Podcasts about TAM

Brian Nowak: Welcome to Thoughts on the Market. I'm Brian Nowak, Morgan Stanley's Head of U.S. Internet Research. Andrew Percoco: And I'm Andrew Percoco, Head of North America Autos and Shared Mobility Research. Brian Nowak: Today we're going to talk about why we think 2026 could be a game changer and a point of inflection for autonomous vehicles and autonomous driving. It's Thursday, January 8th at 10am in New York. So, Andrew, let's get started. Have you ridden an autonomous car before? Andrew Percoco: Yeah, absolutely. Took a few in L.A., took one in San Francisco not too long ago. Pretty seamless and interesting experience to say the least. Brian Nowak: Any accidents or awkward left turns? Or did you feel pretty comfortable the whole time? Andrew Percoco: No, I felt pretty comfortable the whole time. No edge cases, no issues. So, all five star reviews for me. Brian Nowak: Andrew, we think your answer is going to be a lot more common as we go throughout 2026. As autonomous availability scales throughout more and more cities. Things are changing quickly. And we kind of look at our model on a city-by-city basis. We think that overall availability for autonomous driving in the U.S. is going to go from about 15 percent of the urban population at the end of 2025 to over 30 percent of the urban population by year end 2026. Andrew Percoco: Yeah, totally agree. Brian, I'm just curious. Like maybe layout for us, you know, what you're expecting for 2026 in more detail in terms of city rollouts, players involved and what we should be watching for throughout the next, you know, nine to 12 months. Brian Nowak: We have multiple new cities across the United States where we expect Waymo, Tesla, Zoox, and others to expand their fleet, expand autonomous driving availability, and ultimately make the product a lot more available and commonplace for people. There are also new potential edge cases that we think we're going to see. We're going to have our first snow cities with Waymo expected to launch in Washington, D.C.; potentially in Colorado, potentially in Michigan. So, we could have proof of concept that autonomous driving can also work in snow throughout [20]26 and into 2027 as well. So, in all, we think as we sit here at the start of [20]26, one year from now, there's going to be a lot more people who are going to say: I'm using an autonomous car to drive me around in my everyday practice. Andrew Percoco: Yeah, that makes a lot of sense. And I guess, what do you think the drivers are to get us there, right? There's also some concerns about safety, adoption, you know, cost structure. What are the main drivers that really make this growth algorithm work and really scales the robotaxi business for some of the key players? Brian Nowak: Part of it is regulatory. You know, we are still in a situation where we are dealing with state-by-state regulatory approvals needed for these autonomous vehicles and autonomous fleets to be built. We'll see if that changes, but for now, it's state by state regulation. After that, it comes down to technology, and each of the platforms needs to prove that their autonomous offerings are significantly safer than human driving. That is also linked to regulatory approval. And so, when we think about fleets becoming safer, proving that they can drive people more miles without having an accident than even a human can – we think about the autonomous players then scaling up their fleets. To make the cars and fleets available to more people. That is sort of the flywheel that we think is going to play out throughout 2026. The other part that we're very focused on across all the players from Waymo to Tesla to Zoox and others is the cost of the cars. And there is a big difference between the cost of a Waymo per mile versus the cost of a Tesla per mile. And we think one of the tension points, Andrew, that you can, you can talk about a little bit here, is the difference in the safety data and what we see on Tesla as of now versus Waymo – versus the cost advantage that Tesla has. So, talk about the cost advantage that Tesla has through all this as of right now. Andrew Percoco: Yeah, definitely. So, you know, as you mentioned, Tesla today has a very clear cost advantage over many of the robotaxi peers that they're competing with. A lot of that's driven by their vertical integration, and their sensor suite, right? So, their vehicle, the cost of their vehicle is – call it $35,000. You've got the camera only sensor approach. So, you don't have lidar, expensive lidar, and radar in the vehicle. And that's just really driven a meaningful cost improvement and cost advantage. On our math about a 40 percent cost advantage relative to Waymo today. Now going forward, you know, as you mentioned, I think the key hurdle here or bottleneck, that Tesla still needs to prove is their safety. And can they reach the same safety standards as a human driver? And, you know, the improvement that you've seen from Waymo. You know, to put some numbers around this. Based on publicly available data in Austin, Tesla's getting in a crash, you know, every about, call it every 50,000 miles; Waymo is closer to every 400,000 miles per crash. So today, Waymo is the leader on safety.I think the one important caveat that I want to mention here is that's on a relatively small number of miles driven for Tesla. They've only driven about 250,000 miles in Austin, whereas Waymo's driven close to, I think, a hundred million miles cumulatively. So, when you look back, I think this is going to be the kind of key catalyst and key data point for investors to watch is – how that data improves over the course of 2026. If you track Waymo – Waymo's data improved substantially as their miles driven improved, and as they launched into new cities.We'd expect Tesla to follow a similar trend. But that's going to be a huge catalyst in validating this camera only approach. If that happens, Tesla's not limited in scale, they're not limited in manufacturing capacity. You can meaningfully see them expand… Or you can see them expand quite quickly once they prove out that safety requirement. Brian Nowak: I think it's a great point because, you know, one of the other big debates that we are all going to have to monitor in the AV space throughout 2026 is: How quickly does Tesla completely pull the safety drivers, and how quickly do they scale up production of the vehicles? Because one of the bank shots around autonomous driving is actually the rideshare industry. You know, we have partnerships; some partnerships between Waymo and Uber and Waymo and Lyft. But Tesla is not partnering with anyone. And so, I think the extent to which we see a faster than expected ramp up in deployment from Tesla can have a lot of impact. Not only on autonomous adoption, competition with Waymo, but also the rideshare industry.So how do you think about the puts and takes on Tesla and sort of removing the drivers and scaling up the fleet this year? What should we be watching? Andrew Percoco: Yeah, so they've already made some strides there in Austin. They've pulled the safety monitor. They haven't opened that up to the public yet without the safety monitor. They're still testing, presumably in that geography. They need to be extremely careful in terms of, you know, the regulatory compliance and making sure they're doing this in a safe way. Ultimately that's what matters most to them. We do expect them to roll it out to the public without the safety monitor in 2026. Whether or not, that's the first quarter or the third quarter – is a little bit tougher to predict. But I think it's reasonable to assume whatever the timeline is, they're going to make sure it's the safest way possible to ensure that there's, you know, no unintended consequences as it relates to regulation, et cetera. I think one, also; one important data point or interesting data point here. You know, we model, I think, a 100 percent CAGR in miles driven, autonomous miles driven through 2032. You can talk a little bit about, you know, what the implications for rideshare, but I think important. It's important to contextualize that would still only represent less than 1 percent of total U.S. miles driven in the U.S. So substantial growth over the next, call it six or seven years. But still a massive TAM to be tapped into beyond 2032. And I think the key there is – what's the cost reduction roadmap look like? And can we get robotaxis to a point where they are cheaper than personal car ownership? And could robotaxis at some point disrupt the car ownership process? Brian Nowak: Yeah. And the other more important point around rideshare will be how much do these autonomous offerings expand the addressable market for rideshare and prove to be incremental? As opposed to being cannibalistic on existing ride share rides. Because you're right that, you know, even our out year autonomous projections still have it less than 1 percent of the total trips. But the question is how much does that add to ride share? Because in some scenarios, those autonomous trips could end up being 20 to 30 percent of the rideshare industry. This matters for Uber and Lyft because while they are partnering Waymo and other autonomous players across a handful of markets, they're not partnered in all the markets. And in some markets, Waymo is going alone. Tesla is going at it alone. And so when we look at our model and we say as of 2024, Uber and Lyft make up 100 percent of the ride share industry based on the current partnerships, which includes Waymo and Tesla and all; and Zoox and all the players, we think that Uber and Lyft will only make up 30 percent of the autonomous driving market. And so it's really important for the rideshare industry that when, number one, we see AV's being incremental to the TAM; and two, that Uber and Lyft are able to continue to add more partnerships over time to drive more of that overall long-term AV opportunity and participate in all this rideshare industry over the next five years. Andrew Percoco: I think it's really clear that the future of autonomous vehicles is here and we've reached an inflection point; and there's a lot of interesting catalysts and data points for us and for investors to watch for throughout 2026.So Brian, thanks again for taking the time to talk. Brian Nowak: Andrew, great speaking with you. And thanks for listening. If you enjoy Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or colleague today.

- SUBSCRIBE TO OUR PODCAST: http://cornerofthegalaxy.com/subscribe/  - COG LA GALAXY DISCORD: https://discord.gg/drr9HFZY2P - COG ANTHEM MUSIC BY RAY PLAZA: https://linktr.ee/munditoplaza - COG ANTHEM MUSIC DOWNLOAD: https://open.spotify.com/artist/3asiasldwKyoCRm1Vzx2h7?si=_LmXI9otT9y9j0ChMGMt2w COG STUDIOS, Calif. -- This was not the start to the 2026 season the LA Galaxy envisioned. Riqui Puig is out until 2027 with another ACL surgery. What does that mean for LA? On today's show, hosts Josh Guesman and Kevin Baxter discuss the Galaxy's disastrous predicament and why the timing means they need to find a replacement fast. What does the Season Ending Injury List mean for the Galaxy? And what kind of terms could they expect from a "replacement" DP? Can the Galaxy use TAM? Should they worry about a 2027 season with too many DPs? We've got 60 minutes of Riqui Puig and LA Galaxy talk headed your way. Don't miss it. -- Corner of the Galaxy is kicking off Season 18, just a few shows past number 1,260! And we can't wait to show you everything we've got in store for 2026! This is a reminder that we go live twice a week — on Mondays and Thursdays at 8 PM on YouTube — and that you can find us conveniently on your preferred podcast platform (Apple, Spotify, SoundCloud, YouTube, Google Play, etc.). We're making it easy for you to stay connected! So tell a friend that you've been listening to the longest-running team-specific podcast in Major League Soccer and that 2025 is a great time to start listening!

The most petty and ill informed podcast in the world. Buckfast Club, Brechin Counter, Silence of the Bams? We discuss Scottish sounding films and Tam has a go at Billy Connolly! Wrestling supremo Mark Dallas joins Stuart and Tam to chat about the weekend's football and Oor Wullie at 90.

Motherhood loves to trick us into thinking if we can't do it perfectly, we shouldn't do it at all. But what if “something” is exactly what you need? In this episode, Erin & Tam dive into the power of micro yes's; tiny, gentle choices that help you move out of overwhelm, build momentum, and reconnect with the parts of yourself that get lost in mom life. @theartofhobbyness www.artofhobbyness.com

What actually makes a startup defensible anymore, especially when anyone can build a product overnight with AI?In this episode of Supra Insider, Marc Baselga and Ben Erez sit down with Itamar Novick, founder of Recursive Ventures and longtime operator-turned-investor, to unpack how moats are changing in the AI era and what founders (and senior product leaders) need to internalize if they want to build enduring companies.Itamar draws from over 25 years across product leadership, company-building, and early-stage investing to explain why defensibility matters earlier than most founders think, how traditional moats (marketplaces, SaaS velocity, network effects) still apply, and why AI radically compresses time-to-competition. He breaks down how Recursive Ventures evaluates teams, TAM, and moats at the pre-seed stage, why velocity has become a core signal, and how the venture model itself is being reshaped by smaller teams, faster execution, and lower capital requirements.The conversation also goes deep on founder decision-making: how to choose early investors, why community itself can be a moat, what good vs bad VCs look like when companies fail, and why product leaders should seriously consider jumping into AI-native environments, even if it means a short-term step down.If you're a product leader thinking about founding a company, advising startups, or staying relevant in the next decade, this episode offers a clear, opinionated framework for navigating what's changed and what still matters.All episodes of the podcast are also available on Spotify, Apple and YouTube.New to the pod? Subscribe below to get the next episode in your inbox

SaaStr 835: AI + B2B in 2026: Find the Tailwinds or Get Left Behind with SaaStr CEO and Founder Jason Lemkin Software spend is set to hit record levels in 2026, but you're not getting any of it unless you change. SaaStr CEO and Founder Jason Lemkin breaks down the paradox facing B2B companies right now: It's never been easier to scale to $100M (for a select few), while everyone else struggles. Half of all VC dollars are going into just 4 deals. IPOs ended the year with a whimper. And that AI copilot you built? It doesn't count. In this session, Jason shares the data on what's actually happening and what you need to do to capture your share of the hundreds of billions flowing into software. Key insights: Why "seed is for suckers" in today's VC environment The 3 types of AI products that unlock budget (and the one that doesn't) Why 30% of new IT budget is going to AI and how to steal it The TAM expansion math behind Cursor, Gamma, and AI SDR tools Why copilots and AI features alone won't save you The efficiency metrics every founder needs to track in 2026 If you didn't reaccelerate growth in 2025, you get a D. You can't get a D in 2026.

