalions—the Leicestershire and East Surrey Regiments—with the remainder consisting of four newly raised Indian Army battalions and three inexperienced Gurkha battalions. The Gurkhas, though renowned as elite soldiers, were primarily composed of 18-year-old recruits fresh from deployment. Like all Allied forces in Malaya, the division lacked tanks while facing an enemy flush with armor. After only days of intense combat, Murray-Lyon sought permission to withdraw, convinced the Japanese forces greatly outnumbered him. Ironically, Yamashita's army was outnumbered two to one. The Japanese commander employed Blitzkrieg tactics inspired by his time as a military attaché in Berlin, coordinating air and ground forces with remarkable precision. His approach involved fast-moving tanks, bomber aircraft deployed as mobile artillery, and—most unusually—bicycle-mounted infantry. Prior to the invasion, Japanese planners decided bicycles were ideal for the tropical jungle terrain. Rather than shipping thousands, they seized bicycles from the local population. The offensive typically began with bombing raids on Allied defensive positions, followed by tanks smashing through. As defenders retreated, bicycle infantry continuously harassed and attacked, while coastal amphibious assaults flanked positions along the shore. Colonel Alfred Harrison of the 11th Indian Division reflected on the psychological toll: "Fatigue had stretched the men's mind to the limit and the moral ascendancy which the Japanese achieved in these few weeks included a psychic side. The troops were beginning to attribute almost supernatural powers to the Japanese." Yamashita had rehearsed these tactics extensively on Hainan Island, conducting exercises in amphibious landings, bridge destruction and repair, and jungle operations. The bicycle innovation proved revolutionary—troops covered greater distances more quickly with less fatigue, repeatedly outflanking British forces who found themselves pushed off roads and encircled. The rapid movements created a psychological multiplier effect; British commanders, mistaken about enemy numbers, believed they faced far larger forces than actually present. This "Bicycle Blitzkrieg," as it became known, echoed Mongol tactics—a single swift force striking multiple targets so quickly that enemies believed they faced several armies. Tanks were crucial to this success. The British had deployed no tanks to Malaya before the war, a fatal omission. Combined with bicycle infantry, Japanese armor allowed them to engage British forces before defensive positions could be established. Percival authorized withdrawal from Jitra, directing troops south to Gurun, but those defenses remained unfinished and the Japanese advance was too rapid. Percival later reflected in his memoir, War in Malaya: "This withdrawal would have been difficult under the most favorable conditions. With the troops tired, units mixed as the result of the fighting, communications broken and the night dark, it was inevitable that orders should be delayed and that in some cases they should never reach the addressees. This is what in fact occurred. The withdrawal, necessary as it may have been, was too fast and too complicated for disorganized and exhausted troops, whose disorganization and exhaustion it only increased." From the start, British forces stretched too thinly across a 14-mile front in challenging terrain—dense jungle on the right flank, monsoon-soaked rice fields and rubber plantations in the center, mangrove swamps to the left. Yamashita's concentrated attacks breached the line. Repeated retreats cost both personnel and equipment, as overrun positions offered no opportunity for evacuation and bicycle infantry prevented orderly withdrawal. The Jitra defeat exposed a fundamental strategic error: deploying under-resourced troops across Malaya's entire breadth rather than establishing a shorter, more defensible line further south, which could have shortened British supply lines while lengthening Japan's—a disadvantage the Japanese could not exploit. The Allied retreat continued southward to the Gurun area, though the chaotic withdrawal from Jitra itself inflicted more casualties than the fighting had—many frontline units never received withdrawal orders, while others became lost crossing the Bata River. Murray eventually fell back to the Muda River, establishing defensive positions along the Krian River some thirty miles south. Percival, increasingly desperate, realized his entire strategy had depended on holding the Japanese as far north as possible to minimize air threats to Singapore. The rapid Japanese advance made this impossible. Reluctantly, he ordered a general withdrawal south of the Perak River, while his field commanders pleaded for reinforcements they would never receive. Though Percival had an Australian division in Johor, he refused to commit them north, fearing a Japanese naval invasion further south could threaten Singapore itself.   As Yamashita's 25th Army advanced westward toward Penang, Japanese bombers subjected the island to daily raids. British command, recognizing the island as indefensible, evacuated European residents on December 17th—leaving the local Malay population to face the Japanese. Mrs Muriel Reilly's recollection captures the moment's bitter legacy: "it still hurts to think how the white race 'let down hundreds of similarly faithful servants who trusted in us, and looked to us for protection from the hated Japanese." The abandonment had strategic consequences. In their haste, the British left massive stockpiles of arms and supplies in Penang that fell directly into Yamashita's hands. More profoundly, local Malays turned against their former colonial rulers. Some historians now argue "the moral collapse of British rule in Southeast Asia occurred not at Singapore, but at Penang." Under subsequent Japanese occupation, Penang endured three years and eight months of hardship—food shortages, rampant hyperinflation from the "banana dollar," and systematic repression including comfort women camps and the Sook Ching massacres targeting Chinese communities the Japanese feared might become guerrillas.  The Japanese occupiers' fears about Chinese resistance were prescient. Among the Chinese communities of Malaya and Singapore, anti-Japanese sentiment had been building for over a decade. Since Japan's 1937 invasion of China, ethnic Chinese populations had viewed Tokyo with deep hostility. The Japanese invasion of Manchuria in 1931, followed by the escalating horrors of the Second Sino-Japanese War, had created a reservoir of determination to resist Japanese expansion wherever it might emerge. As British colonial authority crumbled, this sentiment transformed from passive resentment into active organization. The Battle of Jitra exposed a fundamental miscalculation: attempting to defend all of Malaya with an undersized army. A more strategic withdrawal to Johore would have shortened British supply lines while extending Japan's. As December ended, Murray-Lyon was dismissed from command—a casualty of circumstance. He had spent weeks preparing for the cancelled Operation Matador while neglecting proper defenses at Jitra and Gurun. At fifty-one, this decorated soldier, who had earned the Military Cross and Distinguished Service Order in the Great War, became a civilian during Britain's darkest hour. He was replaced by Brigadier Archibald Paris, equally inexperienced in jungle warfare, who paradoxically proved more effective by facilitating the retreat of Murray's division while inflicting unexpected casualties on overconfident Japanese units. By December 26th, the Japanese 5th Division and 4th Guards Regiment crossed the Perak River, preparing an assault on Kampar. This position was crucial—located halfway between Penang and Kuala Lumpur, its terrain was unsuitable for tanks and difficult to outflank, offering a rare opportunity to make a stand. Paris gathered infantry battalions, many composed of Jitra and Gurun survivors: British battalions from the Leicesters and East Surreys, along with Jat and Punjabi units including Sikhs. The 12th Brigade hastily dug trenches, strung wire, and cleared fields around Kampar's ridges to improve visibility. After three weeks of continuous fighting and retreat, the defenders' morale had collapsed. Colonel Alfred Harrison observed on Christmas Day: "fatigue had stretched the men's mind to the limit and the moral ascendancy which the Japanese had achieved in these few weeks included a 'psychic' side. The troops were beginning to attribute almost supernatural powers to the Japanese." The Japanese, by contrast, had grown accustomed to victory and approached each engagement with unshakeable confidence. Yamashita employed German-inspired tactics using aircraft as mobile artillery—vital in terrain where conventional gun placement was impossible. Engagements began with bombing raids on Allied positions, followed by frontal assaults to establish a line, then flanking maneuvers through jungle to encircle defenders. When the assault came from the western coastal roads, Japanese tanks struck the 12th Brigade along a three-mile rural stretch near Gopeng. Small arms and heavy machine gun fire erupted as infantry dismounted from trucks and spread into the brush. Some tanks advanced alone onto a bridge near Dipang, where they encountered defenders with Lanchester submachine guns and Bren gun carriers equipped with anti-tank rifles. Lt Colonel Ian Stewart noted the grim reality: "the anti-tank rifle made no impression against the Jap mediums, while their 37 mm guns went through our armour like paper." The Japanese tankers, closing their hatches in the oppressive subtropical heat—what they described as a "Turkish bath"—approached cautiously, aware of potential counterattacks. British defenders fired desperately at vision slits, their bullets ricocheting uselessly. A 2-pounder anti-tank gun destroyed a single tank, prompting Japanese armor to withdraw and wait for infantry support. Meanwhile, two hundred defenders on the opposite side prepared to destroy the bridge. Fortunately, Kampar's shallow water allowed most to wade across a mile downstream. Stewart's 12th Brigade had purchased time. The British established a strong perimeter around Kampar Hill, resembling a "goose egg" on the map. Their artillery, better supplied than the Japanese equivalent, was concealed in the jungle with two hundred rounds stacked beside each gun. The 15th/6th Brigades occupied the low ground where the road and railway ran through town. Unlike earlier battles where Japanese forces kept defenders pinned with close contact, Kampar's expansive fields of fire and terrain offered space to maneuver—a rare advantage the British would finally exploit. Major General Saburo Kawamura led the attack on Kampar with his 9th Brigade. On December 31st, he probed the 28th Gurkha Brigade entrenched on the hill. Japanese howitzer fire drew return artillery that effectively repelled their advances. At midnight on New Year's Eve, Lt. Colonel Augustus Murdoch ordered a 12-gun salute fired at the Japanese—perhaps a cheeky gesture. Seven hours later, Kawamura launched his main assault on the western side targeting the trunk road. The brunt fell on a newly formed British battalion, the Leicesters and East Surreys, under Lt. Colonel Esmond Morrison. The 48-year-old, though some dismissed him as a "polo-playing playboy," proved a serious soldier despite his peacetime reputation, frequently sharing