A Checklist mai ünnepi különkiadásában azt vizsgáltuk meg, hogy melyek azok a folyamatok, trendek, piaci és politikai mozgások, amelyek a legnagyobb hatással lehetnek 2026-os év tőkepiaci fejleményeire – és hol lehet ebből pénzt csinálni? Móró Tamás, a Concorde vezető stratégája segít rendet tenni a zajban: amerikai választások és Trump-gazdaságpolitika, a Fed jövője, az AI-beruházások valódi nyertesei és vesztesei, valamint az európai – különösen a német – stimulus sorsa kerül terítékre. Szó esik arról is, mi történik, ha eltűnik a dollár pozitív reálkamata, hogyan érdemes szelektálni az AI-nehéz techvállalatok közül, és miért lehet 2026 a rotáció éve a globális portfóliókban. Az interjút Vidovszky Áron, a Portfolio Investment Services üzletágvezetője készítette.See omnystudio.com/listener for privacy information.

„Hudba je těžko popsatelná slovy,“ přiznává dirigent v novoročním rozhovoru s Terezou Kostkovou. „Italský skladatel a teoretik hudby Ferruccio Busoni kdysi řekl, že hudba je třepoucí se vzduch. Fyzikální vysvětlení říká, že frekvence se odrážejí v našich uších a my to vnímáme jako hudbu. Jenže tyhle frekvence pronikají také přímo do naší duše. A tam už to začíná být nevysvětlitelné. Tam se ztrácí slova a hudba se stává něčím transcendentálním a nepostradatelným pro život.“Všechny díly podcastu Blízká setkání můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

Joyeux Noël à tous·tes ! Je prends 15 jours de vacances, l'émission reprend le 4 janvier :DAttention, voici 5 nouveaux métiers dans l'écologie qui vont devenir mainstream.Avec Julien Vidal du podcast 2030 Glorieuses et du projet Ca commence par moi.Si tu mets 5 étoiles à ce podcast, tu trouveras le métier de tes rêves. Abonne-toi !SOMMAIRE 03:43 Pourquoi on a peur d'imaginer demain ? 06:34 Métier 1 : Agricultrice urbaine (Ophélie Damblé, Ta Mère Nature) 08:24 Métier 2 : Berger urbain 10:00 Métier 3 : Maître Composteur 13:32 Métier 4 : Boucher végétal14:08 Métier 5 : Architecte low-tech 15:19 Le travail sera-t-il moins important dans nos vies ? 19:47 Créer de l'espace pour trouver son métier de rêve 21:38 Comment l'école peut préparer aux métiers de 2030 ? 26:48 C'est quoi les utopies réalistes ? 31:10 50 fiches des métiers de demain DANS CET ÉPISODE► Le podcast 2030 Glorieuses de Julien► 5 sites pour changer de job : Mon job de sens / Switch collective / Shift your job / Activ'action / Low-tech nation__Le site officiel de Soif de Sens : https://soifdesens.frSoutenir Soif de Sens via Tipeee : https://fr.tipeee.com/changerlemonde__Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

„Hudba je těžko popsatelná slovy,“ přiznává dirigent v novoročním rozhovoru s Terezou Kostkovou. „Italský skladatel a teoretik hudby Ferruccio Busoni kdysi řekl, že hudba je třepoucí se vzduch. Fyzikální vysvětlení říká, že frekvence se odrážejí v našich uších a my to vnímáme jako hudbu. Jenže tyhle frekvence pronikají také přímo do naší duše. A tam už to začíná být nevysvětlitelné. Tam se ztrácí slova a hudba se stává něčím transcendentálním a nepostradatelným pro život.“

OPEN HEAVENSMATALA LE LAGI MO LE ASO TOFI 1 IANUARI 2026(tusia e Pastor EA Adeboye) Manatu Autu:  Tatalo mo le 2026 (Prayers for 2026)Tauloto Tusi Paia: Salamo 65:9 “Ua e asiasi i le lau‘ele‘ele ma e fa‘asūsūina lava; ‘ua e fa‘alafulemūteleina ai; o le vaitafe o le Atua ‘ua tumu i le vai; ‘ua e saunia a latou saito ‘ina ‘ua fa‘apea ‘ona e sauni i ai.”‭‭Faitauga - Tusi Paia: Kenese 41:47-49TataloTamā, ou te faafetai ia te oe, i lou aumaia o a'u i le 2026. Ou te faafetai i mea uma ua e faia mo a'u, ma lo'u aiga, o a'u uo i lenei tausaga atoa 2025. Tamā, faamolemole fesoasoani mai ia te a'u ia ou alofa ia te oe e sili atu muamua i lenei tausaga fou. Faamolemole fesoasoani mai ia te a'u ia avatu le faamuamua ia te oe i so'o se vaega o lo'u olaga ma ia liaina ese soo se mea e te lei totoina ia te a'u, i le suafa o Iesu. Le Alii e, faamolemole fesoasoani mai ia te a'u ia ou faamaoni ia te oe i lenei tausaga. Fesoasoani mai ia te au ia ou auauna ia te oe ma lo'u loto atoa ma lo'u agaga atoa ma lo'u malosi atoa i le suafa o Iesu. Tamā, faamolemole ia faatonu lenei tausaga e alofaina a'u i soo se vaega o lou olaga. Faamolemole asiasi mai ia te au ma ē pele ia te a'u ma foai mai uaga ia faigofie mea uma, ia vave ma ia faulai i le suafa o Iesu. Le Alii e, faamolemole ia tatala le laueleele e aumaia fua lelei ia faulai mo a'u i lenei tausaga. Ia e faia ia ou fiafia i le taumasuasua i faamanuiaga i lenei tausaga atoa, i le suafa o Iesu. Le Alii e, faamolemole foai mai ia te au ma lou aiga le olioli e lē mafaitaulia i le tausaga toa. Faamolemole aua le faatagaina so'o se mea e oo mai ai le faanoanoa e latalata mai iai matou i le suafa o Iesu. Le alii e, faamolemole ia faateleina lau Ekalesia ma ia malosi i lenei tausaga. Faamolemole foai atu iai le manumalo i so'o se osofaiga a ona fili i lenei tausaga, i le suafa o Iesu. Tamā, faamolemole faatumu ia te a'u i le alofa mo le au matitiva ma e sauaina. Fai a'u ma auupega o le filemu, alofa tunoa ma faamafanafana iai latou i lenei tausaga, i le suafa o Iesu. Tamā, faamolemole fesoasoani mai ia te au e manumaloina agaga ia sili atu i lenei tausaga. E pei ona e folafola i lau upu, faamolemole faaaoga a'u e faatino ai meat etele i lenei tausaga, i le suafa o Iesu.Tamā, faamolemole ia faataga folafolaga uma ua e faia mo a'u ia taunuu. Ia e faia ma faataunuu uma au folafolaga mo au i le suafa o Iesu. Tamā, fesoasoani mai ia te a'u ia ou savali i le poto i lenei tausaga. Faamolemole aumai ia te au le malamalama i lou finagalo ma saunia a'u ia ou savali ai i lona atoaga, i le suafa o Iesu. Tama ia atagia pea lou viiga i lo'u olaga, i le suafa o Iesu e tatalo atu ai nei, Amene. 

Tam 71 bölüm olmuş... 3. Sezonun son final bölümünden herkese merhaba.. Bu bölümde bilgi vermekten çok, durup nefes alıyorum ve seninle sohbet ediyorum.2019 yılında New York'ta, Manhattan'da bir Best Buy mağazasından aldığım 100 dolarlık bir mikrofonla başlayan bu yolculuğun beni bugünlere nasıl getirdiğini anlatıyorum. O dönem podcast Türkiye'de neredeyse hiç konuşulmuyordu. Dinlenme sayıları, istatistikler, takipçi grafikleri yoktu. Sadece kaydediyor ve paylaşıyordun. Ben de öyle yaptım. Hatalı kelimelerle, nefes boşluklarıyla, hiç editlenmemiş kayıtlarla… Ama samimi.Bu podcast benim için hiçbir zaman sadece dinlenmek ya da popüler olmakla ilgili olmadı. Kendimi daha iyi ifade edebilmek, daha iyi konuşabilmek ve her bölümde bir önceki Faruk'tan biraz daha iyi bir Faruk olabilmekti derdim. Zamanla bunun beni ne kadar dönüştürdüğünü fark ettim. Konuştukça açıldım, anlattıkça netleştim, kayıt aldıkça geliştiğimi hissettim.2020'de Türkiye'ye dönüş, ardından pandemi, zorunlu duraklamalar, ara verilen bölümler… Hayatın kendi akışı podcast temposunu da etkiledi. 2021'de yavaş yavaş geri dönüşler oldu. Ayda bir bölüm, yılda birkaç kayıt… Derken 2024'te kendime şu soruyu sordum: Neden duruyorum?Bu noktada Ertan abinin desteği ve teşviki benim için çok kıymetliydi. Onun sözüyle tekrar düğmeye bastım. Ve 2025 Nisan ayından itibaren, bir hafta bile aksatmadan her hafta yeni bir bölüm paylaştım. Bu istikrar benim için çok şey ifade ediyor.Bu bölümde sadece podcastten değil, 2025'in bende bıraktıklarından da bahsediyorum. Hepimizin sınandığı, zorlandığı, bazen yorulduğu bir yıldı. Ama aynı zamanda çok şey öğretti. Sabretmeyi, yeniden denemeyi, vazgeçmemeyi…2024'te aldığım NLP eğitiminin hayatıma nasıl dokunduğunu, bakış açımı nasıl değiştirdiğini, başarı kavramıyla nasıl yüzleştiğimi samimi bir şekilde paylaşıyorum. Dibe düştüğümüzde aslında orada bir elmas olduğunu, önemli olanın onu fark edip yukarıya onunla çıkmak olduğunu anlatıyorum.2025'te yaptığım yolculuklar, Ürdün'de Petra, Mekke ve Medine deneyimi, Orta Doğu'yla kurduğum bağ ve 2026 hedeflerim de bu sohbetin bir parçası. Dubai'de Joykek'i büyütme hayali, videocast planları ve yeni bir düzene geçiş düşüncesi de bu bölümde yer alıyor.Bu bölüm, yılın son günü için. Bir veda olduğu kadar bir teşekkür. Uzun zamandır beni dinleyenlere, yeni tanışanlara, bu yolculukta bana dokunan herkese içten bir teşekkür.Eğer bu podcast sana bir noktada eşlik ettiyse, yalnız olmadığını hissettirdiyse ya da bir düşünceyi tetiklediyse, bu bölüm senin için.2025'e teşekkür etmeyi unutma.2026'ya umutla bakalım.

Visionary VCs envision 2026 AI evolution via self-improving model architectures. Vertical workflow agents capture $TAM in legacy industries. Compute leasing platforms attract infrastructure-focused LPs.Get the top 40+ AI Models for $20 at AI Box: ⁠⁠https://aibox.aiAI Chat YouTube Channel: https://www.youtube.com/@JaedenSchaferJoin my AI Hustle Community: https://www.skool.com/aihustleSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Za zaključek leta pa se podajmo na vesele ulice našega glavnega mesta. Tam sta se med praznično rajanje na tiho prikradli politika in ideologija. Kjer pa sta omenjeni gospe, tudi naša analitična oddaja ni daleč. Politika in ideologija sta si – ker vesta, da drugače ob novoletnih bakanalijah ne moreta prisostvovati – za zasedbo ulic in naših src izbrali glasbo. Zadeva se zdi dovolj preprosta. Župan Janković je na začetku praznikov z ljubljanskih ulic pregnal trubače, ob državnem prazniku pa nato nadvse širokogrudno sprejel harmonikarje. Še pojasnilo za etnomuzikološko neuke … Trubači predstavljajo balkansko, predvsem srbsko glasbo, harmonikarji pa slovensko glasbo. Najprej obdelajmo politiko, potem se lotimo ideologije, če ne bosta omenjeni prej obdelali nas. Poteza župana Jankovića je presenetljiva, hkrati pa politično modra. Polovica ali še več njegovih kritikov se ob koruptivnosti najraje obeša na njegovo deklarirano balkanskost. Naj gre za prijateljstva s srbskim predsednikom, izgovorjavo posameznih vokalov, ali pa koncesije ljubljanskih bifejev, Janković velja za izpostavo Balkana sredi pastorale slovenske prestolnice. In kaj ti naredi premeten politik? Glasbenike, ki bi naj predstavljali srčiko njegovega etosa, brez velikega cirkusa spodi z mestnih ulic, druge glasbenike, ki pa simbolizirajo trdo slovenstvo, pa ne le sprejme, temveč jih naslednje leto povabi še v dvakrat večjem številu. Da je s tem dejanjem vzel del vetra iz jader političnih nasprotnikov, je čisto jasno, da pa si je ob svoji potezi tiščal prste v ušesa, pa precej verjetno. V nadaljevanju pa obračunamo z antičnim pregovorom o okusih, o katerih se ne razpravlja. Hočemo povedati, da je vsaj polovico krivde za civilizacijo, ki se je znašla v enosmerni ulici, nosi nerazpravljanje o okusih. Ljudje z izrazito slabim okusom, tudi za glasbo ne nazadnje, so nas pripeljali v šlamastiko, s katero se ubadamo kot človeštvo in tudi kot država, imenovana Slovenija. Visoko razvit okus za lepe umetnosti bi moral biti pogoj za opravljanje javne službe in zagotavljamo vam, da bi javno življenje, v katerem bi bilo dovoljeno sodelovati in delovati samo posameznikom z izbranim okusom, potekalo bolj strpno in tudi uspešneje od današnje kloake. Naj nam cenjeni ceh glasbenih kritikov oprosti poenostavljanje, ampak recimo, da lahko glasbo ločimo po kompleksnosti, s čimer sta narodno-zabavna tonika in dominanta enostavni obliki, Mozart pa je na drugem polu te vrednostne palice. Na eni strani je glasba kot zabava in rompompom, na drugi pa glasba, ki pripoveduje zgodbo, ali vzbuja čustva. In tukaj so si trubači in harmonikarji povsem enaki. Hočemo povedati, da je vseeno, ali na ulici igrajo trubači ali harmonikarji; k obči kulturi in prosveti ne prispevajo ne eni ne drugi. Eni sicer vzbujajo bolj domoljubna čustva od drugih, to pa je tudi vse. Gledano s stališča glasbć kot lepe umetnosti, pa bi moral Jankovič pregnati z ulic oboje ali pa obojim pustiti igrati. Pač kolikor je razvit njegov glasbeni posluh in kako zahtevna je njegova kulturna raven. Ima pa naša teza nadvse eleganten preizkus; trubači so se najbrž užaljeni, a v skladu z nomadskim slovesom, z ljubljanskih umaknili na zagrebške ulice. Oblast je tam bolj milostna, ampak prebivalci so jih jadrno začeli preganjati iz posameznih sosesk. Zdaj manjka le še to, da bi v Zagreb iz Ljubljane poslali še dvesto petdeset harmonikarjev z Golico in bi bilo takoj jasno, ali naša teza drži vodo. Potem pa je tu še povsem ideološka komponenta harmonikarskega nastopa. Šef harmonikarjev je pojasnil, da njihov shod nima nobene politične konotacije, ne političnega sponzorstva. Ampak če naštejemo osnovne elemente prireditve, ki se je imenovala podpora slovenski glasbi: »ljubljanske ulice, harmonika, največji državni praznik«, potem vidimo, da je šlo za interpelacijo domoljubja, kot si ga predstavlja in propagira slovenska politična desnica. S čimer ni, da ne bo pomote in nesporazumov, čisto nič narobe. Nikakor pa se ne sme in ne more razumni strinjati, da je to edina zveličavna oblika domoljubja. Se pravi, da politična ali pač ideološka desnica slovenstvo oznanja in enači s harmoniko in Avsenikovo glasbo. Ker, če se navežemo na kompleksnejše glasbene oblike, domoljubje ne more biti le valček ali polka, temveč je lahko rock ali simfonija, in v primeru skoraj četrtine Slovencev tudi tango. In naj bo naslednja misel tudi slovo naše skromne oddaje od iztekajočega se leta. Ne bo dovolj, da se kulturne elite od svete preproščine samo dobrohotno ograjujejo … Počasi se bo treba proti njej začeti boriti. Ta boj nam je kot zapuščino zapovedal poet, ko je pred stoletji vzkliknil temeljno, a danes tolikanj zlorabljano resnico obstoja slovenstva. »Kultura in prosveta, to naša bo osveta!«

Cosa salveresti tu del 2025? Diccelo nei commenti. Intanto ascolta e guarda l'ultimo episodio dell'anno con i consigli di tanti amici di Yugen. Grazie a tutti quelli che hanno giocato con noi: Luca Ravenna, Gianluca Morozzi, Lucio Besana ,Johnny Faina, Nicolò Targhetta (Non è successo niente), Jaroslav, Santamatita, Stanlio Kubrick, Lorenzo Bertolucci, Zio Gil, Angelo Taglieri, Matteo Mazza, Gianluigi Bonanomi, Simone Soranna, Federico Vascotto, Mattia, Jacopo Dusty Eye, Loren, Luca Momblano, Tamì, Davide Morresi, Giorgia Di Stefano, Silvia, Cate, Giacomo e Gario.ATTENZIONE: contiene horror, squadre di calcio, intelligenze artificiali, castagne, galassie lontane lontane, supereroi, festival, cartoni animati lettoni, serie tv norvegesi e baffi.

A special festive edition of the most petty and ill informed podcast in the world! Stuart and Tam are joined by Big Issue editor in chief Paul McNamee and Calum Mackenzie - composer of the viral Claudio Braga fan chant to reflect on a memorable 2025. Also featuring Nobel Prize winner Professor Sir David MacMillan, Terry Christian, Kenny Macintyre, Sophie Gravia, Susie Mccabe and many more. We ask Terry Christian when was he ever starstruck, we find out from Nobel Prize winning chemist (and Rangers fan) 'can a football club be liquidated?' And just what is a 'baw-map'? Oh... and Get Yourself Checked!

Erin & Tam share what it was like to try a new hobby, mahjong together for the first time. We talk about why it's easier to try something new with a safe person, and how letting yourself be bad at something together gives you permission to enjoy the experience without turning it into another thing to master. @bambirdboutique www.bambirdboutique.com @magpiemahjong www.magpiemahjong.com

OPEN HEAVENSMATALA LE LAGI MO LE ASO LUA 30 TESEMA 2025(tusia e Pastor EA Adeboye) Manatu Autu:  Tatalo mo le 2026 (Prayers for 2026)Tauloto Tusi Paia: Salamo 67:1 “Ia alofa mai le Atua ‘iā i matou, ma ‘ia fa‘amanuia mai i matou; ‘ia malamalama mai ‘iā te i matou ona fofoga. Selā.”‭‭Faitauga - Tusi Paia: Salamo 67:1-7TataloTamā, ou te faafetai atu mo le faasaoina o lo'u ola i lenei tausaga atoa 2025. Ou te vivii ma faamanū i lou suafa paia aua ou te iloa o le a ou maua le sili atu o lou alofa tunoa ma le alofa mutimutivale i le 2026. Tamā, faamolemole, afio ma muamua atu i o'u luma ao ulufale atu i le 2026 ma ia faalauleleia mea uma e mapuepue. Aua nei iai se mea leaga e latalata mai ia te aʻu, faapea ma e pele ia te aʻu i le tausaga fou, i le suafa o Iesu.Tamā e, faamolemole taʻitaʻi ma faasino oʻu ala uma i le 2026. Ia e faatonu i mea ou te savali ai, i le suafa o Iesu.Tamā e, faamolemole ia faalatalata atu a'u nei ia te oe ia mafana la'u mafutaga ma oe i le 2026. Fesoasoani mai ia te au ma lo'u aiga ia mafuta ma tumau ia te oe ia faifaipea, i le suafa o Iesu.Tamā e, faamolemole ia faamalosia le sootaga i totonu o loʻu aiga i le 2026. Ia latalata ma fealofani moni i matou ma ia maua le loto gatasi ia te oe, i le suafa o Iesu.Tamā e, faamolemole ia talaia faitotoa o le alofaina ma le alualu i luma mo aʻu ma loʻu aiga i le 2026. Ou te taʻutino atu o le a matou manuia i totonu o lenei atunuu ua matou aumau ai, i le suafa o Iesu.Le Tamā e, faamolemole tuuina mai le soifua maloloina lelei mo aʻu ma loʻu aiga i le 2026. Ia aua nei faaaluina ni matou aso i le maʻi, i le suafa o Iesu.Le Tamā e, o oe o loʻu puna'oa. Faamolemole, tausi mai ia te aʻu ma loʻu aiga i le 2026. ‘Aua lava nei matou mativa i se mea lelei, i le suafa o Iesu.Tamā e, ia iai le filemu ma le manuia mai ia te oe, e silisili lava i mea uma e manatu i ai, e leoleoina ai o matou loto ‘atoa ma o matou mafaufau ‘iā Keriso Iesu. O le fefe ma le popole, ia mamao ese mai iai matou, i le suafa o Iesu. Le Alii e, faamolemole fa'auuina aʻu mo galuega tetele, mo lou malo i le 2026. Foai mai ia te a'u le loto toa ma le alofa tunoa e tosina mai ai le tele o agaga i lou malo.Tamā e, faamolemole aumai nisi e fesoasoani mai ia te a'u ia ausia faamoemoega o lo'u olaga i le 2026. Ou te lē pologa i le faataunuuina o le faamoemoega lelei ma le manuia o lo'u lumanai ua e foai mai ia te a'u, i le suafa o Iesu.Afio mai oe Agaga Paia e faatumu ia te a'u ia taumasuasua i le 2026, i le suafa o Iesu e tatalo atu ai nei, Amene. 