front-line dangers with his men. Japanese infantry emerged from the mist carrying mortars. Mortar fire became intense—one casualty was a company commander whose jaw was shattered by a splinter. However, observation officers from the 88th Field Regiment pinpointed Japanese advances, unleashing devastating artillery fire. Colonel Masanobu Tsuji observed "a continuous stream of casualties coming back down the hill to safety, either carried on stretchers or supported on the shoulders of comrades who were themselves wounded." Japanese artillery pieces were covertly moved through secondary jungle to hide their positions. During the fighting, one of Morrison's lieutenants encountered Japanese soldiers in a trench, fired his revolver, and retreated. A gunnery driver named Walker, noticing a nearby Bren position overrun, exited his vehicle armed with a Thompson submachine gun and launched a surprise attack, forcing the Japanese to retreat—earning him a medal. Troop Sergeant Major Hugill, commanding an outlying observation post connected by field telephone, received a distinguished conduct medal for calmly calling in protective artillery fire while cut off. When the attack subsided, he encountered isolated Japanese soldiers who had captured a Vickers-Berthier machine gun. Hugill gathered five infantrymen and led a bayonet charge to reclaim it. Emergency commissioned officer Lt. Edgar Newland commanded a platoon of 30 men in one of the most forward positions. His platoon was surrounded for much of the battle yet successfully repelled numerous assaults over two consecutive days. General Percival specifically praised Newland and his men. Newland received a Military Cross; his platoon sergeant, Euan McDonald, received a distinguished conduct medal. After two days, Japanese forces captured part of Thompson's Ridge. Morrison ordered two platoons of Sikhs and Gujars to bayonet charge under mortar fire. Tragically, 34 soldiers died, including their 21-year-old commander, Charles Lamb, killed in the initial charge. Captain John Graham lost both legs to a grenade but continued encouraging his men, throwing grenades at Japanese trenches before bleeding to death—but they had retaken the position. Courage, artillery, and terrain proved insufficient. Yamashita decided to outflank Percival with seaborne landings on the Malayan west coast. He transported 40 small craft by rail to Alor Star and ordered landings near Telok Anson, 30 miles southeast of Kampar. If successful, he would cut off Percival's 11th Indian Division defending Kampar. Yamashita devised a three-pronged attack: the Imperial Guards Division would paddle down the Perak River into town; another force would approach from the west on landing craft entering from the opposite direction; a third would move up the Bernam River and march north toward Telok Anson. Lt. General Takuro Matsui commanded the landings. While Kampar held, 1,500 of Matsui's men crowded onto landing craft. One steamer towing ten craft went too far south, attempting the Selangor River defended by a Jat battalion with artillery. The Japanese were repelled, losing one to three craft before moving north. In Perak, four landing rafts ran aground on a sandbar and required rescue. A British patrol boat spotted them but left to report—no action followed. Percival later remarked: "unfortunately neither the navy nor the air force were able to take advantage of this unique opportunity." Despite setbacks, Japanese forces landed and advanced on Telok Anson. On January 2nd, they encountered the 3rd Indian Cavalry and 1st Independent Company under Stewart, equipped with armored cars and Thompson and Bren guns. They inflicted significant casualties but with only 250 men couldn't hold. Stewart ordered delaying actions instead. Telok Anson fell, leaving Kampar defenders at risk of encirclement. Although Kawamura's forces showed no signs of breaking after four days of fighting, Paris feared his main supply route had been cut. He requested permission from Percival to withdraw to the Slim River defensive line. Paris prioritized preserving troops over territory: "With no reserves in hand, we were still in a position of being unable to accept major losses." The 12th Brigade held while Paris organized the division's withdrawal. An unusual discovery emerged during delaying actions: Brigadier Stewart found the body of a dead European cyclist in British uniform. Earlier, a Punjabi sentry had shot a man on a bridge attempting to grab his Thompson. Both were likely German deserters from Vichy Indo-China's Foreign Legion, in contact with the Nazi embassy. The British Legation in Bangkok had warned of such infiltrators offering sabotage and espionage assistance. Percival was particularly struck by the German who tried single-handedly to disarm a sentry and seize a bridge. The 12th Brigade discovered another European body—a German political refugee and former mining engineer who had disappeared weeks earlier. Exhausted after three weeks of near-constant combat, the 12th Brigade continued delaying actions. Japanese air forces wreaked havoc on vehicles; Stewart estimated half his casualties—around 90 killed and wounded from 4,000 troops—resulted from aerial attacks. Stewart expressed satisfaction: "It had been an eminently successful battle," though it was more a series of brief skirmishes than traditional battle. Kampar fell when Telok Anson was captured. Percival might have committed Australian brigades from Johore or garrison battalions from Singapore, but concentrating forces at Kampar risked prompting Yamashita to attack elsewhere. The Kampar defenders retreated 30 miles to the Slim River. Tsuji reluctantly acknowledged Yamashita's breakthrough was impressive, if risky. On the east coast, defenders faced more resistance at Kuantan. Percival clung to the airfield, determined to deny the Japanese RAF facilities and limit their ability to strike at reinforcement convoys approaching Singapore. The first convoy from Bombay, carrying the half-trained 45th Brigade under Brigadier Horatio Duncan, was 24 hours away. The 22nd Indian Brigade, led by Brigadier George Painter, defended Kuantan against the Takumi detachment of the 18th Division. One battalion, commanded by a veteran of Kota Bharu, fortified the airfield with barbed wire and trenches. When Takumi's forces approached, the Japanese encountered 4.5-inch howitzer fire inflicting significant casualties. The defenders fought fiercely, each equipped with six grenades instead of two, creating deadly chaos. Tsuji noted the airfield "was obstinately defended," particularly at night when grenades rolled into confined trenches with devastating effect. Word reached the defenders that General Barstow's entire 9th Indian Division was retreating through Kuala Lipis-Jerantut-Raub. The 22nd Brigade demolished installations and prepared to withdraw, though their rearguard risked encirclement. One night, investigating his southern flank with Captain Ian Grimwood, battalion commander Cumming spotted Japanese soldiers climbing barbed wire meters away. Armed with a .455 Webley revolver, Cumming and Grimwood faced seven Japanese soldiers charging with bayonets. They fired as they were knocked down, killing all attackers, but Cumming suffered two bayonet wounds to his stomach. Grimwood dragged him to battalion HQ for first aid. As the airfield was overrun, Cumming ordered withdrawal. A grenade or mortar round knocked him unconscious. He regained consciousness in a vehicle where Private Albel Singh reported a Japanese roadblock ahead. Spotting a fallen tree creating passage, Cumming ordered Singh to charge through. Machine gun fire rained down; Cumming was hit again with a shattered arm, possibly from an anti-personnel mine, while Singh endured a .256 armor-piercing bullet through both thighs yet maintained control, driving 30 miles per hour. The vehicle arrived at brigade HQ covered in blood from six occupants. Cumming would receive the Victoria Cross for his heroism. Painter held the airfield long enough for reinforcements to approach, though it cost much of one of the best Indian battalions. Painter, fixated on flanking fears, believed it "better to lose half a battalion than an entire brigade." The 22nd Indian Brigade lost a third of its strength but retreated by January 3rd. While this unfolded eastward, Yamashita's forces advanced south. Defenders prepared a new defensive line at Trolak, five miles north of Slim River. Reinforcements had arrived; the 45th Brigade was immediately dispatched to repel the enemy's advance on Kuala Selangor, which held another crucial airfield. Whether defenders could withstand Yamashita's onslaught remained to be seen.   While British forces retreated in disarray toward Singapore, another chapter was quietly beginning in the shadows of the collapsing colonial order. On December 25, 1941—Christmas morning, even as Governor Young raised the white flag over Hong Kong—Chinese volunteers in Singapore formalized their resistance. That day, the Singapore Overseas Chinese Anti-Japanese Volunteer Army, officially known as Dalforce, was established under the command of Lieutenant Colonel John Dalley. Dalforce emerged from urgent necessity. As the Japanese invasion accelerated and British defenses crumbled, recruitment of local Chinese volunteers escalated dramatically. What had begun as an informal volunteer effort in 1939 now crystallized into organized military structure. The initial cadre of 200 volunteers swelled to 4,000 members as the invasion reached Singapore's doorstep. These were not professional soldiers—Dalforce members came from the Chinese civilian population, motivated by the knowledge that Japanese occupation would target them specifically. Many lacked military training; some were armed only with sporting firearms due to critical shortages of military weapons. Supply ships intended for Dalforce, such as the SS Empress of Asia, were sunk before their cargo could reach Singapore. Yet the volunteers pressed forward, organizing themselves despite severe handicaps: makeshift uniforms, inadequate equipment, and internal divisions between Communist and Kuomintang factions, each trained separately by British officers. Dalforce would soon earn the nickname "Dalley's Desperadoes" from British forces—a name reflecting both affection for their fierce combat effectiveness and incredulity that such a hastily assembled, poorly equipped force could fight with such determination. Unlike the demoralized British and Indian troops retreating southward, these Chinese volunteers were not defending a colonial order they had experienced as oppressive. They were fighting for their homes, their families, and their survival against an enemy they had every reason to fear and oppose. As the Malayan Campaign entered its final phase and the focus shifted to Singapore itself, Dalforce would play a role that British military historians had largely overlooked but that Chinese participants would never forget. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me.   In December 1941, Japan invaded Malaya. British commanders placed their faith in "impregnable" Singapore, but disaster struck immediately. On December 10, Japanese bombers sank Force Z—battleships Prince of Wales and Repulse—in a stunning air attack.Using tanks and bicycles in a lightning "Bicycle Blitzkrieg," Japanese troops shattered Allied lines at Kota Bharu and Jitra, sending exhausted British, Indian, and Australian forces reeling southward in chaos.  