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/vEdq8rpBM3I In this data-rich keynote, Jay McBain deconstructs the tectonic shifts reshaping the $5.3 trillion global technology industry, arguing that we are entering a new 20-year cycle where traditional direct sales models are obsolete. McBain explains why 96% of the industry is now surrounded by partners and how successful companies must pivot from “flywheels and theory” to a granular strategy focused on the seven specific partners present in every deal. From the explosion of agentic AI and the $163 billion marketplace revolution to the specific mechanics of multiplier economics, this discussion provides a roadmap for navigating the “decade of the ecosystem” where influence, trust, and integration—not just product—determine winners and losers. Key Takeaways Half of today's Fortune 500 companies will likely vanish in the next 20 years due to the shift toward AI and ecosystem-led models. Every B2B deal now involves an average of seven trusted partners who influence the decision before a vendor even knows a deal exists. Microsoft has outpaced AWS growth for 26 consecutive quarters largely because of a superior partner-led geographic strategy. Marketplaces are projected to grow to $163 billion by 2030, with nearly 60% of deals involving partner funding or private offers. The “Multiplier Effect” is the new ROI, where partners can make up to $8.45 for every dollar of vendor product sold. Future dominance relies on five key pillars: Platform, Service Partnerships, Channel Partnerships, Alliances, and Go-to-Market orchestration. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Keywords: Jay McBain, Canalys, partner ecosystem, channel chief, agentic AI, marketplace growth, multiplier economics, B2B sales trends, tech industry forecast, service partnerships, strategic alliances, Microsoft vs AWS, distribution transformation, managed services growth, SaaS platforms, customer journey mapping, 28 moments of truth, future of reselling, technology spending 2025, ecosystem orchestration, partner multipliers. T Transcript: Jay McBain WORKFILE FOR TRANSCRIPT [00:00:00] Vince Menzione: Just up from, did you Puerto Rico last night? Puerto Rico, yes. Puerto Rico. He dodged the hurricane. Um, you all know him. Uh, let him introduce himself for those of you who don’t, but just thrilled to have on the stage, again, somebody who knows more about what’s going on in, in the, and has the pulse on this industry probably than just about anybody I know personally. [00:00:21] Vince Menzione: J Jay McBain. Jay, great to see you my friend. Alright, thank you. We have to come all the way. We live, we live uh, about 20 minutes from each other. We have to come all the way to Reston, Virginia to see each other, right? That’s right. Very good. Well, uh, that’s all over to you, sir. Thank you. [00:00:35] Jay McBain: Alright, well thank you so much. [00:00:36] Jay McBain: I went from 85 degrees yesterday to 45 today, but I was able to dodge that, uh, that hurricane, uh, that we kind of had to fly through the northern edge of, uh, wanna talk today about our industry, about the ultimate partner. I’m gonna try to frame up the ultimate partner as I walk through the data and the latest research that, uh, that we’ve been doing in the market. [00:00:56] Jay McBain: But I wanted to start here ’cause our industry moves in 20 year cycles, and if you look at the Fortune 500 and dial back 20 years from today, 52% of them no longer exist. As we step into the next 20 year AI era, half of the companies that we know and love today are not gonna exist. So we look at this, and by the way, if you’re not in the Fortune 500 and you don’t have deep pockets to buy your way outta problems, 71% of tech companies fail over the course of 10 years. [00:01:30] Jay McBain: Those are statistics from the US government. So I start to look at our industry and you know, you may look at the, you know, mainframe era from the sixties and seventies, mini computers, August the 12th, 1981, that first IBM, PC with Microsoft dos, version one, you know, triggered. A new 20 year era of client server. [00:01:51] Jay McBain: It was the time and I worked at IBM for 17 years, but there was a time where Bill Gates flew into Boca Raton, Florida and met with the IBM team and did that, you know, fancy licensing agreement. But after, you know, 20 years of being the most valuable company in the world and 13 years of antitrust and getting broken up, almost like at and TIBM almost didn’t make payroll. [00:02:14] Jay McBain: 13 years after meeting Bill Gates. Yeah, that’s how quickly things change in these eras. In 1999, a small company outta San Francisco called salesforce.com got its start. About 10 years later, Jeff Bezos asked a question in a boardroom, could we rent out our excess capacity and would other companies buy it? [00:02:35] Jay McBain: Which, you know, most people in the room laughed at ’em at the time. But it created a 20 year cloud era when our friends, our neighbors, our family. Saw Chachi PT for the first time in March of 2023. They saw the deep fakes, they saw the poetry, they saw the music. They came to us as tech people and said, did we just light up Skynet? [00:02:58] Jay McBain: And that consumer trend has triggered this next 20 years. I could walk through the richest people in the world through those trends. I could walk through the most valuable companies. It all aligns. ’cause by the way, Apple’s no longer at the top. Nvidia is at the top, Microsoft. Second, things change really quickly. [00:03:17] Jay McBain: So in that course of time, you start to look at our industry and as people are talking about a six and a half or $7 trillion build out of ai, that’s open AI and Microsoft numbers, that is bigger than our industry that’s taken over 50 years to build. This year, we’re gonna finish the year at $5.3 trillion. [00:03:36] Jay McBain: That’s from the smallest flower shop to the biggest bank. Biggest governments that Caresoft would, uh, serve biggest customer in the world is actually the federal government of the us. But you look at this pie chart and you look at the changes that we’re gonna go through over the next 20 years, there’s about a trillion dollars in hardware. [00:03:54] Jay McBain: There’s about a trillion dollars in software. If you look forward through all of the merging trends, quantum computing, humanoid robots, all the things that are coming that dollar to dollar software to hardware will continue to exist all the way through. We see services making up almost two thirds of this pie. [00:04:13] Jay McBain: Yesterday I was in a telco conference with at and t and Verizon and T-Mobile and some of the biggest wireless players and IT services, which happen to be growing faster than products. At the moment, there is more work to be done wrapping around the deal than the actual products that the customer is buying. [00:04:32] Jay McBain: So in an industry that’s growing at 7%. On top of the world economy that’s grown at 2.2. This is the fastest growing industry, and it will be at least for the next 10 years, if not 2070 0.1% of this entire $5 trillion gets transacted through partners. While what we’re talking to today about the ultimate partner, 96% of this industry is surrounded by partners in one way or another. [00:05:01] Jay McBain: They’re there before the deal. They’re there at the deal. They’re there after the deal. Two thirds of our industry is now subscription consumption based. So every 30 days forever, and a customer for life becomes everything. So if every deal in medium, mid-market, and higher has seven partners, according to McKinsey, who are those seven people trying to get into the deal? [00:05:25] Jay McBain: While there’s millions of companies that have come into tech over the last 10 to 20 years. Digital agencies, accountants, legal firms, everybody’s come in. The 250,000 SaaS companies, a million emerging tech companies, there’s a big fight to be one of those seven trusted people at the table. So millions of companies and tens of millions of people our competing for these slots. [00:05:49] Jay McBain: So one of the pieces of research I’m most proud of, uh, in my analyst career is this. And this took over two years to build. It’s a lot of logos. Not this PowerPoint slide, but the actual data. Thousands of people hours. Because guess what? When you look at partners from the top down, the top 1000 partners, by capability and capacity, not by resale. [00:06:15] Jay McBain: It’s not a ranking of CDW and insight and resale numbers. It is the surrounding. Consulting, design, architecture, implementations, integrations, managed services, all the pieces that’s gonna make the next 20 years run. So when you start to look at this, 98% of these companies are private, so very difficult to get to those numbers and, uh, a ton of research and help from AI and other things to get this. [00:06:41] Jay McBain: But this is it. And if you look at this list, there’s a thousand logos out of the million companies. There’s a thousand logos that drive two thirds of all tech services in the world. $1.07 trillion gets delivered by a thousand companies, but here’s where it gets fun. Those companies in the middle, in blue, the 30 of them deliver more tech services than the next 970. [00:07:08] Jay McBain: Combined the 970 combined in white deliver more tech services. Then the next million combined. So if you think we live in an 80 20 rule or maybe a 99, a 95 5 rule, or a 99 1 rule, we actually live in a 99.9 0.1 parallel principle. These companies spread around the world evenly split across the uh, different regions. [00:07:35] Jay McBain: South Africa, Latin America, they’re all over. They split. They split among types. All of the Venn diagram I just showed from GSIs to VARs to MSPs, to agencies and other types of companies. But this is a really rich list and it’s public. So every company in the world now, if you’re looking at Transactable data, if you’re looking at quantifiable data that you can go put your revenue numbers against, it represents 70 to 80% of every company in this room’s Tam. [00:08:08] Jay McBain: In one piece of research. So what do you do below that? How do you cover a million companies that you can’t afford to put a channel account manager? You can’t afford to write programs directly for well after the top down analysis and all the wallet share and you know exactly where the lowest hanging fruit is for most of your tam. [00:08:28] Jay McBain: The available markets. The obtainable markets. You gotta start from the community level grassroots up. So you need to ask the question for the million companies and the maybe a hundred thousand companies out there, partner companies that are surrounding your customer. These are the seven partners that surround your customer. [00:08:48] Jay McBain: What do they read, where do they go, and who do they follow? Interestingly enough, our industry globally equates to only a thousand watering holes, a thousand companies at the top, a thousand places at the bottom. 35% of this audience we’re talking. Millions of people here love events and there’s 352 of them like this one that they love to go to. [00:09:13] Jay McBain: They love the hallway chats, they love the hotel lobby bar, you know, in a time reminded by the pandemic. They love to be in person. It’s the number one way they’re influenced. So if you don’t have a solid event strategy and you don’t have a community team out giving out socks every week, your competitors might beat you. [00:09:31] Jay McBain: 12% of this audience loves podcasts. It’s the Joe Rogan effect of our industry. And while you know, you may not think the 121 podcasts out there are important, well, you’re missing 12% of your audience. It’s over a million people. If you’re not on a weekly podcast in one of these podcasts in the world, there’s still people that read one of the 106 magazines in the world. [00:09:55] Jay McBain: There are people that love peer groups, associations, they wanna be part of this. There’s 15 different ways people are influenced. And a solid grassroots strategy is how you make this happen. In the last 10 years, we’ve created a number of billionaires. Bottom up. They never had to go talk to la large enterprise. [00:10:15] Jay McBain: They never had to go build out a mid-market strategy. They just went and give away socks and new community marketing. And this has created, I could rip through a bunch of names that became unicorns just in the last couple of years, bottoms up. You go back to your board walking into next year, top down, bottom up. [00:10:34] Jay McBain: You’ve covered a hundred percent of your tam, and now you’ve covered it with names, faces, and places. You haven’t covered it with a flywheel or a theory. And for 44 years, we have gone to our board every fourth quarter with flywheels and theory. Trust me, partners are important. The channel is key to us. [00:10:57] Jay McBain: Well, let’s talk at the point of this granularity, and now we’re getting supported by technology 261 entrepreneurs. Many of them in the room actually here that are driving this ability to succeed with seven partners in every deal to exchange data to be able to exchange telemetry of these prospects to be able to see twice or three times in terms of pipeline of your target addressable market. [00:11:26] Jay McBain: All these ai, um, technologies, agentic technologies are coming into this. It’s all about data. It’s all about quantifiable names, faces, and places. Now none of us should be walking around with flywheels, so let’s flip the flywheels. No. Uh, so we also look at, and I sold PCs for 17 years and that was in the high times of 40% margins for partners. [00:11:55] Jay McBain: But one interesting thing when you study the p and l for broad base of partners around the world, it’s changed pretty significantly in this last 20 year era. What the cloud era did is dropped hardware from what used to be 84% plus the break fix and things that wrap around it of the p and l to now 16% of every partner in the world. [00:12:16] Jay McBain: 84% of their p and l is now software and services. And if you look at profitability, it’s worse. It’s actually 87% is profitability wise. They’ve completely shifted in terms of where they go. Now we look at other parts of our market. I could go through every part of the pie of the slide, but we’re watching each of the companies, and if you can see here, this is what we want to talk about in terms of ultimate partner. [00:12:43] Jay McBain: Microsoft has outgrown AWS for 26 straight quarters. They don’t have a better product. They don’t have a better price, they don’t have better promotion. It’s all place. And I’ll explain why you guess here in the light green line. Exactly. The day that Google went a hundred percent all in partner, every deal, even if a deal didn’t have a partner, one of the 4% of deals that didn’t have a partner, they injected a partner. [00:13:09] Jay McBain: You can see on the left side exactly where they did it. They got to the point of a hundred percent partner driven. Rebuilt their programs, rebuilt their marketplace. Their marketplace is actually larger than Microsoft’s, and they grew faster than Microsoft. A couple of those quarters. It is a partner driven future, and now I have Oracle, which I just walked by as I walked from the hotel. [00:13:31] Jay McBain: Oracle with their RPOs will start to join. Maybe the list of three hyperscalers becomes the list of four in future slides, but that’s a growth slide. Market share is different. AWS early and commanding lead. And it plays out, uh, plays out this way. But we’re at an interesting moment and I stood up six years ago talking about the decade of the ecosystem after we went through a decade of sales starting in 1999 when we all thought we were born to be salespeople. [00:14:02] Jay McBain: We managed territories with our gut. The sales tech stack would have it different, that sales was a science, and we ended the decade 2009, looking at sales very differently in 2009. I remember being at cocktail parties where CMOs would be joking around that 50% of their marketing dollars were wasted. They just didn’t know which 50%. [00:14:23] Jay McBain: And I’ll tell you, that was really funny. In 2009 till every 58-year-old CMO got replaced by a 38-year-old growth hacker who walked in with 15,348 SaaS companies in their MarTech and ad tech stack to solve the problem, every nickel of marketing by 2019 was tracked. Marketo, Eloqua, Pardot, HubSpot, driving this industry. [00:14:50] Jay McBain: Now, we stood up and said the 28 moments that come before a sale are pretty much all partner driven. In the best case scenario, a vendor might see four of the moments. They might come to your website, maybe they read an ebook, maybe they have a salesperson or a demo that comes in. That’s four outta 28 moments. [00:15:10] Jay McBain: The other 24 are done by partners. Yeah, in the worst case scenario and the majority scenario, you don’t see any of the moments. All 28 happen and you lose a deal without knowing there ever was a deal. So this is it. We need to partner in these moments and we need to inject partners into sales and marketing, like no time before, and this was the time to do it. [00:15:33] Jay McBain: And we got some feedback in the Salesforce state of sales report, which doesn’t involve any partnerships or, or. Channel Chiefs or anything else. This is 5,500 of the biggest CROs in the world that obviously use Salesforce. 89% of salespeople today use partners every day. For the 11% who don’t, 58% plan two within a year. [00:15:57] Jay McBain: If you add those two numbers together, that’s magically the 96% number. They recognize that every deal has partners in it. In 2024, last year, half of the salespeople in the world, every industry, every country. Miss their numbers. For the minority who made their numbers, 84 point percent pointed to partners as the reason why they made their numbers. [00:16:21] Jay McBain: It was the cheat code for sales, so that modern salesperson that knows how to orchestrate a deal, orchestrate the 28 moments with the seven partners and get to that final spot is the winning formula. HubSpot’s number in separate research was 84% in marketing. So we’re starting to see partners in here. We don’t have to shout from the mountaintops. [00:16:44] Jay McBain: These communities like ultimate Partner are working and we’re getting this to the highest levels in the board. And I’ll say that, you know, when 20 years from now half of the companies we know and love fail after we’re done writing the book and blaming the CEO for inventing the thing that ended up killing them, blaming the board for fiduciary responsibility and letting it happen. [00:17:06] Jay McBain: What are the other chapters of the book? And I think it’s all in one slide. We are in this platform economy and the. [00:17:31] Jay McBain: So your battery’s fine. Check, check, check, check. Alright, I’ll, I’ll just hold this in case, but the companies that execute on all five of these areas, well. Not only today become the trillion dollar valued companies, but they become the companies of tomorrow. These will be the fastest growing companies at every level. [00:17:50] Jay McBain: Not only running a platform business, but participating in other platforms. So this is how it breaks out, and there are people at very senior levels, at very big companies that have this now posted in the office of the CEO winning on integrations is everything. We just went through a demographic shift this year where 51% of our buyers are born after 1982. [00:18:15] Jay McBain: Millennials are the number one buyer of the $5 trillion. Their number one buying criteria is not service. Support your price, your brand reputation, it’s integrations. The buy a product, 80% is good as the next one if it works better in their environment. 79% of us won’t buy a car unless it has CarPlay or Android Auto. [00:18:34] Jay McBain: This is an integration world. The company with the most integrations win. Second, there are seven partners that surround the customer. Highly trusted partners. We’re talking, coaching the customer’s, kids soccer team, having a cottage together up at the lake. You know, best men, bate of honors at weddings type of relationships. [00:18:57] Jay McBain: You can’t maybe have all seven, but how does Microsoft beat AWS? They might have had two, three, or four of them saying nice things about them instead of the competition. Winning in service partnerships and channel partnerships changes by category. If you’re selling MarTech, only 10% of it today is resold, so you build more on service partnerships. [00:19:18] Jay McBain: If you’re in cybersecurity today, 91.6% of it is resold. Transacted through partners. So you build a lot of channel partnerships, plus the service partnerships, whatever the mix is in your category, you have to have two or three of those seven people. Saying nice things about you at every stage of the customer journey. [00:19:38] Jay McBain: Now move over to alliances. We have already built the platforms at the hyperscale level. We’ve built the platforms within SaaS, Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot. Every buyer has a set of platforms that they buy. We’ve now built them in cybersecurity this year out of 6,500 as high as cyber companies, the top five are starting to separate. [00:20:02] Jay McBain: We built it in distribution, which I’ll show in a minute. We’re building it in Telco. This is a platform economy and alliances win and you have alliances with your competitors ’cause you compete in the morning, but you’re best friends by the afternoon. Winning in other platforms is just as important as driving your own. [00:20:20] Jay McBain: And probably the most important part of this is go to market. That sales, that marketing, the 28 moments, the every 30 days forever become all a partner strategy. So there’s still CEOs out there that believe platform is a UI or UX on a bunch of disparate products and things you’ve acquired. There’s still CFOs out there that Think platform is a pricing model, a bundle model of just getting everything under one, you know, subscription price or consumption price. [00:20:51] Jay McBain: And it’s not, platforms are synonymous with partnerships. This is the way forward and there’s no conversation around ai. That doesn’t involve Nvidia over there, an open AI over here and a hyperscaler over there and a SaaS company over here. The seven layer stack wins every single time, and the companies that get this will be the ones that survive this cycle. [00:21:16] Jay McBain: Now, flipping over to marketplaces. So we had written research that, um, about five years ago that marketplaces were going to grow at 82% compounded. Yeah, probably one of the most accurate predictions we ever made, because it happened, we, we predicted that, uh, we were gonna get up to about $85 billion. Well, now we’ve extended that to 2030, so we’re gonna get up to $163 billion, and the thing that we’re watching is in green. [00:21:46] Jay McBain: If 96% of these deals are partner assisted in some way, how is the economics of partnering going to work? We predicted that 50% of deals by 2027. Would be partner funded in some way. Private offers multi-partner offers distributor sellers of record, and now that extends to 59% by 2030, the most senior leader of the biggest marketplace AWS, just said to us they’re gonna probably make these numbers on their own. [00:22:14] Jay McBain: And he asked what their two competitors are doing. So he’s telling us that we under called this. Now when you look at each of the press releases, and this is the AWS Billion Dollar Club. Every one of the companies on the left have issued a press release that they’re in the billion dollar club. Some of them are in the multi-billions, but I want you to double click on this press release. [00:22:35] Jay McBain: I’m quoted in here somewhere, but as CrowdStrike is building the marketplace at 91% compounded, they’re almost doubling their revenue every single year. They’re growing the partner funding, in this case, distributor funding by 3548%. Almost triple digit growth in marketplace is translating into almost quadruple digit growth in funding. [00:23:01] Jay McBain: And you see that over and over again as, as Splunk hit three, uh, billion dollars. The same. Salesforce hit $2 billion on AWS in Ulti, 18 months. They joined in October 20, 23, and 18 months later, they’re already at $2 billion. But now you’re seeing at Salesforce, which by the way. Grew up to $40 billion in revenue direct, almost not a nickel in resell. [00:23:28] Jay McBain: Made it really difficult for VARs and managed service providers to work with Salesforce because they couldn’t understand how to add services to something they didn’t book the revenue for. While $40 billion companies now seeing 70% of their deals come through partners. So this is just the world that we’re in. [00:23:44] Jay McBain: It doesn’t matter who you are and what industry you’re in, this takes place. But now we’re starting to see for the first time. Partners join the billion dollar club. So you wonder about partnering and all this funding and everything that’s working through Now you’re seeing press releases and companies that are redoing their LinkedIn branding about joining this illustrious club without a product to sell and all the services that wrap around it. [00:24:10] Jay McBain: So the opening session on Microsoft was interesting because there’s been a number of changes that Microsoft has done just in the last 30 days. One is they cut distribution by two thirds going from 180 distributors to 62. They cut out any small partner lower than a thousand dollars, and that doesn’t sound like a lot, but that’s over a hundred thousand partners that get deed tightening the long tail. [00:24:38] Jay McBain: They we’re the first to really put a global point system in place three years ago. They went to the new commerce experience. If you remember, all kinds of changes being led by. The biggest company for the channel. And so when we’re studying marketplaces, we’re not just studying the three hyperscalers, we’re studying what TD Cynic is doing with Stream One Ingram’s doing with Advant Advantage Aerosphere. [00:25:01] Jay McBain: Also, we’re watching what PAX eight, who by the way, is the 365 bestseller for Microsoft in the world. They are the cybersecurity leader for Microsoft in the world and the copilot. Leader in the world for Microsoft and Partner of the Year for Microsoft. So we’re watching what the cloud platforms are doing, watching what the Telco are doing, which is 25 cents out of every dollar, if you remember that pie chart, watching what the biggest resellers are converting themselves into. [00:25:30] Jay McBain: Vince just mentioned, you know, SHI in the changes there watching the managed services market and the leaders there, what they’re doing in terms of how this industry’s moving forward. By the way, managed services at $608 billion this year. Is one and a half times larger than the SaaS industry overall. [00:25:48] Jay McBain: It’s also one and a half times larger than all the hyperscalers combined. Oracle, Alibaba, IBM, all the way down. This is a massive market and it makes up 15 to 20 cents of every dollar the customer spend. We’re watching that industry hit a trillion dollars by the end of the decade, and we’re watching 150 different marketplace development platforms, the distribution of our industry, which today is 70.1% indirect. [00:26:13] Jay McBain: We’re starting to see that number, uh, solidify in terms of marketplaces as well. Watching distributors go from that linear warehouse in a bank to this orchestration model, watching some of the biggest players as the world comes around, platforms, it tightens around the place. So Caresoft, uh, from from here is the sixth biggest distributor in the world. [00:26:40] Jay McBain: Just shows you how big the. You know, biggest client in the world is that they serve. But understand that we’re publishing the distributor 500 list, but it’ll be the same thing. That little group in blue in the middle today, you know, drives almost two thirds of the market. So what happens in all this next stage in terms of where the dollars change hands. [00:27:07] Jay McBain: And the economics of partnering themselves are going through the most radical shift that we’ve seen ever. So back to the nineties, and, and for those of you that have been channel chiefs and running programs, we went to work every day. You know, everything’s on fire. We’re trying to check hundred boxes, trying to make our program 10% better than our competitors. [00:27:30] Jay McBain: Hey, we gotta fix our deal registration program today, and our incentives are outta whack or training programs or. You know, not where they need to be. Our certification, you know, this was the life of, uh, of a channel chief. Everybody thought we were just out drinking in the Caribbean with our best partners, but we were under the weight of this. [00:27:49] Jay McBain: But something interesting has happened is that we turned around and put the customer at the middle of our programs to say that those 28 moments in green before the sale are really, really important. And the seven partners who participate are really important. Understanding. The customer’s gonna buy a seven layer stack. [00:28:09] Jay McBain: They’re gonna buy it With these seven partners, the procurement stage is much different. The growth of marketplaces, the growth of direct in some of these areas, and then long term every 30 days forever in a managed service, implementations, integrations, how you upsell, cross-sell, enrich a deal changes. So how would you build a program that’s wrapped around the customer instead of the vendor? [00:28:35] Jay McBain: And we’re starting to hear our partners shout back to us. These are global surveys, big numbers, but over half of our partners, regardless of type, are selling consulting to their customer. Over half are designing architecting deals. A third of them are trying to be system integrators showing up at those implementation integration moments. [00:28:55] Jay McBain: Two thirds of them are doing managed services, but the shocking one here is 44% of our partners, regardless of type, are coding. They’re building agents and they’re out helping their customer at that level. So this is the modern partner that says, don’t typecast me. You may have thought of me in your program. [00:29:14] Jay McBain: You might have me slotted as a var. Well, I do 3.2 things, and if I don’t get access to those resources, if you don’t walk me to that room, I’m not gonna do them with you. You may have me as a managed service provider that’s only in the morning. By the afternoon I’m coding, and by the next morning I’m implementing and consulting. [00:29:33] Jay McBain: So again, a partner’s not a partner. That Venn diagram is a very loose one now, as every partner on there is doing 3.2 different business models. And again, they’re telling us for 43 years, they said, I want more leads this year it changed. For the first time, I want to be recognized and incentivized as more than just a cash register for you. [00:29:57] Jay McBain: I want you to recognize when I’m consulting, when I’m designing, when you’re winning deals, because of my wonderful services, by the way, we asked the follow up question, well, where should we spend our money with you? And they overwhelmingly say, in the consulting stage, you win and lose deals. Not at moment 28. [00:30:18] Jay McBain: We’re not buying a pack of gum at the gas station. This is a considered purchase. You win deals from moment 12 through 16 and I’m gonna show you a picture of that later, and they say, you better be spending your money there, or you’re not gonna win your fair share or more than your fair share of deals. [00:30:36] Jay McBain: The shocking thing about this is that Microsoft, when they went to the point system, lifted two thirds of all the money, tens of billions of dollars, and put it post-sale, and we were all scratching our heads going. Well, if the partners are asking for it there, and it seems like to beat your biggest competitors, you want to win there. [00:30:54] Jay McBain: Why would you spend the money on renewal? Well, they went to Wall Street and Goldman Sachs and the people who lift trillions of dollars of pension funds and said, if we renew deals at 108%, we become a cash machine for you. And we think that’s more valuable than a company coming out with a new cell phone in September and selling a lot of them by Christmas every year. [00:31:18] Jay McBain: The industry. And by the way, wall Street responded, Microsoft has been more valuable than Apple since. So we talk in this now multiplier language, and these are reports that we write, uh, at AMIA at canals. But talking about the partner opportunity in that customer cycle, the $6 and 40 cents you can make for every dollar of consumption, or the $7 and 5 cents you can make the $8 and 45 cents you can make. [00:31:46] Jay McBain: There’s over 24 companies speaking at this level now, and guess what? It’s not just cloud or software companies. Hardware companies are starting to speak in this language, and on January 25th, Cisco, you know, probably second to Microsoft in terms of trust built with the channel globally is moving to a full point system. [00:32:09] Jay McBain: So these are the changes that happen fast. But your QBR with your partners now less about drinking beers at the hotel lobby bar and talking dollar by dollar where these opportunities are. So if you’re doing 3.2 of these things, let’s build out a, uh, a play where you can make $3 for every dollar that we make. [00:32:28] Jay McBain: And you make that profitably. You make it in sticky, highly retained business, and that’s the model. ’cause if you make $3 for every dollar. We make, you’re gonna win Partner of the year, and if you win partner of the year, that piece of glass that you win on stage, by the time you get back to your table, you’re gonna have three offers to buy your business. [00:32:51] Jay McBain: CDW just bought a w. S’s Partner of the Year. Insight bought Google’s eight time partner of the year. Presidio bought ServiceNow’s, partner of the year over and over and over again. So I’m at Octane, I’m at CrowdStrike, I’m at all these events in Vegas every week. I’m watching these partners of the year. [00:33:05] Jay McBain: And I’m watching as the big resellers. I’m watching as the GSIs and the m and a folks are surrounding their table after, and they’re selling their businesses for SaaS level valuations. Not the one-to-one service valuation. They’re getting multiples because this is the new future of our industry. This is platform economics. [00:33:25] Jay McBain: This is winning and platforms for partners. Now, like Vince, I spent 20 minutes without talking about ai, but we have to talk about ai. So the next 20 years as it plays out is gonna play out in phases. And the first thing you know to get it out of the way. The first two years since that March of 23, has been underwhelming, to say the least. [00:33:47] Jay McBain: It’s been disappointing. All the companies that should have won the biggest in AI have been the most disappointing. It’s underperformed the s and p by a considerable amount in terms of where we are. And it goes back to this. We always overestimate the first two years, but we underestimate the first 10. [00:34:07] Jay McBain: If you wanna be the point in time person and go look at that 1983 PC or the 1995 internet or that 2007 iPhone or that whatever point in time you wanna look at, or if you want to talk about hallucinations or where chat chip ET version five is version, as opposed to where it’s going to be as it improves every six months here on in. [00:34:30] Jay McBain: But the fact of the matter is, it’s been a consumer trend. Nvidia got to be the most valuable company in the world. OpenAI was the first company to 2 billion users, uh, in that amount of speed. It’s the fastest growing product ever in history, and it’s been a consumer win this trillions of dollars to get it thrown around in the press releases. [00:34:49] Jay McBain: They’re going out every day, you know, open ai, signing up somebody new or Nvidia, investing in somebody new almost every single day in hundreds of billions of dollars. It is all happening really on the consumer side. So we got a little bit worried and said, is that 96% of surround gonna work in ag agentic ai? [00:35:10] Jay McBain: So we went and asked, and the good news is 88% of end customers are using partners to work through their ag agentic strategy. Even though they’re moving slow, they’re actually using partners. But what’s interesting from a partner perspective, and this is new research that out till 2030. This is the number one services opportunity in the entire tech or telco industry. [00:35:34] Jay McBain: 35.3% compounded growth ending at $267 billion in services. Companies are rebuilding themselves, building out practices, and getting on this train and figuring out which vendors they should hook their caboose to as those trains leave the station. But it kind of plays out like this. So in the next three to five years, we’re in this generative, moving into agentic phase. [00:36:01] Jay McBain: Every partner thinks internally first, the sales and marketing. They’re thinking about their invoicing and billing. They’re thinking about their service tickets. They’re thinking about creating a business that’s 10% better than their competitors, taking that knowledge into their customers and drive in business. [00:36:17] Jay McBain: But we understand that ag agentic AI, as it’s going to play out is not a product. A couple of years ago, we thought maybe a copilot or an agent force or something was going to be the product that everybody needed to buy, and it’s not a product, it’s gonna show up as a feature. So you go back in the history of feature ads and it’s gonna show up in software. [00:36:38] Jay McBain: So if you’re calling in SMB, maybe you’re calling on a restaurant. The restaurant isn’t gonna call OpenAI or call Microsoft or call Nvidia directly. They’re running their restaurant. And they may have chosen a platform like Toast Square, Clover, whatever iPads people are running around with, runs on a platform that does everything in their business, does staffing, does food ordering, works with Uber Eats, does everything end to end? [00:37:08] Jay McBain: They’re gonna wait to one of those platforms, dries out agent AI for them, and can run the restaurant more effectively, less human capital and more consistently, but they wait for the SaaS platform as you get larger. A hundred, 150 people. You have vice presidents. Each of those vice presidents already have a SaaS stack. [00:37:28] Jay McBain: I talked about Salesforce, ServiceNow, Workday, et cetera. They’ve already built that seven layer model and in some cases it’s 70 layers. But the fact is, is they’re gonna wait for those SaaS layers to deliver ag agentic to them. So this is how it’s gonna play out for the next three and a half, three to five years. [00:37:45] Jay McBain: And partners are realizing that many of them were slow to pick up SaaS ’cause they didn’t resell it. Well now to win in this next three to half, three to five years, you’re gonna have to play in this environment. When you start looking out from here, the next generation, you know, kind of five through 15 years gets interesting in more of a physical sense. [00:38:06] Jay McBain: Where I was yesterday talking about every IOT device that now is internet access, starts to get access to large language models. Every little sensor, every camera, everything that’s out there starts to get smart. But there’s a point. The first trillionaire, I believe, will be created here. Elon’s already halfway there. [00:38:24] Jay McBain: Um, but when Bill Gates thought there was gonna be a PC in every home, and IBM thought they were gonna sell 10,000 to hobbyists, that created the richest person in the world for 20 years, there will be a humanoid in every home. There’s gonna be a point in time that you’re out having drinks with your friends, and somebody’s gonna say, the early adopter of your friends is gonna say. [00:38:46] Jay McBain: I haven’t done the dishes in six weeks. I haven’t done the laundry. I haven’t made my bed. I haven’t mowed the lawn. When they say that, you’re gonna say, well, how? And they’re gonna say, well, this year I didn’t buy a new car, but I went to the car dealership and I bought this. So we’re very close to the dexterity needed. [00:39:05] Jay McBain: We’ve got the large language models. Now. The chat, GPT version 10 by then is going to make an insane, and every house is gonna have one of the. [00:39:17] Jay McBain: This is the promise of ai. It’s not humanoid robots, it’s not agents. It’s this. 99% of the world’s business data has not been trained or tuned into models yet. Again, this is the slow moving business. If you want to think about the 99% of business data, every flight we’ve all taken in this room sits on a saber system that was put in place in 1964. [00:39:43] Jay McBain: Every banking transaction, we’ve all made, every withdrawal, every deposit sits on an IBM mainframe put in place in the sixties or seventies. 83% of this data sits in cold storage at the edge. It’s not ready to be moved. It’s not cleansed, it’s not, um, indexed. It’s not in any format or sitting on any infrastructure that a large language model will be able to gobble up the data. [00:40:10] Jay McBain: None of the workflows, none of the programming on top of that data is yet ready. So this is your 10 to 20 year arc of this era that chat bot today when they cancel your flight is cute. It’s empathetic, it feels bad for you, or at least it seems to, but it can’t do anything. It can’t book you the Marriott and get you an Uber and then a 5:00 AM flight the next morning. [00:40:34] Jay McBain: It can’t do any of that. But more importantly, it doesn’t know who you are. I’ve got 53 years of flights under my belt and they, I’m the person that get me within six hours of my kids and get me a one-way Hertz rental. You know, if there’s bad weather in Miami, get me to Tampa, get me a Hertz, I’m driving home, I’m gonna make it home. [00:40:56] Jay McBain: I’m not the 5:00 AM get me a hotel person. They would know that if they picked up the flights that I’ve taken in the past. Each of us are different. When you get access to the business data and you become ag agentic, everything changes. Every industry changes because of this around the customers. When you ask about this 35% growth, working on that data, working in traditional consulting and design and implementation, working in the $7 trillion of infrastructure, storage, compute, networking, that’s gonna be around, this is a massive opportunity. [00:41:30] Jay McBain: Services are gonna continue to outgrow products. Probably for the next five to 10 years because of this, and I’m gonna finish here. So we talked a lot about quantifying names, faces, places, and I think where we failed the most as ultimate partners is underneath the tam, which every one of our CEOs knows to the decimal point underneath the TAM that our board thinks they’re chasing. [00:41:59] Jay McBain: We’ve done a very poor job. Of talking about the available markets and obtainable markets underneath it, we, we’ve shown them theory. We’ve shown them a bunch of, you know, really smart stuff, and PowerPoint slides up the wazoo, but we’ve never quantified it for them. If they wanna win, if they want to get access, if they want to double their pipeline, triple their pipeline, if they wanna start winning more deals, if they wanna win deals that are three times larger, they close two times faster. [00:42:31] Jay McBain: And they renew 15% larger. They have to get into the available and obtainable markets. So just in the last couple weeks I spoke at Cribble, I spoke at Octane, I spoke at CrowdStrike Falcon. All three of those companies at the CEO level, main stage use those exact three numbers, three x, two x, 15%. That’s the language of platforms, and they’re investing millions and millions and millions of dollars on teams. [00:42:59] Jay McBain: To go build out the Sam Andal in name spaces and places. So you’ve heard me talk about these 28 moments a lot. They’re the ones that you spend when you buy a car. Some people spend one moment and they drive to the Cadillac dealership. ’cause Larry’s been, you know, taking care of the family for 50 years. [00:43:18] Jay McBain: Some people spend 50 moments like I do, watching every YouTube video and every, you know, thing on the internet. I clear the internet cover to cover. But the fact is, is every deal averages around these 28 moments. Your customer, there’s 13 members of the buying committee today. There’s seven partners and they’re buying seven things. [00:43:37] Jay McBain: There’s 27 things orchestrating inside these 28 moments. And where and how they all take place is a story of partnering. So a couple of years ago, canals. Latin for channel was acquired by amia, which is a part of Informa Tech Target, which is majority owned by Informa. All that being said, there’s hundreds of magazines that we have. [00:44:00] Jay McBain: There’s hundreds of events that we run. If somebody’s buying cybersecurity, they probably went to Black Hat or they probably went to GI Tech. One of these events we run, or one of the magazines. So we pick up these signals, these buyer intent signals as a company. Why did they wanna, um, buy a, uh, a Canals, which was a, you know, a small analyst firm around channels? [00:44:22] Jay McBain: They understood this as well. The 28 moments look a lot like this when marketers and salespeople are busy filling in the spots of every deal. And by the way, this is a real deal. AstraZeneca came in to spend millions of dollars on ASAP transformation, and you can start to see as the customer got smart. [00:44:45] Jay McBain: The eBooks, they read the podcasts, they listened to the events they went to. You start to see how this played out over the long term. But the thing we’ve never had in our industry is the light blue boxes. This deal was won and lost in December. In this particular case, NTT software won and Yash came in and sold the customer five projects. [00:45:07] Jay McBain: The millions of dollars that were going to be spent were solved here. The design and architecture work was all done here. A couple of ISVs You see in light blue came in right at the end, deal was closed in April. You see the six month cycle. But what if you could fill in every one of the 28 boxes in every single customer prospect that your sales and marketing team have? [00:45:30] Jay McBain: But here’s the brilliance of this. Those light blue boxes didn’t win the deals there. They won the deals months before that. So when NTT and Software one walked into this deal. They probably won the deal back in October and they had to go through the redlining. They had to go through the contracting, they had to go through all the stuff and the Gantt chart to get started. [00:45:54] Jay McBain: But while your CMO is getting all excited about somebody reading an ebook and triggering an MQL that the sales team doesn’t want, ’cause it’s not qualified, it’s not sales qualified, you walk in and say, no, no. This is a multimillion deal, dollar deal. It’s AstraZeneca. I know the five partners that are coming in in December to solidify the seven layers, and you’re walking in at the same time as the CMOs bragging about an ebook. [00:46:21] Jay McBain: This changes everything. If we could get to this level of data about every dollar of our tam, we not only outgrow our competitors, we become the platforms of the next generation. Partnering and ultimate partnering is all here. And this is what we’re doing in this room. This is what we’re doing over these couple of days, and this is what, uh, the mission that Vince is leading. [00:46:43] Jay McBain: Thank you so much. [00:46:47] Vince Menzione: Woo. Day in the house. Good to see you my friend. Good to see you. Oh, we’re gonna spend a couple minutes. Um, I’m put you in the second seat. We’re gonna put, we’re gonna make it sit fireside for a minute. Uh, that was intense. It was pretty incredible actually, Jay. And so I’m, I think I wanna open it up ’cause we only have a few minutes just to, any questions? [00:47:06] Vince Menzione: I’m sure people are just digesting. We already have one up here. See, [00:47:09] Question: Jay knows I’m [00:47:10] Vince Menzione: a question. I love it. We, I don’t think we have any I can grab a mic, a roving mic. I could be a roving mic person. Hold on. We can do this. This is not on. [00:47:25] Vince Menzione: Test, test. Yes it is. Yeah. [00:47:26] Question: Theresa Carriol dared me to ask a question and I say, you don’t have to dare me. You know, I’m going to Anyway. Um, so Jay, of the point of view that with all of the new AI players that strategic alliances is again having a moment, and I was curious your point of view on what you’re seeing around this emergence and trend of strategic alliances and strategic alliance management. [00:47:52] Question: As compared to channel management. And what are you seeing in terms of large vendors like AWS investing in that strategic alliance role versus that channel role training, enablement, measurement, all that good stuff? [00:48:06] Jay McBain: Yeah, it’s, it’s a great question. So when I told the story about toast at the restaurant or Square or Clover, they’re not call, they’re not gonna call open AI or Nvidia themselves either. [00:48:17] Jay McBain: When you look out at the 250,000 ISVs. That make up this AI stack, there is the layers that happen there. So the Alliance with AWS, the alliance they have with Microsoft or Google is going to be how they generate agent AI in their platforms. So when I talk about a seven layer stack, the average deal being seven layers, AI is gonna drive this to nine, and then 11, then probably 13. [00:48:44] Jay McBain: So in terms of how alliances work, I had it up there as one of the five core strategies, and I think it’s pretty even. You can have the best alliances in the world, but if the seven partners trusted by the customer don’t know what that alliance is and the benefits to the customer and never mention it, it’s all for Naugh. [00:49:00] Jay McBain: If you’re go-to market, you’re co-selling, your co-marketing strategies are not built around that alliance. It’s all for naught. If the integration and the co-innovation, the co-development, the all the co-creation work that’s done inside these alliances isn’t translated to customer outcomes, it’s all for naugh. [00:49:17] Jay McBain: These are all five parallel swim lanes. All five are absolutely critically needed. And I think they’re all five pretty equally weighted in terms of needing each other. Yes. To be successful in the era of platforms. Yeah. [00:49:32] Vince Menzione: And the problem is they’re all stove pipe today. If, if at all. Yeah. Maintained, right. [00:49:36] Vince Menzione: Alliances is an example. Channels and other example. They don’t talk to one another. Judge any, we’ve got a mic up here if anybody else has. Yep. We have some questions here, Jacqueline. [00:49:51] Question: So when we’re developing our channel programs, any advice on, you know, what’s the shift that we should make six months from now, a year from now? The historical has been bronze, silver, gold, right? And you’ve got your deal registration, but what’s the future look like? [00:50:05] Jay McBain: Yeah, so I mean, the programs are, are changing to, to the point where the customer should be in the middle and realizing the seven partners you need to win the deal. [00:50:15] Jay McBain: And depending on what category of product you’re in, security, how much you rely on resell, 91.6%. You know, the channel partners are gonna be critical where the customer spends the money. And if you’re adding friction to that process, you’re adding friction in terms of your growth. So you know, if you’re in cybersecurity, you have to have a pretty wide open reseller model. [00:50:39] Jay McBain: You have to have a wide open distribution model, and you have to make sure you’re there at that point of sale. While at the same time, considering the other six partners at moment 12 who are in either saying nice things about you or not, the customer might even be starting with you. ’cause there is actually one thing that I didn’t mention when I showed the 28 moments filled in. [00:51:00] Jay McBain: You’ll notice that the customer went to AWS twice direct. AWS lost the deal. Microsoft won the deal software. One is Microsoft’s biggest reseller in the world. They just acquired crayon. NTT who, who loves both had their Microsoft team go in. [00:51:18] Question: Mm. [00:51:19] Jay McBain: So I think that they went to AWS thinking it was A-W-S-S-A-P, you know, kind of starting this seven layer stack. [00:51:25] Jay McBain: I think they finished those, you know, critical moments in the middle looking at it. And then they went back to AWS kind of going probably WWTF. Yeah. What we thought was happening isn’t actually the outcome that was painted by our most trusted people. So, you know, to answer your question, listen to your partners. [00:51:43] Jay McBain: They want to be recognized for the other things they’re doing. You can’t be spending a hundred percent of the dollars at the point of sale. You gotta have a point of system that recognizes the point of sale, maybe even gold, silver, bronze, but recognizing that you’re paying for these other moments as well. [00:51:57] Jay McBain: Paying for alliances, paying for integrations and everything else, uh, in the cyber stack. And, um, you know, recognizing also the top 1000. So if I took your tam. And I overlaid those thousand logos. I would be walking into 2026 the best I could of showing my company logo by logo, where 80% of our TAM sits as wallet share, not by revenue. [00:52:25] Jay McBain: Remember, a million dollar partner is not a million dollar partner. One of them sells 1.2 million in our category. We should buy them a baseball cap and have ’em sit in the front row of our event. One of them sells $10 million and only sells our stuff if the customer asks. So my company should be looking at that $9 million opportunity and making sure my programs are writing the checks and my coverage. [00:52:48] Jay McBain: My capacity and capability planning is getting obsessed over that $9 million. My farmers can go over there, my hunters can go over here, and I should be submitting a list of a thousand sorted in descending order of opportunity. Of where my company can write program dollars into. [00:53:07] Vince Menzione: Great answer. All right. I, I do wanna be cognizant of time and the, all the other sessions we have. [00:53:14] Vince Menzione: So we’ll just take one other question if there are any here and if not, we’ll let I know. Jay, you’re gonna be mingling around for a little while before your flight. I’m [00:53:21] Jay McBain: here the whole day. [00:53:22] Vince Menzione: You, you’re the whole day. I see that Jay’s here the whole day. So if you have any other questions and, and, uh, sharing the deck is that. [00:53:29] Vince Menzione: Yep. Alright. We have permission to share the deck with the each of you as well. [00:53:34] Jay McBain: Alright, well thank you very much everyone. Jay. Great to have you.