Today, Dr. Kuba talks about the stresses and challenges of cultivating a successful practice when there are so many frustrating staffing problems. Much like her self-proclaimed best friend, Jerry Jones, who does his best to have a winning team, he ultimately is at the mercy of other factors and people - like the coaches and team. Dr. Kuba, too, recognizes the hardships of good staffing decisions when she discusses two recent decisions she made in an attempt to bring an employee back from maternity leave and retain a loyal, long-time leader. She and Bethany dialogue about being creative and thinking outside of the box to get AND keep the team fully staffed. 

Is evolution stacked against healthy eating? What policies could increase demand for nutritious food? And does Popeyes count as a cultural icon? This episode originally aired on March 27th, 2022. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Popok reports on Canada considering upping the ante in its trade war with the US by shutting off the stable supply of processed Nickel (used in batteries, electric cars, stainless steel, aerospace and military equipment and planes etc.) to counter Trump's doing a deal with Mexico to cut them out and isolate them. Subscribe: ⁠https://www.youtube.com/@LegalAFMTN?sub_confirmation=1⁠ Remember to subscribe to ALL the MeidasTouch Network Podcasts: MeidasTouch: ⁠https://www.meidastouch.com/tag/meidastouch-podcast⁠ Legal AF: ⁠https://www.meidastouch.com/tag/legal-af⁠ Sidebar with Katie Phang: ⁠https://podcasts.apple.com/us/podcast/sidebar-with-katie-phang/id1886801652⁠ The Parnas Perspective: ⁠https://podcasts.apple.com/us/podcast/the-parnas-perspective/id1869165949⁠ The Intersection with Michael Popok: ⁠https://podcasts.apple.com/us/podcast/the-intersection-with-michael-popok/id1818863274⁠ MissTrial: ⁠https://meidasnews.com/tag/miss-trial⁠ The PoliticsGirl Podcast: ⁠https://www.meidastouch.com/tag/the-politicsgirl-podcast⁠ The Ken Harbaugh Show: ⁠https://meidasnews.com/tag/the-ken-harbaugh-show⁠ The Weekend Show: ⁠https://www.meidastouch.com/tag/the-weekend-show⁠ Burn the Boats: ⁠https://www.meidastouch.com/tag/burn-the-boats⁠ Majority 54: ⁠https://www.meidastouch.com/tag/majority-54⁠ On Democracy with FP Wellman: ⁠https://www.meidastouch.com/tag/on-democracy-with-fpwellman⁠ Uncovered: ⁠https://www.meidastouch.com/tag/maga-uncovered⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Growing power demands – coupled with increasingly frequent climate-driven disasters – have led even staunch environmentalists like NRDC head Manish Bapna to rethink their past opposition to nuclear power.  Three Mile Island didn't kill anyone or cause major public harm, but it fundamentally changed U.S. nuclear policy for 40 years. Why did an accident with a relatively contained consequence have such a chilling effect – and what's really different today? With dozens of new, purportedly safer designs at various stages of development and construction around the world, is it time for all of us to give nuclear energy a fresh look? Guests: Manish Bapna, President and CEO, NRDC  Denia Djokić, Assistant Research Scientist, University of Michigan Josh Freed, Senior Vice President for Climate and Energy, Third Way Edwin Lyman, Director of Nuclear Power Safety, Union of Concerned Scientists  Highlights: 00:00 – Introduction  02:30 – Manish Bapna explains shift in posture on nuclear power 07:45 – Why permitting and transmission reforms are necessary 12:00 – Ed Lyman and Josh Freed share concerns about climate change but differ on the role of nuclear energy 16:15 – Ongoing risks of nuclear energy 20:30 – Supply chain concerns 25:00 – Discussion of radioactive waste handling 31:30 – Role of the Nuclear Regulatory Commission and its independence under the current administration 40:00 – Where nuclear fits into carbon-free future 43:00 – Denia Djokić on how new advanced designs differ from older reactor designs 49:30 – SMRs are not plug-and-play  53:30 – New nuclear can't meet the speed demands of AI  55:30 – Additional considerations around nuclear energy 57:30 – Climate One More Thing For show notes, related links, and episode transcript, visit our episode page at ClimateOne.org *** Join Climate One for a town hall event on September 28 at 6 p.m. on navigating AI, climate, and the future of democracy. How do we ensure that AI and data centers serve the public good? How does a democracy function when AI is distorting our sense of shared truths? Tickets available at climateone.org/events  *** Also: We'll be having an electric conversation on October 14 at 6 p.m. between PG&E CEO Patti Poppe and California State Senator Scott Wiener about energy affordability, outages, and whether cities like San Francisco are ready to break up with the investor owned utility model. Tickets available at climateone.org/events  *** Support Climate One by going ad-free! By subscribing to Climate One on Patreon, you'll receive exclusive access to all future episodes free of ads, opportunities to connect with fellow Climate One listeners, and access to the Climate One Discord. Sign up today. *** Ad sales by Multitude. Contact them for ad inquiries at multitude.productions/ads Learn more about your ad choices. Visit megaphone.fm/adchoices

Supply chains used to be built primarily around cost and efficiency. Abe Eshkenazi says that era is over. Today's leaders have to balance AI, resilience, geopolitical risk, talent, cybersecurity, and a level of disruption that makes predicting what comes next nearly impossible. In this episode of Supply Chain Now, Scott Luton speaks with Abe Eshkenazi, CEO at the Association for Supply Chain Management (ASCM), about how the supply chain profession is changing. From what organizations need to get right before scaling AI, to the reshaping of globalization, the growing importance of optionality, and the evolution of the chief supply chain officer into an enterprise strategist, Abe breaks down the forces redefining supply chain leadership. Abe explains why AI success depends less on the technology itself and more on data, talent, governance, and strong processes; why globalization is not disappearing but being redrawn around resilience and regionalization; and why supply chain leaders can no longer focus solely on operations. He also shares how ASCM is preparing professionals for jobs that do not yet exist, what leaders can expect from CHAINge 2026, and why his book, “The Chain: Links That Bind Us”, starts the supply chain story with the consumer rather than the factory. Jump into the conversation:(00:00) Introduction(02:19) Meet Abe Eshkenazi, CEO of ASCM(06:09) AI adoption challenges: data, talent, and governance(11:35) Data ownership, the Google–Spirit Airlines deal, and cyber risk(14:18) The talent gap and career progression in the AI era(17:47) Globalization redrawn: tariffs, resilience, and a multipolar world(23:15) Semiconductors, TSMC, and the infrastructure talent gap(27:28) How the CSCO role has evolved into an enterprise strategist(32:06) What excites Abe most about ASCM in 2026(39:10) Abe's new book: "The Chain: Links That Bind Us" Additional Links & Resources:Connect with Abe Eshkenazi: https://www.linkedin.com/in/aeshkenazi/ Learn more about Association for Supply Chain Management (ASCM): https://www.ascm.org/ Learn more about Abe's book “The Chain: Links That Binds Us”: https://a.co/d/0a9PzJfV Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://supplychainnow.com/media-kit/ Learn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- Labor Is a Margin Decision: How Reyes Coca-Cola Bottling Spent a Decade Making It Stick: https://bit.ly/4d4FauGWEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2ZWEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iem This episode was hosted by Scott Luton and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/new-rules-global-supply-chain-strategy-1633 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Growing power demands – coupled with increasingly frequent climate-driven disasters – have led even staunch environmentalists like NRDC head Manish Bapna to rethink their past opposition to nuclear power.  Three Mile Island didn't kill anyone or cause major public harm, but it fundamentally changed U.S. nuclear policy for 40 years. Why did an accident with a relatively contained consequence have such a chilling effect – and what's really different today? With dozens of new, purportedly safer designs at various stages of development and construction around the world, is it time for all of us to give nuclear energy a fresh look? Guests: Manish Bapna, President and CEO, NRDC  Denia Djokić, Assistant Research Scientist, University of Michigan Josh Freed, Senior Vice President for Climate and Energy, Third Way Edwin Lyman, Director of Nuclear Power Safety, Union of Concerned Scientists  Highlights: 00:00 – Introduction  02:30 – Manish Bapna explains shift in posture on nuclear power 07:45 – Why permitting and transmission reforms are necessary 12:00 – Ed Lyman and Josh Freed share concerns about climate change but differ on the role of nuclear energy 16:15 – Ongoing risks of nuclear energy 20:30 – Supply chain concerns 25:00 – Discussion of radioactive waste handling 31:30 – Role of the Nuclear Regulatory Commission and its independence under the current administration 40:00 – Where nuclear fits into carbon-free future 43:00 – Denia Djokić on how new advanced designs differ from older reactor designs 49:30 – SMRs are not plug-and-play  53:30 – New nuclear can't meet the speed demands of AI  55:30 – Additional considerations around nuclear energy 57:30 – Climate One More Thing For show notes, related links, and episode transcript, visit our ⁠episode page⁠ at ClimateOne.org *** Join Climate One for a town hall event on September 28 at 6 p.m. on navigating AI, climate, and the future of democracy. How do we ensure that AI and data centers serve the public good? How does a democracy function when AI is distorting our sense of shared truths? Tickets available at ⁠climateone.org/events⁠  *** Also: We'll be having an electric conversation on October 14 at 6 p.m. between PG&E CEO Patti Poppe and California State Senator Scott Wiener about energy affordability, outages, and whether cities like San Francisco are ready to break up with the investor owned utility model. Tickets available at ⁠climateone.org/events⁠  *** Support Climate One by going ad-free! By subscribing to Climate One on ⁠Patreon⁠, you'll receive exclusive access to all future episodes free of ads, opportunities to connect with fellow Climate One listeners, and access to the Climate One Discord. ⁠Sign up today⁠. *** Ad sales by ⁠Multitude⁠. Contact them for ad inquiries at ⁠multitude.productions/ads⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

The lumber market is moving plenty of volume—but not necessarily going anywhere. This week, Ashley, Gregg and Charles are joined by Bart Charles to break down a market that is strongly sideways. The crew digs into Spruce, Hem-Fir and Southern Yellow Pine, the growing opportunity in forward pricing, tight supply in key items, and why getting aggressively long or short could be a mistake right now. With futures offering opportunities to lock in Q1 business, limited production keeping a floor under prices, and housing demand still fighting affordability, the question becomes: Where is the next real opportunity in lumber? Timeline 00:00 Bart Charles joins the show 01:49 Housing, existing-home inventory & demand 04:18 Is the lumber market “strongly sideways”? 06:19 Coastal Hem-Fir vs. Inland pricing 09:52 Breaking down Hem-Fir and Spruce 13:54 Southern Yellow Pine market update 15:13 Diesel prices, trucking & freight costs 17:03 Where does the lumber market go from here? 19:24 Gregg: The market is “sharply sideways” 21:05 Forward pricing & futures opportunities 23:01 Are buyers willing to pay Q1 premiums? 29:48 Supply reductions, demand & price risk 31:25 Mortgage rates and housing affordability 32:33 Tight inventory and replacement costs 34:28 Are traders still short lumber? 35:09 Short opportunities in Southern Pine 37:03 “Sharply Sideways” becomes the episode theme 39:33 Why getting too long—or too short—could hurt 39:51 Locking in Q1 margins 40:15 Why there's no good inventory hedge right now 41:12 The “O'Hare Hedge” Advertiser Fastmarkets RISI Tiranth Amarasinghe Product Marketing Manager Tiranth.Amarasinghe@fastmarkets.com www.fastmarkets.com Show Contacts: Gregg Riley: Gregg@sitkainc.com Charles DeLaTorre: cdelatorre@ifpwood.com Matt Beymer: mattbeymer@hamptonlumber.com Ashley Boeckholt: ashley@sitkainc.com Guest Bart Charles BCharles@shamrockbm.com

Host: Cindy Allen Published: September 11, 2026 Length: ~27 min. Presented by: Global Training Center Summary International trade is entering another major transformation—and according to Cindy Allen, trade professionals need to learn how to “be the willow and bend with the wind.” In this episode of Simply Trade: Cindy's Version, Cindy returns from the Customs Trade Cargo Security Summit in Dallas with a firsthand look at where CBP and the administration are taking U.S. trade policy, enforcement, and modernization. The message from government leadership was clear: economic security is national security, importing is increasingly being treated as a privilege, and greater supply-chain visibility will be central to the next era of compliance. Cindy breaks down five major themes from the summit, including the push to illuminate supply chains back to raw materials, changes to importer verification, the expanding responsibilities of trade participants, and the growing importance of CTPAT. She also explores how AI and ACE modernization could help CBP and compliant businesses work faster and smarter. The direction of travel is becoming clearer. For importers, brokers, manufacturers, and other trade professionals, now is the time to understand how their responsibilities—and their compliance programs—may need to evolve. This Week in Trade • CBP and the administration are increasingly connecting economic security with national security. • Full supply-chain visibility and traceability are moving toward becoming fundamental compliance expectations. • Importer verification, country-of-origin determinations, and participation in programs such as CTPAT may evolve significantly. • AI, ACE modernization, and greater use of technology could reshape both CBP operations and private-sector trade compliance. Main Topic / Discussion Cindy breaks down five major messages she took away from the Customs Trade Cargo Security Summit and what they could mean for the future of international trade compliance. 1. The Administration's Trade Goal The administration is pursuing an America First policy framework that could lead to changes in policy guidance, regulations, and eventually trade laws. One of the clearest messages Cindy heard was that importing is being treated as a privilege rather than a right. At the same time, CBP does not want to stop legitimate trade. The objective is to better identify risk while allowing compliant trade to move more efficiently. Economic security and national security are becoming increasingly intertwined, with domestic manufacturing capacity playing an important role in that strategy. 2. Illuminate Your Supply Chain Supply-chain visibility is becoming a critical compliance issue. Trade participants should increasingly expect to understand their supply chains beyond immediate suppliers—including products, manufacturing locations, and potentially the origins of raw materials. Forced-labor enforcement is one driver, but Cindy explains why this visibility could also become important as the government revisits country-of-origin rules and other trade requirements. The takeaway: companies should not wait for full traceability to become an explicit requirement before investing in the systems and processes needed to achieve it. 3. Know Who Is Participating in Trade CBP wants greater visibility not only into what enters the United States, but also who participates in the transaction. Importer-of-record verification is one area receiving attention. Cindy discusses the current 5106 process, CBP's efforts to eliminate inactive importer records, and why additional information about importers and other supply-chain participants could become part of future requirements. CBP is also considering how better participant information can improve risk segmentation and programs such as CTPAT. 4. The Role of Trade Professionals Is Changing “Trade is a team sport” was a recurring message at the summit. CBP increasingly sees importers, customs brokers, and other trade participants as partners in identifying suspicious behavior, understanding supply-chain risks, and protecting U.S. economic security. For trade professionals, that could mean looking beyond traditional transaction-level compliance and developing a stronger understanding of geopolitical developments, enforcement trends, and broader business risks. Cindy encourages companies to connect their trade teams with regulatory, legislative, and other internal stakeholders to build a more complete picture of emerging risks. 5. Technology and AI CBP is envisioning a future in which legitimate trade becomes quicker and easier while suspicious shipments and actors become easier to identify. ACE modernization, cloud technology, reduced duplication of data, and artificial intelligence are all expected to play roles in that transformation. AI does not eliminate the need for human oversight. Instead, Cindy describes the emerging model as a “human in the loop,” where technology analyzes information and helps professionals become faster and more effective while people remain responsible for reviewing accuracy and making critical decisions. Key Takeaways • Economic security is increasingly being treated as an essential component of U.S. national security and trade policy. • Supply-chain traceability—from finished goods potentially back to raw-material origins—is becoming an increasingly important compliance capability. • Importer verification and visibility into everyone participating in trade could expand as CBP develops new approaches to risk segmentation. • Trade professionals should prepare for broader responsibilities while using AI, ACE modernization, and other technology to improve visibility, efficiency, and compliance. Resources & Mentions • Global Training Center • Trade Force Multiplier • U.S. Customs and Border Protection (CBP) • Customs Trade Partnership Against Terrorism (CTPAT) • Automated Commercial Environment (ACE) • Trade & Cargo Security Summit • Section 232 and Section 301 trade actions Credits Host: Cindy Allen Guest(s): N/A Producer: Lalo Solorzano

Our text today is 1 Peter 4:10-11: As each has received a gift, use it to serve one another, as good stewards of God's varied grace: whoever speaks, as one who speaks oracles of God; whoever serves, as one who serves by the strength that God supplies—in order that in everything God may be glorified through Jesus Christ. To him belong glory and dominion forever and ever. Amen. — 1 Peter 4:10-11 One year ago today, Charlie Kirk was assassinated while speaking at Utah Valley University. Much of his public life had been spent speaking to students, inviting debate, building an organization, and mobilizing young people around deeply held convictions. His death was a sobering reminder that none of us knows how long we will have to use what has been entrusted to us. Charlie clearly possessed unusual capacities for communication, leadership, organization, and influence—and he chose to put them to work. Peter writes: "As each has received a gift, use it to serve one another, as good stewards of God's varied grace." Notice Peter's first words: "As each has received a gift." He does not reserve ministry for pastors, speakers, missionaries, or people with large platforms. Every believer has received grace from God that can strengthen someone else. The word Peter uses for "gift" is charisma, which derives from charis, the Greek word for grace. A spiritual gift is not something we earn or create. It is grace entrusted to us so that God's grace can reach others through us. A spiritual gift is grace with an assignment. That is why Peter tells us to use it "to serve one another." Your gift was not given primarily to make you feel significant. It was given because someone else needs what God intends to provide through you. Peter also calls believers "good stewards." A steward manages what belongs to someone else. Your gift is not your possession to hoard, compare, or use for self-promotion. It belongs to God, and He has placed it in your hands for a purpose. This changes the way we think about gifts. A spiritual gift is not a spotlight. It is a stewardship. Peter then places ministry into two broad categories: speaking and serving. Some believers communicate truth, teach Scripture, encourage faith, or proclaim the gospel. Others organize, give, show mercy, extend hospitality, meet practical needs, or quietly strengthen people behind the scenes. One form may be more visible, but it is not more valuable. The person speaking to thousands, like Charlie, and the person quietly encouraging one discouraged believer, like you and me, may both be faithful stewards of God's grace. Peter also explains how these gifts should be used. Those who speak must remain governed by God's truth. Those who serve must depend on the strength God supplies. We do not merely work for God through natural energy. We allow Him to work through us by His Spirit. And the goal is clear: "That in everything God may be glorified through Jesus Christ." This one-year anniversary of Charlie's assassination invites a personal question for suffering and exiled believers trying to live holy in a hostile world. Are you faithfully using what God has placed in your hands? You may still be unsure how God has gifted you. That is worth discovering. An assessment cannot assign your calling or replace prayer, Scripture, service, and the wisdom of mature believers. But it can help you identify patterns of grace God may already be expressing through your life. You can take my 80-question Spiritual Gifts Assessment and begin exploring how God may have equipped you to serve, lead, give, encourage, teach, or care for others. https://beresolute.org/sga/ An assessment may help name your gift. Service will help develop it. Fruit and faithful believers will help confirm it. None of us controls how long we have to use what God has entrusted to us. So stop comparing your gift to someone else's. Stop waiting for a larger audience, a perfect opportunity, or complete certainty. Begin serving the people God has already placed around you. The gift comes from God. The strength comes from God. And the glory belongs to God. DO THIS: Take my Spiritual Gifts Assessment today. Then ask two mature believers who know you well, "Where have you seen God consistently use me to strengthen other people?" Choose one practical way to begin serving with that gift this week. https://beresolute.org/sga/ ASK THIS: What patterns of service, leadership, encouragement, teaching, giving, or care has God consistently used in my life? Am I using what God gave me to serve others—or waiting for recognition and a larger opportunity? Where could I begin exercising my gift in God's strength right now? PRAY THIS: Father, thank You for giving every believer a place in Your work. Help me recognize the grace You have entrusted to me and use it faithfully for the good of others. Guard me from comparison, pride, fear, and passivity. Supply the strength I need to speak and serve so that Jesus is honored and You receive all the glory. Amen. PLAY THIS: "Available."

Petri Redelinghuys, founder of Herenya Capital Advisors, breaks down the latest moves in the oil price. Future Forex CEO Harry Scherzer explains what employees need to know when RSUs or share options vest. And Shop2Shop's Annelene Dippenaar asks whether entrepreneurship can do enough to tackle unemployment.