OPEN HEAVENSMATALA LE LAGI MO LE ASO GAFUA 29 TESEMA 2025(tusia e Pastor EA Adeboye) Manatu Autu:  Tamā o le alofa mutimutivale (Father of mercies)Tauloto Tusi Paia: 2 Korinito 1:3 “Ia fa‘amanūina le Atua, o le Tamā o lo tatou Ali‘i o Iesu Keriso, o le Tamā e ona le alofa mutimutivale, o le Atua fo‘i e ana le fa‘amafanafanaga uma.”‭‭Faitauga - Tusi Paia: Salamo 25:1-6O tauloto mai le Tusi Paia o le asō o loo faaali mai iai tatou o le Atua, o le Tamā o le alofa mutimutivale. O lona uiga e le gata e alofa mutimutivale, ae o ia o le punaoa o le alofa mutimutivale. E mauoa le Atua i le alofa mutimutivale (Efeso 2:4), ma e fou lona alofa mutimutivale i aso uma (Failauga 3:22-23), o loo faaalia mai ai, o lona alofa mutimuti vale e leai se gataaga. O le alofa mutimutivale o le Atua e mafai ona feliuaina vaega uma o le olaga o se tagata faatuatua e manaomia le suia. Faataitaiga, a iai ni luitau i le soifua maloloina lelei poo le tulaga tau tupe o se tagata faatuatua, e mafai e le alofa mutimutivale o le Atua ona feliuaina le tulaga o lea tagata. E le na o le tasi le itu o lona alofa mutimutivale, e tele ona itu ma e atoatoa lona lelei. A afio mai le Tamā o le alofa mutimutivale i le olaga o se tagata, e nate toe faafoisia avanoa ua leiloa i lona olaga ma toe faafou mea uma. Fai mai le Roma 9:15-16“Auā na ia fetalai atu ia Mose, “‘Ou te alofa atu i lē ‘ou te fia alofa atu i ai, ‘ou te alofa mutimutivale fo‘i i lē ‘ou te fia alofa mutimutivale i ai.” O lenei, e lē mai lē ‘ua mana‘o, o lē mai lē ‘ua tausiniō, ‘ae mai le Atua o lē alofa mai.”‭‭E te iloa e ui e leai se gataaga o le alofa mutimutivale o le Atua, e lē avanoa mo soo se tagata aua na o le Atua e faia le faaiuga poo ai tagata e oo atu iai lona alofa mutimutivale. Ae lei tuuina atu e le Atua lona alofa mutimutivale i se tagata, e tatau i lea tagata ona tautino o le Atua o lona Tamā. O le Tamā o le alofa tunoa, e na te tuuina atu lona alofa mutimutivale e leai se gataaga nā o lana fanau. E moni e na te faia le la e susulu i luga o tagata uma, o e lelei ma ē leaga (Mataio 5:45), e iai lava vaega o lona alofa mutimutivale e faaleoleo na o lana fanau. Afai o oe moni o se afafine poo se atalii o le Atua, o lau mafutaga ma ia e saunia le avanoa e te maua ai lona alofa mutimutivale e faavavau. E na o fanau a le Atua e maua avanoa i le alofa mutimutivale atoatoa o le Atua, o i latou e lē o ni fanau a le Atua, e na o momoi mea latou te maua. O le alofa mutimutivale o le Atua e mauoa ma e faateleina ona itu, peitai e tatau i soo se tagata ona avea ma atalii poo se afafine o le Atua e latou te maua ma fiafia ai. E alofa fua mai le Atua ma e telegese lona toasā (Salamo 145:8). Le au epele e, afai e te lei fanaufouina lava, aua nei faamaimauina seisi minute i fafo o aao mafanafana o le alofa mutimutivale o le Atua. Ua na o ia lava e mafai ona ia avatu se olaga e mauoa ma malie ai le loto i le lalolagi nei ma faamautinoaina lou tulaga i lona malo e oo i le faavavau. Afai ua avea oe ma atalii poo se afafine o le Atua, ola i le usiusitai i lona finagalo ma e na te avatu ia te oe le faulai o lona alofa mutimutivale. TataloTamā, faamolemole fesoasoani mai ina ia ou maua le mafanafana o lou alofa mutimutivale  i soo se vaega o lo'u olaga, i le suafa o Iesu, Amene. 