As urban neighborhoods with large ports have been redeveloped over the past few decades into residential and other uses, warehouse developments have moved to more inland locations. At the same time, ecommerce has created a need for tenants to be closer to their customer bases. Although there's been an oversupply in major markets over the past few years, leasing has picked up. Brian Ker, President of Snowball Investments, has built a portfolio of industrial properties in the Tri-State region of New York, Connecticut and New Jersey with proximity and ease of public transportation into Manhattan.

Host: Andy Shiles Guest(s): Nate Smith, Director of Programs at Epicenter Published: September 9, 2026 Length: ~21 minutes Presented by: Global Training Center Summary What happens when logistics veterans get a firsthand look at technologies designed to solve some of the industry's most persistent problems? In this Compliance Cowboy edition of Simply Trade, Andy Shiles sits down with Nate Smith, Director of Programs at Epicenter in Memphis, to preview the Logistics Innovation Showcase on October 1, 2026. Part of Memphis World Trade Week, the event brings together supply chain professionals, innovators, entrepreneurs, and investors for a look at emerging solutions that could shape the future of logistics. Nate explains how five companies were selected from nearly 50 applicants through Epicenter's Logistics Opportunity Challenge. Their solutions tackle real industry challenges spanning cold chain capacity, fraud prevention and detection, drayage and intermodal operations, and oversized and overweight freight. Andy and Nate also discuss why catching problems earlier can dramatically reduce costs, how previous showcase participants have turned presentations into real revenue-generating contracts, and why Memphis continues to be an important hub for logistics innovation. Beyond today's solutions, attendees will also get a glimpse at emerging research and technologies that could influence supply chains in the years ahead. Main Topic / Discussion The episode previews the Logistics Innovation Showcase taking place October 1 at Epicenter in downtown Memphis as part of Memphis World Trade Week. At the heart of the event are five companies selected through Epicenter's Logistics Opportunity Challenge: • Freight Deck — A Birmingham-based heavy-haul cost estimator helping freight brokers and carriers price permits, escorts, and other costs associated with oversized and overweight loads across the U.S. and Canada. • Pallet Vision — An Ann Arbor company using computer vision and sensors at pallet wrap stations to measure containment force, provide health scores, and create verified digital records before shipments leave the dock. • ARVEST — A Chicago company using AI-powered cameras and software to automate warehouse quality control and compliance monitoring, including detecting damage, incorrect picks, safety issues, and potential fraud. • OnSight — A Kansas City company focused on cargo-theft prevention through biometric and digital driver check-in technology. • Arcticar — An Alameda, California company developing intelligent, all-electric refrigeration systems that can help convert existing trailer assets into additional cold-chain capacity. The showcase goes beyond startup pitches. Attendees will also hear about emerging research from the University of Memphis FedEx Institute of Technology and quantum-based logistics technology from Zapata Quantum. Andy will serve as MC for the October 1 event. Key Takeaways • The Logistics Opportunity Challenge starts with real problems identified by logistics industry professionals and then searches for companies capable of solving them. • Nearly 50 companies applied this year, with five logistics experts reviewing each application before the five finalists were selected. • Earlier detection of freight damage, warehouse errors, fraud, and compliance issues can give companies an opportunity to intervene before those problems become significantly more costly. • The showcase isn't only about interesting technology — previous editions of the program have resulted in revenue-generating contracts between participating companies and corporate partners. • Supply chain operators, 3PLs, brokers, shippers, warehouse professionals, investors, and anyone interested in emerging logistics technology can benefit from seeing these solutions firsthand. • Epicenter has supported more than 1,000 entrepreneurs since its founding and combines customer validation, capital readiness, customer connections, and community-building to help innovative businesses grow. • Graduates of Epicenter's capital readiness accelerator have raised more than $5 million in equity investment since the program began in spring 2024. • Memphis World Trade Week gives attendees an opportunity to combine education, networking, logistics innovation, and industry connections across multiple events. Resources & Mentions • Global Training Center • Logistics Innovation Showcase — October 1, 2026 • Memphis World Trade Week 2026 • Epicenter Logistics Opportunity Challenge Credits Host: Andy Shiles Guest(s): Nathaniel "Nate" Smith - LinkedIn Producer: Lalo Solorzano

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Montee Tayion Holland. Founder, president, and CEO of The Tayion Collection, a luxury menswear brand. Holland shares his journey from growing up in Detroit, serving in the U.S. Marine Corps, and working in pharmaceutical sales to building a nationally recognized fashion brand carried by major retailers. The conversation focuses on entrepreneurship, fashion, branding, licensing, mentorship, business growth, and creating a legacy through both business success and community impact. Purpose of the Interview The interview aims to: Share Montee Tayion Holland's entrepreneurial journey. Educate listeners on how to build a successful fashion brand. Explain the business side of the fashion industry, including licensing and retail partnerships. Inspire aspiring entrepreneurs to pursue their passions and monetize their talents. Highlight the importance of mentorship, networking, and community involvement. Discuss the success and significance of apparel collections inspired by historically Black fraternities and sororities. Key Takeaways 1. Passion Often Starts Early Holland's interest in fashion began while growing up in Detroit, where he admired the way coaches and professional role models dressed. Their polished appearance inspired him to pursue a future connected to fashion, even before he understood how to enter the industry. 2. Detroit Influenced His Style Philosophy Detroit's rich culture of fashion, confidence, and self-expression helped shape Holland's view that clothing should reflect an individual's personality. He believes style is about more than appearance. It is a statement of identity and confidence. 3. Military Service Became His Fashion Classroom While serving in the Marine Corps overseas, Holland spent time in tailoring shops creating custom shirts, jackets, and suits. Those experiences taught him about fabrics, fit, construction, and design, laying the foundation for his future brand. 4. The Tayion Collection Bridges Luxury and Accessibility Holland designed The Tayion Collection to offer many of the details and craftsmanship found in custom clothing while remaining accessible through ready-to-wear garments. His goal was to deliver luxury quality at a more attainable price point. 5. A Great Product Alone Is Not Enough One of Holland's strongest lessons is that entrepreneurs must understand the business behind their products. Success requires knowledge of: Manufacturing Cost structure Inventory management Supply chains Distribution Cash flow Retail relationships He stresses that many businesses fail not because of poor products but because of weak business operations. 6. Relationships Can Transform a Career A key turning point came when Holland met apparel executive Ronnie Waksburger, who helped introduce him to larger opportunities within the fashion industry. The interview demonstrates how networking, reputation, and relationship-building can accelerate business growth. 7. Licensing Is a Powerful Growth Strategy Holland explains that licensing allows entrepreneurs to expand their brands without personally funding massive production runs. Through licensing partnerships, businesses gain access to: Manufacturing capabilities Capital resources Industry expertise Distribution channels Retail partnerships This model allows brands to scale faster while reducing operational challenges. 8. The Divine Nine Collection Filled an Important Market Need Holland partnered with Macy's to create apparel inspired by the colors of the Divine Nine fraternities and sororities. Rather than focusing primarily on logos and symbols, the collection uses sophisticated color combinations and versatile styling that can be worn in both professional and social settings. 9. Giving Back Is Part of His Mission Beyond fashion, Holland has spent years mentoring young people and helping student-athletes earn college scholarships. His commitment comes from his own experiences growing up and wanting to create opportunities for future generations. 10. Legacy Matters More Than Short-Term Success Holland's long-term goal is not simply to sell clothing but to build an enduring fashion brand that can continue impacting people for generations. He views entrepreneurship as an opportunity to create something meaningful that outlives its founder. Notable Quotes On Fashion and Identity "People who are really into fashion would like their fashion to be an extension of their personalities." On The Tayion Collection "Where the custom suit meets the ready-to-wear suit." On Entrepreneurship "You can have the hottest garments in the world. If you don't understand the business of it, you will lose and you will fail." On Innovation "It's about taking risks and it's about following that little voice in your head." On Purpose "That little voice in your head is your gift and you have to listen to it." On Licensing "Would you rather have all of $1 million or 10% of $100 million?" On Passion "You have to love what you do." On Recognizing Opportunity "If people are always complimenting you on it, it's maybe something that you could do and monetize." On Entrepreneurship "You will not fail. You will know." On Legacy "I believe there is no mountaintop. It's a legacy brand that could be here for years and years to come." Executive Summary Montee Tayion Holland's interview is a powerful story about vision, resilience, and entrepreneurship. From humble beginnings in Detroit and service in the Marine Corps to founding The Tayion Collection and securing partnerships with major retailers, Holland demonstrates how passion, discipline, continuous learning, and strategic relationships can build a successful brand. His central message is simple: identify your gifts, develop the business skills to support them, trust your instincts, and build something that creates lasting value for future generations. #AMI #BEST#SHMS #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSee omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Montee Tayion Holland. Founder, president, and CEO of The Tayion Collection, a luxury menswear brand. Holland shares his journey from growing up in Detroit, serving in the U.S. Marine Corps, and working in pharmaceutical sales to building a nationally recognized fashion brand carried by major retailers. The conversation focuses on entrepreneurship, fashion, branding, licensing, mentorship, business growth, and creating a legacy through both business success and community impact. Purpose of the Interview The interview aims to: Share Montee Tayion Holland's entrepreneurial journey. Educate listeners on how to build a successful fashion brand. Explain the business side of the fashion industry, including licensing and retail partnerships. Inspire aspiring entrepreneurs to pursue their passions and monetize their talents. Highlight the importance of mentorship, networking, and community involvement. Discuss the success and significance of apparel collections inspired by historically Black fraternities and sororities. Key Takeaways 1. Passion Often Starts Early Holland's interest in fashion began while growing up in Detroit, where he admired the way coaches and professional role models dressed. Their polished appearance inspired him to pursue a future connected to fashion, even before he understood how to enter the industry. 2. Detroit Influenced His Style Philosophy Detroit's rich culture of fashion, confidence, and self-expression helped shape Holland's view that clothing should reflect an individual's personality. He believes style is about more than appearance. It is a statement of identity and confidence. 3. Military Service Became His Fashion Classroom While serving in the Marine Corps overseas, Holland spent time in tailoring shops creating custom shirts, jackets, and suits. Those experiences taught him about fabrics, fit, construction, and design, laying the foundation for his future brand. 4. The Tayion Collection Bridges Luxury and Accessibility Holland designed The Tayion Collection to offer many of the details and craftsmanship found in custom clothing while remaining accessible through ready-to-wear garments. His goal was to deliver luxury quality at a more attainable price point. 5. A Great Product Alone Is Not Enough One of Holland's strongest lessons is that entrepreneurs must understand the business behind their products. Success requires knowledge of: Manufacturing Cost structure Inventory management Supply chains Distribution Cash flow Retail relationships He stresses that many businesses fail not because of poor products but because of weak business operations. 6. Relationships Can Transform a Career A key turning point came when Holland met apparel executive Ronnie Waksburger, who helped introduce him to larger opportunities within the fashion industry. The interview demonstrates how networking, reputation, and relationship-building can accelerate business growth. 7. Licensing Is a Powerful Growth Strategy Holland explains that licensing allows entrepreneurs to expand their brands without personally funding massive production runs. Through licensing partnerships, businesses gain access to: Manufacturing capabilities Capital resources Industry expertise Distribution channels Retail partnerships This model allows brands to scale faster while reducing operational challenges. 8. The Divine Nine Collection Filled an Important Market Need Holland partnered with Macy's to create apparel inspired by the colors of the Divine Nine fraternities and sororities. Rather than focusing primarily on logos and symbols, the collection uses sophisticated color combinations and versatile styling that can be worn in both professional and social settings. 9. Giving Back Is Part of His Mission Beyond fashion, Holland has spent years mentoring young people and helping student-athletes earn college scholarships. His commitment comes from his own experiences growing up and wanting to create opportunities for future generations. 10. Legacy Matters More Than Short-Term Success Holland's long-term goal is not simply to sell clothing but to build an enduring fashion brand that can continue impacting people for generations. He views entrepreneurship as an opportunity to create something meaningful that outlives its founder. Notable Quotes On Fashion and Identity "People who are really into fashion would like their fashion to be an extension of their personalities." On The Tayion Collection "Where the custom suit meets the ready-to-wear suit." On Entrepreneurship "You can have the hottest garments in the world. If you don't understand the business of it, you will lose and you will fail." On Innovation "It's about taking risks and it's about following that little voice in your head." On Purpose "That little voice in your head is your gift and you have to listen to it." On Licensing "Would you rather have all of $1 million or 10% of $100 million?" On Passion "You have to love what you do." On Recognizing Opportunity "If people are always complimenting you on it, it's maybe something that you could do and monetize." On Entrepreneurship "You will not fail. You will know." On Legacy "I believe there is no mountaintop. It's a legacy brand that could be here for years and years to come." Executive Summary Montee Tayion Holland's interview is a powerful story about vision, resilience, and entrepreneurship. From humble beginnings in Detroit and service in the Marine Corps to founding The Tayion Collection and securing partnerships with major retailers, Holland demonstrates how passion, discipline, continuous learning, and strategic relationships can build a successful brand. His central message is simple: identify your gifts, develop the business skills to support them, trust your instincts, and build something that creates lasting value for future generations. #AMI #BEST#SHMS #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Montee Tayion Holland. Founder, president, and CEO of The Tayion Collection, a luxury menswear brand. Holland shares his journey from growing up in Detroit, serving in the U.S. Marine Corps, and working in pharmaceutical sales to building a nationally recognized fashion brand carried by major retailers. The conversation focuses on entrepreneurship, fashion, branding, licensing, mentorship, business growth, and creating a legacy through both business success and community impact. Purpose of the Interview The interview aims to: Share Montee Tayion Holland's entrepreneurial journey. Educate listeners on how to build a successful fashion brand. Explain the business side of the fashion industry, including licensing and retail partnerships. Inspire aspiring entrepreneurs to pursue their passions and monetize their talents. Highlight the importance of mentorship, networking, and community involvement. Discuss the success and significance of apparel collections inspired by historically Black fraternities and sororities. Key Takeaways 1. Passion Often Starts Early Holland's interest in fashion began while growing up in Detroit, where he admired the way coaches and professional role models dressed. Their polished appearance inspired him to pursue a future connected to fashion, even before he understood how to enter the industry. 2. Detroit Influenced His Style Philosophy Detroit's rich culture of fashion, confidence, and self-expression helped shape Holland's view that clothing should reflect an individual's personality. He believes style is about more than appearance. It is a statement of identity and confidence. 3. Military Service Became His Fashion Classroom While serving in the Marine Corps overseas, Holland spent time in tailoring shops creating custom shirts, jackets, and suits. Those experiences taught him about fabrics, fit, construction, and design, laying the foundation for his future brand. 4. The Tayion Collection Bridges Luxury and Accessibility Holland designed The Tayion Collection to offer many of the details and craftsmanship found in custom clothing while remaining accessible through ready-to-wear garments. His goal was to deliver luxury quality at a more attainable price point. 5. A Great Product Alone Is Not Enough One of Holland's strongest lessons is that entrepreneurs must understand the business behind their products. Success requires knowledge of: Manufacturing Cost structure Inventory management Supply chains Distribution Cash flow Retail relationships He stresses that many businesses fail not because of poor products but because of weak business operations. 6. Relationships Can Transform a Career A key turning point came when Holland met apparel executive Ronnie Waksburger, who helped introduce him to larger opportunities within the fashion industry. The interview demonstrates how networking, reputation, and relationship-building can accelerate business growth. 7. Licensing Is a Powerful Growth Strategy Holland explains that licensing allows entrepreneurs to expand their brands without personally funding massive production runs. Through licensing partnerships, businesses gain access to: Manufacturing capabilities Capital resources Industry expertise Distribution channels Retail partnerships This model allows brands to scale faster while reducing operational challenges. 8. The Divine Nine Collection Filled an Important Market Need Holland partnered with Macy's to create apparel inspired by the colors of the Divine Nine fraternities and sororities. Rather than focusing primarily on logos and symbols, the collection uses sophisticated color combinations and versatile styling that can be worn in both professional and social settings. 9. Giving Back Is Part of His Mission Beyond fashion, Holland has spent years mentoring young people and helping student-athletes earn college scholarships. His commitment comes from his own experiences growing up and wanting to create opportunities for future generations. 10. Legacy Matters More Than Short-Term Success Holland's long-term goal is not simply to sell clothing but to build an enduring fashion brand that can continue impacting people for generations. He views entrepreneurship as an opportunity to create something meaningful that outlives its founder. Notable Quotes On Fashion and Identity "People who are really into fashion would like their fashion to be an extension of their personalities." On The Tayion Collection "Where the custom suit meets the ready-to-wear suit." On Entrepreneurship "You can have the hottest garments in the world. If you don't understand the business of it, you will lose and you will fail." On Innovation "It's about taking risks and it's about following that little voice in your head." On Purpose "That little voice in your head is your gift and you have to listen to it." On Licensing "Would you rather have all of $1 million or 10% of $100 million?" On Passion "You have to love what you do." On Recognizing Opportunity "If people are always complimenting you on it, it's maybe something that you could do and monetize." On Entrepreneurship "You will not fail. You will know." On Legacy "I believe there is no mountaintop. It's a legacy brand that could be here for years and years to come." Executive Summary Montee Tayion Holland's interview is a powerful story about vision, resilience, and entrepreneurship. From humble beginnings in Detroit and service in the Marine Corps to founding The Tayion Collection and securing partnerships with major retailers, Holland demonstrates how passion, discipline, continuous learning, and strategic relationships can build a successful brand. His central message is simple: identify your gifts, develop the business skills to support them, trust your instincts, and build something that creates lasting value for future generations. #AMI #BEST#SHMS #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Yemeni Houthis confirm that they hit a Saudi Aramco oil refinery and targeted an air base in retaliation for recent Saudi strikes.Canada's retaliatory tariffs on US goods took effect as scheduled, while US President Trump called for a halt to US sales of Bombardier aircraft.US equity futures trade lower as participants return from holiday; Novartis suffers after key drug misses primary endpoints.USD helped by higher energy prices; JPY continues to firm, helped by strong growth and wage data.Fixed income benchmarks fall, with Gilts underperforming as Amazon (AMZN) files for GBP-denominated debt.Crude complex rises following the Saudi and Yemeni Houthi update.Looking ahead, highlights include US ADP Employment Change Weekly. Speakers include ECB's Elderson, BoE's Bailey, Ramsden, Greene & Taylor. Supply from the US.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

Iran warned that economic warfare will be met with a maritime exclusion zone from the Persian Gulf to the blockade perimeter, and said it has the ability to strike ships participating in the US blockade.Yemeni forces reportedly launched ballistic missile and drone attacks on targets in Saudi Arabia, including around Khamis Mushait, Abha airport and King Khalid Airbase.Canada's retaliatory tariffs on US goods took effect as scheduled, while US President Trump called for a halt to US sales of Bombardier aircraft.USD/JPY extended declines and briefly dipped beneath the 153.00 level as the yen continues to strengthen amid BoJ rate hike expectations; Japanese GDP was revised higher and wage growth beat expectations. APAC stocks traded mixed in the absence of a lead from Wall Street; European equity futures indicate a flat cash market open.Looking ahead, highlights include German Trade Balance (Jul), US ADP Employment Change Weekly. Speakers include ECB's Elderson, BoE's Bailey, Ramsden, Greene & Taylor. Supply from the Netherlands, Germany & the US.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

 Ray finds a great oil filter closeout deal at WalMart, Parts Geek asks for some personal I.D. information, our station manager has an A/C leak, & the importance of having the right carburetor float level. 