Park v Dukelské ulici v Českých Budějovicích býval zahradou, na jejímž konci se rozkládala městská plovárna. Tam, kde vede nyní hlavní silnice, bývaly tenisové kurty a hřiště.

„Já chodil na konzervatoř. Tam jsem se učil trochu zpívat a taky jsem chodil k Janáčkovi do fonetiky a vůbec jsem se nezajímal o drama, o herectví,“ vyprávěl o svých počátcích jeden z nejvýraznějších herců meziválečné generace Hugo Haas (19. 2. 1901–1. 12. 1968). Vysíláme v repríze.

Tuzemští Vietnamci tvoří jednu z nejpočetnějších komunit s kořeny v zahraničí. Jak oslavují vánoční svátky nebo konec roku? „Během lunárního Nového roku se udělá jídlo, to se dá na oltář, k tomu se pomodlí a až potom se jí, což se o Vánocích nedělá. Tam jsme dělali vždycky řízky a podobně. Kapra jsme neměli, ale dělali jsme to víc po Česku,“ říká básnířka Uyen Giang Nguyen alias Hana Nguyen, někdy také vystupující jako slamerka Večerka.

Ve druhém speciálním vánočním vydání bonusu Hlasů paměti vyrazila novinářka Lucie Korcová do Karlových Varů. Tam žije Josef Roubíček, dlouholetý člen Horské služby v Krušných horách.

Ebben a rendhagyó, a megszokottnál személyesebb és bulvárosabb hangvételű epizódban a Parallaxis Univerzum kreatív producere, Horváth Ádám Tamás soha nem hallott őszinteséggel idézi fel gyerekkora meghatározó pillanatait, valamint beszél élete örömeiről és nehézségeiről. Szóba kerül pályájának több izgalmas állomása is: hogyan élte meg televíziós szakújságíróként a média világát, milyen tapasztalatokat szerzett a ValóVilág10 powered by Big Brother kommunikációs koordinátoraként, és mi vezetett oda, hogy két hét alatt búcsút intsen a Bors bulvárlapnak. Egy intim, őszinte vallomás, amely igyekszik közelebb hozni Ádámot, és megmutatja, milyen élete volt annak, aki a Parallaxis Univerzumot életre hívta. https://parallaxis.blog.hu/2025/12/25/extra_ep6 https://youtu.be/U9lh-Ji-p28 Patreon oldalunkon támogatóink számára a nyilvános premier előtt tesszük elérhetővé podcastjeink epizódjait, illetve a Parallaxis Podcast hosszabb, különleges változatát – akár már havi 1000 forintért! (a tájékoztatás nem teljes körű) https://www.patreon.com/parallaxis Adásainkat megtalálod többek között Spotify-on, Soundcloud- és YouTube-csatornánkon, valamint Google és Apple Podcasts-en is! Kattints és válassz platformot! https://parallaxis.blog.hu/2021/07/16/podcast_platformok Még több podcast a Parallaxis Univerzumban: http://podcast.emtv.hu

This week, we're switching things up a little... we've gone around the Mamamia office to find out exactly what fashion problems are keeping the team up at night. Tamara Holland and Lucinda Pikkat are answering them all. Ever wondered where fashion people actually get their inspiration? Hint: It’s not just doom-scrolling Instagram. Tam and Lucinda are opening up their little black book of resources, from the app that acts like a "fashion bible" to the Substack newsletters that predict trends before they happen. We're getting into which undies work best under those tricky slip skirts and which shoes you could walk all day in that aren't just a pair of sneakers. Lucinda's Budget: Havaiana's Slim Square Solid $44.99 Tam's Budget: Ceres Life Mila Short $59.99 Lucinda's Boujie: Angus The Label Ti Amo Silk Scarf $109.95 Tam's Boujie: Morrison Marnie Anglaise Shirt $299.00 GET YOUR FASHION FIX: Follow us on Instagram Want to shop the pod? Sign up to the Nothing To Wear Newsletter to see all the products mentioned plus more, delivered straight to your inbox after every episode. Feedback? We’re listening! Call the pod phone on 02 8999 9386 or email us at podcast@mamamia.com.au Discover more Mamamia Podcasts here CREDITS: Hosts: Tamara Holland & Lucinda Pikkat Producer: Ella Maitland Audio Producer: Tina Matolov Video Producer: Artemi Kokkaris Just so you know — some of the product links in these notes are affiliate links, which means we might earn a small commission if you buy through them. It doesn’t cost you anything extra, and it helps support the show. Happy shopping! Mamamia acknowledges the Traditional Owners of the Land we have recorded this podcast on, the Gadigal people of the Eora Nation. We pay our respects to their Elders past and present, and extend that respect to all Aboriginal and Torres Strait Islander cultures.Become a Mamamia subscriber: https://www.mamamia.com.au/subscribeSee omnystudio.com/listener for privacy information.