The digital economy may get the headlines, but behind every AI breakthrough, electric vehicle, automated warehouse, and data center is a complex physical supply chain making it possible. In this episode of The Buzz, powered by Toyota Automated Logistics, hosts Scott Luton and Karin Bursa welcome Gaurav Singh Chaudhary, founder and editor of Silicon and Steel, to explore the infrastructure, materials, energy, and global trade relationships powering some of today's biggest transformations.From Walmart's massive investment in automated fulfillment to dramatic shifts in the Southern timber industry, Scott, Karin, and Gaurav break down the connections between changing consumer demand, automation, trade policy, and supply chain strategy. They examine the potential impact of semiconductor tariffs on AI infrastructure, why nuclear energy's fuel supply could become a critical bottleneck, and how AI and EV manufacturers are increasingly competing for the same electronics and manufacturing capacity.Along the way, the conversation highlights an important reality: the AI economy isn't purely digital. Its growth depends on chips, energy, batteries, data centers, manufacturing capacity, logistics networks, and resilient global supply chains.Key TakeawaysSpeed must be designed into the network. Walmart's next-generation fulfillment investment demonstrates why companies can't simply compensate for poor network design with more expensive transportation.Automation is changing the nature of warehouse work. As fulfillment processes become increasingly automated, traditional manual roles are giving way to jobs focused on maintaining, operating, and optimizing technology.Supply chains operate on dramatically different timelines. Timber can take decades to mature while demand, tariffs, interest rates, and trade policies can change within months, creating significant challenges for long-term planning.The AI economy has a very physical foundation. Chips, servers, power generation, cooling systems, batteries, and data centers all create supply constraints that can determine how quickly AI infrastructure scales.Nuclear energy presents a supply chain bottleneck. The fuel required by emerging small nuclear reactors creates sourcing and geopolitical risks that extend far beyond simply building more reactors.AI and automotive supply chains are increasingly interconnected. EVs and AI infrastructure compete for electronics, chips, circuit boards, batteries, and manufacturing capacity while AI demand is also creating new opportunities for automotive battery investments.Context turns data into actionable intelligence. Supply chain-specific AI must understand industry terminology, relationships, workflows, and business rules, not simply process general-purpose data.Supply chain leaders can no longer look at AI, energy, manufacturing, trade, logistics, and infrastructure as separate conversations. This episode connects the dots between them. Tune in for practical insights into how automation, tariffs, shifting demand, energy constraints, and emerging technologies are reshaping global supply chains and why understanding the physical infrastructure behind the digital economy will be essential for navigating what comes next.Additional Links & Resources: Toyota Automated Logistics: https://toyota-automated-logistics.com/ With That Said: https://bit.ly/WTS-30-Aug-2026 From Data Chaos To Decision Intelligence: How AI Continues To Reshape Logistics: https://bit.ly/ExecExchange-MattMcKinney-LoopMeet Hunter Wendelstedt, MLB's next Ángel Hernández in the making: https://bit.ly/MLB-ABS-MakingTractionWalmart to build $1.3B fulfillment center in Georgia: https://bit.ly/Walmart-Invests-in-GATimber Was Gold in the South—Until a Market Collapse Crushed the Forest Economy: https://on.wsj.com/3T96zoxAnother potential headache for US data centers — Trump tariffs: https://politi.co/4gFffutWest Wants Nuclear for AI. Russia Controls the Fuel: https://bit.ly/3Uigrg6Silicon & Steel: https://siliconandsteel.co/ Connect with Gaurav on LinkedIn: https://www.linkedin.com/in/gsc/Upcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Learn more about our hosts: https://supplychainnow.com/aboutLearn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkLearn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- SAP AI Inside the Supply Chain: From Silo to Orchestration: https://bit.ly/4bvpz6KWEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2ZWEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemThis episode was hosted by Scott Luton and Karin Bursa, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/thebuzz-from-silicon-to-steel-supply-chains-behind-ai The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Dominique Dwor-Frecaut is the Chief US economist and macro strategist for Macro Hive and is based in Los Angeles. Before that, she worked at various hedge funds, including Bridgewater. Prior to the buy side, she worked at the New York Fed, IMF, and the World Bank. She holds a PhD in Economics from the London School of Economics. In this podcast, we discuss: The "Low-Hire, Low-Fire" Labour Puzzle The Imported AI Capex Illusion Chips as the New Oil Supply Shock The K-Shaped Consumer & GFC-Level Delinquency The Fragile Savings Rate Cushion The Return of FOMC Dissension The Waller Swing Vote & the 2026 Rate Path The 2027 AI De-escalation Surprise

Today's Devotional "Supernatural Supply"lmjministries.org9/4/26Join us for coffee, conversation and community.

A dedicated crew of volunteers who have spent thousands of hours helping families in need by mending curtains are now turning to the public in an appeal for help. With their shelves looking bare, the Rotorua Curtainbank's are calling for donations to replace their dwindling supply of curtains. Co-ordinator Judy Gregor spoke to Guyon Espiner.

Our Global Commodities Strategist Martijn Rats explains how tightening supply and shrinking buffers are pushing Brent prices up again, and what that would mean for fuel costs and energy markets.Read more insights from Morgan Stanley.----- Transcript -----Martijn Rats: Welcome to Thoughts on the Market. I'm Martijn Rats, Morgan Stanley's Global Commodities Strategist.Today: why the oil market is tightening, and why we now see Brent reaching $100 per barrel later this year.It's Thursday, September 3rd, at 3pm in London.It has been an extraordinary summer for oil. Brent — the global benchmark price for crude oil and the reference point for most of the world's oil trade — traded above $110 per barrel in mid-May, fell to $71 by early June, climbed back above $100 three weeks later, and then dropped again to around $79 per barrel. More recently, prices have moved higher again. But the question now is whether that is just another temporary swing. Or whether there is a sign that the underlying market has changed.We think it has changed. Supply is tightening, inventories are falling, and some of the buffers that helped absorb earlier disruptions are fading.The clearest evidence is in inventories. Crude oil sitting on the water fell from nearly 1.3 billion barrels in mid-July to 1.1 billion barrels recently. That was a decline of about 190 million barrels. During one four-week stretch, oil-on-water fell at the unusually high rate of 5.3 million barrels a day, the fastest four-week decline since this data series began about eight years ago. Usually, when there is such a large amount of crude oil that is brought on land, it drives up onshore oil inventories. However, not on this occasion. On a global basis, onshore crude oil inventories have fallen by another 38 million barrels over the same period. That means that those offshore barrels arriving were being used straight away rather than put into land-based storage.The biggest supply issue is still the Middle East. Crude flows from the Strait of Hormuz briefly recovered to about 15 million barrels a day after the June Memorandum of Understanding. That was close to the pre-conflict level. More recently, however, they have been running again around about 7 million. Now, Red Sea exports have also fallen sharply, from about 4 - 4.5 million barrels a day in March and April to around about 1.5 million barrels a day at the moment. Therefore, total regional exports are still up from the lows in March and April, but they are sharply down from that late June peak. Another source of support is fading: strategic petroleum reserves. Globally, those releases added around 2.5 million barrels a day to supply in March and April. But that has fallen sharply, and we do not anticipate material further releases from global SPRs after September.Then China is important, too. Its seaborne crude imports are normally around 10 to 11 million barrels a day but briefly fell as low as 5 million barrels a day leaving more oil available elsewhere. Now, China's buying activity still appears low, but at a minimum it has stabilized, and there are tentative signs of an increase. If Chinese imports have stopped falling and possibly go into reverse, they can no longer free up additional barrels for buyers elsewhere, making the global oil market tighter. So why hasn't crude become even more constrained? It's because of refineries. Global refinery outages are running 5 - 6 million barrels a day above normal. Although supply of crude oil is constrained, this means that demand for crude is also reduced. Now, the result of that is that the tightness in the system has instead shown up in refined products rather than in crude. And diesel is the clearest example of this; and the one most likely to be felt throughout the economy, since diesel prices feed straight through into trucking, freight, farming costs, and many other areas. The front-month diesel benchmark in the U.S. was recently around $195 per barrel, versus Brent at $95 per barrel. The difference between the value of a refined product and the crude used to make it is called a crack spread. For diesel, that crack spread reached around $100 per barrel, an all-time high. Over time, that gives refiners a very strong incentive to bring back capacity where they can. If they do, crude demand should rise, whilst inventories are already falling and Middle East supply so far remains constrained. We now expect a full recovery in Middle East supply to take well into 2027. On that path, oil inventories should keep falling throughout the fourth quarter of this year as well as the first quarter of next year. We now forecast Brent to average $100 per barrel in the fourth quarter.Now, for much of this year, the oil market had several shock absorbers: strategic reserves, abundant barrels at sea, and unusually weak Chinese imports all helped. Those cushions are thinner now. That leaves less room for another disruption, just as the road back to normal supply is getting longer. Thanks for listening. If you enjoy the show, please leave us a review wherever you listen and share Thoughts on the Market with a friend or colleague today.

Project Out Loud – For decades, the nation learned painful lessons about contaminated blood, first from HIV, then hepatitis, and the fallout was enormous. Public inquiries followed. Lawsuits followed. Today, new evidence suggests we may be standing at the edge of another preventable scandal, one that could be even larger because the warning signs are being smothered before they...

Manhattan just set a new all-time record — median rent at $5,295 a month, average rent at $6,655, and a studio will cost you over $4,000. This happened under Mayor Zohran Mamdani, who ran on affordability and has spent his tenure freezing rents, threatening to seize landlord units, and doing everything possible to make it less attractive to build or hold rental property in New York City. Rental inventory dropped 22 percent year-over-year. Supply and demand don't care about campaign promises.Every policy move Mamdani makes that punishes landlords or discourages new construction tightens the pressure cooker on the tenants he claims to protect. Lenders are pulling back from multifamily financing. Landlords are abandoning the market. The people left holding the bag are the renters who believed the pitch — now competing over fewer units at record prices.Sean also draws the line to Seattle, where newly-elected socialist council member Katie Wilson ran the same affordability playbook. New York's rent data is the preview. The math doesn't change because the zip code does.Subscribe to @reasonablenews and hit the notification bell for daily coverage of the stories that actually matter.#NFRP #Manhattan #MamdaniGO PREMIUM WITH REASONABLE+ FOR UNCENSORED ACCESS

USAP allegedly paid a competitor $9 million to stay out of the Dallas market. A Texas teachers' pension system says it's paying twice the going rate for anesthesia because of it. Joe Rodriguez (Chief Growth Officer, Guide Anesthesia) is joined by Tracy Young (COO, Essential Anesthesia) and Gary Keeling (VP, Anesthesia Services at Coronis Health) to unpack the USAP consolidation fallout, why anesthesia pay works the way it does, and the debt mechanics behind CHG Healthcare's acquisition of Krewe Anesthesia. First: Representative Tom Oliverson's Houston Chronicle testimony and the Texas Teacher Retirement System's claim that USAP charges double the going rate, including the allegation that USAP paid Envision $9 million to stay out of the Dallas market entirely. Tracy makes the business case for what USAP did before making the ethics case against how they did it. Second: why anesthesiologists and CRNAs actually get paid what they get paid, and why "fair" isn't a market principle derived from your length of training. It's derived from what two parties subjectively determine. Third: CHG Healthcare's acquisition of Krewe Anesthesia, traced back through Leonard Green Partners and the collapse of Crozer Health. Tracy breaks down how debt-funded acquisitions work and why the model only survives as long as interest rates stay low. Plus: Joe's three-part fix for what's actually driving healthcare costs, and a listener question on practicing anesthesia in New York. Takeaways: Comparing anesthesia rates to "the market average" is meaningless. Most rates are too compressed to cover the actual cost of staffing anesthesia care. Anesthesiologists and CRNAs get paid what they get paid for one reason: that's what the market is willing to pay. Supply and demand, not sympathy or spin. Fairness is not a market principle, per se. Compensation is only ever what a buyer is willing to pay and a provider is willing to accept. Locums companies are becoming management companies because hospitals want one vendor to own the whole staffing headache, not five vendors to coordinate. Solving healthcare costs at the system level takes three things: real investment in public health, broad coverage delivered privately, and better use of the professionals already in the system. Want more Dr. Joe Rodriguez? Tik Tok: @jrodcrna21 Instagram: @jrod.crna & @abouttherestpod YouTube: @AboutTheRest Thanks for my co-hosts: Randy Moore (EVP & National Chief CRNA, NorthStar Anesthesia) Gary Keeling (VP of Anesthesia Services, Coronis RCM) To Learn More about Human Content Visit: ⁠⁠⁠http://www.human-content.com⁠⁠⁠ To Learn More about About The Rest Visit: www.abouttherest.com Got a Question? hello@abouttherest.com Part of the Human Content Podcast Network Learn more about your ad choices. Visit megaphone.fm/adchoices

Advanced technologies, a return to domestic manufacturing, and the race to control energy production while also confronting surging demand for electricity. All of these factors mean that for the US, energy security and national security are increasingly centered on critical minerals.  But the processing and refining of vital materials like copper, lithium, and graphite is largely done overseas, heavily concentrated in the hands of global competitors like China. This has sparked an urgent, bipartisan push to re-industrialize America and secure the supply chains necessary for everything from military defense to the AI revolution. So can public sector funding catalyze sustainable private enterprise without over-regulating the market? How much domestic mining, processing, and recycling can the US unlock quickly and safely? And what role can emerging baseload power technologies like advanced geothermal and small modular nuclear reactors play in meeting our soaring energy needs? Today on the show, Jason Bordoff speaks with the Assistant Secretary of Energy Audrey Robertson, about her office's mission to restructure and secure America's energy supply chains, from mining to recycling. Audrey leads the US Department of Energy's Office of Critical Minerals and Energy Innovation, where she oversees one of the nation's largest energy R&D portfolios. Previously, she co-founded Franklin Mountain Energy, a private oil and gas company in the Permian Basin, where she served as CFO and executive vice president. Before that Audrey was a managing partner at Copper Trail Partners, an energy private equity platform.  Credits: Hosted by Jason Bordoff and Bill Loveless. Produced by Mary Catherine O'Connor, Caroline Pitman, and Kyu Lee. Engineering by Gregory Vilfranc.

This interview is disseminated on behalf of American Tungsten Corp.American Tungsten (TSXV: TUNG | OTCQX: TUNGF | FSE: RK90) CEO Ali Haji provides an update on the company's efforts to restart the past-producing IMA Tungsten Mine in Idaho. The discussion covers the latest mineral resource estimate, ongoing drilling, tailings processing plans, upcoming metallurgical testing and PEA, engagement with the U.S. government, and the path toward production.Visit: https://americantungstencorp.com/Watch the full YouTube interview here: https://youtu.be/AgNnfxK9yNIAnd follow us to stay updated: https://www.youtube.com/@stockstowatchofficial 

Crude oil is surging again... And suddenly $100 oil doesn't seem so far away. Renewed fighting between the United States and Iran has sent another shock through the energy markets. U.S. forces launched fresh strikes against Iranian targets, two oil tankers were reportedly attacked while leaving the Strait of Hormuz, and concerns are once again growing about the security of one of the world's most important energy chokepoints. The result? Brent crude jumped 4.6% to $94.65 per barrel, while WTI surged 5.2% to $90.22. So on today's TraderMerlin show, we're asking the obvious question: Are we heading back to $100 oil? We've already been there this year—and with tensions escalating again, it wouldn't take much to get there. But this story is much bigger than the price of crude. The Strait of Hormuz normally handles roughly 20% of the world's oil supply, making developments in Iran critical not just for energy traders, but for virtually every financial market. We'll discuss: The latest U.S.-Iran escalation – What happened and why the oil market reacted so aggressively The Strait of Hormuz – Why this narrow stretch of water remains one of the most important pieces of real estate in the global economy $100 crude oil – What would have to happen for WTI and Brent to break through triple digits again? Supply disruption – How much oil is actually at risk if tensions continue escalating? Gasoline & diesel – Why crude isn't the only energy market traders should be watching Inflation – How sustained higher energy prices could work their way through transportation, manufacturing and ultimately consumer prices The stock market – Which sectors potentially win—and which ones get hurt—if oil continues higher? And then we're going to connect oil to another huge issue facing the markets right now: The Federal Reserve's rate-hike dilemma. Fed Chairman Kevin Warsh made it clear at Jackson Hole that inflation remains too high. The Fed's preferred PCE measure is running well above its 2% target, while the economy and labor market remain relatively resilient. Today, Fed Governor Michael Barr added another warning, saying the central bank should "act decisively to raise rates" if inflation doesn't moderate sufficiently. Now throw $90+ crude oil into the equation. That's where things get complicated. Higher oil prices can push inflation higher... But they can also hurt consumers, squeeze corporate margins and eventually slow economic growth. So the Fed potentially faces an uncomfortable choice: Raise rates to fight inflation and risk slowing the economy—or hold rates steady and risk allowing inflation to become even more entrenched? That's the dilemma. And Wall Street is already responding. Treasury yields are moving higher, stocks are under pressure, and expectations for a September rate hike have jumped significantly following Warsh's Jackson Hole speech and the renewed surge in energy prices. This is the chain every trader should understand: Iran → Oil → Inflation → Federal Reserve → Interest Rates → Bonds → Stocks That's why what's happening in the Strait of Hormuz could ultimately impact your portfolio even if you've never traded a barrel of crude oil in your life. For additional research, check out the Federal Reserve's official Jackson Hole remarks from Kevin Warsh, U.S. Energy Information Administration and CME Group Energy Markets. Listen now:

a16z's David George sits down with Gavin Baker to unpack the state of the AI boom, why demand for intelligence may still be dramatically underestimated, and why the outcome doesn't necessarily have to be winner-take-all. David and Gavin explore the possibility that frontier labs, open-source models, applications, clouds, and NVIDIA can all capture significant value as AI adoption expands. They dig into the economics of the infrastructure buildout, why compute investments can have unusually fast payback periods, and what happens when today's relatively small group of heavy AI users expands to hundreds of millions of people. They also debate the risk of an AI bubble versus an AI shortage, the backlash against data centers, orbital compute, the rise of multi-model architectures, and NVIDIA's position at the center of the AI supply chain. Gavin makes the case that the AI buildout could help reindustrialize America, while David explores whether the bigger near-term risk is not overbuilding, but failing to build enough. Resources: Follow Gavin Baker on X: https://x.com/GavinSBaker Follow David George on X: https://x.com/DavidGeorge83 Stay Updated:Find a16z on YouTube: YouTubeFind a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please 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. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Trump Says Iran War Is Back On & That They Are “Dead!” Pentagon Warns Hegseth Munitions Critically Low, Supply Lines Weak! Trump Attacks Data Center Critics As “Backwards & Poor!” Plus, Jimmy Dore Joins Alex Jones!

Welcome to this week's episode of Live Your Best Life, where we're sharing a powerful Live Encounter Time from our International Mentoring Community. Holy Spirit moved in a profound way, and this message is meant to bring you back into divine perspective, encourage your heart, and create space for Jesus to reset you in a beautiful, life-changing way.If you've been feeling the weight of the world or simply need time to slow down and soak in God's presence, this episode is for you. Settle in, take a breath, and listen expectantly as Jesus speaks to your heart.And if you'd like to go deeper, we invite you to explore the International Mentoring Community. IMC is a place where Jesus pours out every week, and where we gather to sit at Jesus' feet, grow together, and encounter God in a fresh way. Click the link below to see whether it's the right fit for your life.We pray this episode blesses you deeply and that you never come away the same.Related MaterialsJoin the International Mentoring Community IMC, to facilitate a safe environment where like-minded people at any stage of their walk can enter into a deeper experience of Jesus. Liz Wright will mentor you each week through revelatory teaching, powerful testimonies and the grace to step into life-changing encounters with Jesus.https://www.jointheimc.com/

Once we print Magic cards, how do we get them to you, the players? This podcast talks about the various ways we do that.