Lucinda goes full glam to the shops? And do you really need a strategy for the sales? This week, Tam and Lucinda are prepping you for the $1.3 billion spending spree that is Boxing Day. Lucinda lets us in her Type-A strategy involving full hair and makeup (plus activewear) and a 6am start to beat the crowds, while Tam heads on a solo mission later in the day to avoid the chaos. Its the Boxing Day Shopping game plan you didn't know you needed - expect their golden rules for avoiding buyer's remorse: like why you should never buy the wrong size just because it’s 70% off, and the "would I pay full price?" test you must pass before tapping your card. EVERYTHING MENTIONED: Tam's Boujie: Alemais Pam Mini Dress $420 Lucinda's Boujie: Victoria Beckham Double-breasted wool and cashmere-blend coat $3055 Tam's Budget: Style Runner Sneakers Lucinda's Budget: Uniqlo U Cotton Crew Neck T-Shirt GET YOUR FASHION FIX: Watch us on Youtube this episode goes live at 8pm tonight! Follow us on Instagram Want to shop the pod? Sign up to the Nothing To Wear Newsletter to see all the products mentioned plus more, delivered straight to your inbox after every episode. Feedback? We’re listening! Call the pod phone on 02 8999 9386 or email us at podcast@mamamia.com.au Discover more Mamamia Podcasts here CREDITS: Hosts: Tamara Holland & Lucinda Pikkatt Producer: Ella Maitland Audio Producer: Tina Matolov Video Producer: Artemi Kokkaris Just so you know — some of the product links in these notes are affiliate links, which means we might earn a small commission if you buy through them. It doesn’t cost you anything extra, and it helps support the show. Happy shopping! Mamamia acknowledges the Traditional Owners of the Land we have recorded this podcast on, the Gadigal people of the Eora Nation. We pay our respects to their Elders past and present, and extend that respect to all Aboriginal and Torres Strait Islander cultures.Become a Mamamia subscriber: https://www.mamamia.com.au/subscribeSee omnystudio.com/listener for privacy information.

Az EU és Kína közötti tejháborúról volt szó. Kína ugyanis a mai naptól ideiglenes vámot vet ki az Európai Unióból származó tejtermékekre: ez pedig komoly ütést jelenthet az egyébként is nagy gondokkal küzdő európai tejpiacnak, köztük sok Magyarországon is jelen levő szereplőnek - mondja Braunmüller Lajos, az Agrárszektor főszerkesztője. 

 A folytatásban arról beszélgetünk, hogy minden jel szerint idén sem lesz fehér a karácsony − az ország nagy részén legalábbis biztosan nem. Bár napi szinten találkozunk a klímaváltozás esetleges visszafordíthatatlanságáról szóló híradásokkal, a riasztóbbnál riasztóbb előrejelzések ellenére láthatólag érdemben nem történik sok előrehaladás globálisan a negatív trend megfordítására. De vajon melyek ezek a sokat emlegetett billenési pontok, mikor várható az elérésük, és mindenekelőtt mire kell számítani, ha bekövetkezik a legrosszabb forgatókönyv? A témában Nemes Csaba meteorológust, környezetpolitikai szakértőt kérdezzük. Főbb részek: Intro – (00:00) Tejháború Kína és az EU között – (02:43) Billenési pontok a klímaválságban – (17:39) A Checklist az ünnepek alatt is jelentkezik izgalmas tartalmakkal: egy podcastben szerepel például Zsiday Viktor és Madár István, vendégünk lesz Móró Tamás, a Concorde vezető stratégája, Bendarzsevszkij Anton külpolitikai elemző, és Kökény László, a Corvinus Egyetem Turizmus Tanszékének vezetője is. Kép forrása: Getty ImagesSee omnystudio.com/listener for privacy information.

OPEN HEAVENSMATALA LE LAGI MO LE ASO LULU 24 TESEMA 2025(tusia e Pastor EA Adeboye) Manatu Autu: Avea le Atua ma ou Tamā (Let God be your Father)Tauloto Tusi Paia: 2 Korinito 6:18 “E fai fo‘i a‘u mo ‘outou Tamā, e fai fo‘i ‘outou mo‘u atali‘i ma o‘u afafine, ‘ua fetalai mai ai le Ali‘i e ona le malosi uma lava.”‭‭Faitauga - Tusi Paia: Kalatia 4:4-7I le Mataio 15:21-28, na fetalai Iesu, ‘e lē lafoina meaai a tamaiti i ulī'. O lona uiga o le tagata, a lē o ia o se atalii poo le afafine o le Atua, o ia o se ulī. O fanau e iai o latou tamā, a'o ulī e iai o latou matai. E mafai e fanau ona o atu i o latou tamā i soo se taimi e fesili iai i se mea pe talosaga atu foi i se mea e manao ai, ae e lē mafai e ulī ona faia lea tulaga. O le tamaitiiti e mafai ona aai faatasi ma lona tamā i luga o le laulau, a'o le ulī e masani ona nofo i lalo o le laulau e ‘ai ini momoi mea e pauu mai le laulau. O nei ulī, e fiaaai pe afai e leai ni momoi mea e pauū mai le laulau. Afai e lei tuuina atu lou ola ia Iesu, e lē o oe o se atalii poo se afafine o le Atua, ma o le taimi tonu lelei lenei e te liliu ai ia te ia ma faataga o ia e avea ma ou tamā. E tele naua suafa o le Atua, o Ia o le Tupu o Tupu ma le Alii o Alii ( Faaaliga 19:16)  o Le e ona le malosi uma lava (Iopu 23:16), o le amataga ma le gata‘aga, o le muamua ma le mulimuli (Fa‘aaliga‬ ‭22‬:‭13‬). E ui i ona suafa uma, ina ua a'oa'o Iesu i le ala e tatou te tatalo ai i le Luka 11:1-2, na ia fetalai e tatau ona tatou amata, ‘Lo matou Tamā'. O le suafa e fiafia le Atua e tatou te valaau ai ia te ia o le Tamā. I lona tulaga Tamā, o le Atua o lo tatou punaoa, e na te saunia mea uma, o Ia o lo tatou fesoasoani sili. E leai se tamā alofa e vaai atu i lana fanau o puapuaga, ae tuu lava i latou e puapuaga pea. Ao ou tamaitiiti, e masani ona ou mulimuli i lo'u tamā i lana faatoaga. E ma te sopoia lava le vaitafe pe a ma foi mai, ma e iai taimi e pa ai le vai. A tupu lea tulaga, e masani ona tafiesea ai le tamai auala laupapa e matou te savavali ai i leisi itu. E iai se taimi na tupu ai lea tulaga, ona tago lea o lou tamā sii au ma amo i luga o ona tauau i leisi itu o le vai aua o loo ou laitiiti lava ou te ono malemo i le tafe o le vai. Ao ma savavali i le isi itu o le vaitafe, sa ou taaloalo i le vai aua sa ou nofo i ona tauau. Afai e mafai e se tamā i lalo nei ona faia mea uma e puipuia ai lana fanau, e lē sili ea mea e faia e lo tatou Tamā oi le lagi?Le au pele e, afai o oe o se atalii poo se afafine o le Atua ae o loo e ui ini luitau o tofotofoina ai lou faatuatua, taofi mau pea i le Atua, o ia o le Tama alofa, e mautinoa e na te foa‘iina atu ‘iā te ‘outou le i‘uga e i ai le fa‘amoemoe (Ieremia 29:11). Peitai afai e te lei tuuina atu lou ola ia te Ia ae o loo e fia iloa lona alofa faapitoa ma lana tausiga, talia loa lana valaau mai e avea oe ma sona afafine poo sona atalii i le asō, ona e fiafia lea i lona filemu i vaega uma o lou olaga, i le suafa o Iesu, Amene. ‭‭

When Dr. Tamara Yuill Proctor began researching curriculum integration at secondary level, she quickly discovered that successful change wasn't really about curriculum at all. It was about understanding the character and culture of the school first: the people, their capacity, the school's history, and what the community actually needs. In this conversation, Tam shares findings from her doctoral research into how schools create meaningful change, focusing on a New Zealand school that hadn't changed its timetable in 25 years yet managed to transform its approach to learning. You'll learn why every change initiative Tam has led takes exactly six months for teachers to build the relational trust needed to collaborate effectively, how to balance being adaptable with staying mission-focused, and why "pockets of change" work better than whole-school transformation. Tam explains the critical role of middle leaders as conduits between vision and classroom practice, shares practical advice on giving teachers space to be frustrated during change, and reveals why clear learning outcomes matter more than rigid plans. If you're leading any kind of school change - whether curriculum redesign, new systems, or pedagogical shifts - this episode will help you understand why the human elements matter most. Resources & Links Mentioned:Tam on LinkedInUWC Changshu China Episode PartnersInternational Centre for Coaching in Education (Use discount code SHANE5 for 5% off)International Curriculum AssociationJoin Shane's Intensive Leadership Programme at educationleaders.co/intensiveShane Leaning, an organisational coach based in Shanghai, supports school leaders globally. Passionate about empowment, he is the author of the best-selling 'Change Starts Here.' Shane is a leading educational voice in the UK, Asia and around the world.You can find Shane on LinkedIn and Bluesky. or shaneleaning.com Hosted on Acast. See acast.com/privacy for more information.

Seasonal depression isn't always obvious. Sometimes it looks like low energy, less joy, or feeling off without knowing why. Erin & Tam talk about how seasonal shifts affect mood, especially for millennial moms, and why honoring your capacity through gentle hobbies can be a form of self-care, not giving up. @theartofhobbyness www.artofhobbyness.com

"Public markets are behaving more like private markets. Private markets want to behave more like public markets. So actually, they're just one market.What's not the same is the level of research, information, data disclosure. Correct. That's the only difference. It's this information gap that, to us, is the single biggest opportunity now.We think over the course of the next five to 10 years, there'll be more trading venues, more liquidity providers, more market makers, more investor types—all of that. And I think what Smartkarma has always done is be the information flow for part of capital markets.In fact, that sort of 74 billion number, I think, is quite conservative. I've seen other estimates that are close to 120 billion. So it depends on what you see as sort of growth and what you see beyond. But regardless, I think it's very large numbers, and the ratio of exit to invested capital is extremely low. A 50 billion hole is a pretty big hole." - Raghav Kapoor, CEO of SmartkarmaRaghav Kapoor, CEO & co-founder of Smartkarma, joined us for a conversation on the launch of PvtIQ and the structural transformation of Asia's private markets. Drawing from his experience building Smartkarma's independent research platform, Raghav explained how client demand for pre-IPO coverage led to creating PvtIQ, an intelligence platform designed to bridge the critical information gap in Southeast Asia's private markets. We discussed the striking imbalance where $74 billion has been invested into the region's tech ecosystem but only $23 billion has been returned through exits, highlighting the urgent need for better data infrastructure and price discovery. Raghav shared unique insights on how families dominate the region's investment landscape, why private and public markets are converging into one, and his vision for PvtIQ to become the intelligence backbone supporting companies, investors, and regulators in bringing more transparency and efficiency to Asia's rapidly evolving private market ecosystem.Episode Highlights:[00:00] Quote of the Day by Raghav Kapoor[00:57]] Smartkarma launches PvtIQ for Asia's private markets[03:11]] Investors requesting coverage three years before IPO[04:08]] Supporting MAS equity market development program[05:24]] Singapore's public markets languished despite private growth[06:13]] Path from fundraising to public listing explained[08:37]] $74 billion invested, only $23 billion exits[09:45]] Companies need support to achieve IPO readiness[11:00]] Capital chasing deals shifted to improving disclosure[11:57]] Southeast Asia's extreme market fragmentation challenges[13:23]] Families dominate and influence Southeast Asian markets[14:38]] Lack of data creates serious structural challenges[19:01]] Private market investors transitioning from momentum investing[20:18]] Digital banks provide disclosure model for research[21:24]] Late stage private rounds resemble public IPOs[23:26]] Liquidity without information is just volatility[24:06]] Private and public markets converging into one[25:30]] Information gap is the single biggest opportunity[27:00]] Private market research TAM already $8 billion[28:57]] What great looks like: intelligence backbone for Asia's private markets[30:57]] ClosingProfile: Raghav Kapoor, CEO and co-founder, SmartkarmaLinkedIn: https://www.linkedin.com/in/ragkap/Podcast Information: Bernard Leong hosts and produces the show. The proper credits for the intro and end music are "Energetic Sports Drive." G. Thomas Craig mixed and edited the episode in both video and audio format. Recorded in Poddster Singapore

Khái quát cuộc đời và chiến tích của các danh tướng Thục Hán thời Tam quốc | Hải Stark | SpiderumVideo này được chuyển thể từ bài viết gốc trên nền tảng mạng xã hội chia sẻ tri thức Spiderum

Khái quát cuộc đời và chiến tích của 5 đại tướng nước Ngụy thời Tam quốc | Hải Stark | Thế Giới

A választási osztogatás már elkezdődött, de egy kicsit másképp néz ki, mint eddig. Ellentmondásos volt a költségvetési politika teljesítménye 2025-ben, a legérdekesebb fejlemények pedig most jönnek csak igazán, ennek pedig leginkább az az oka, hogy a költségvetés teljesen elvesztette horgony szerepét. A témáról Csiki Gergelyt, a Portfolio lapigazgatóját, makrogazdasági elemzőjét kérdeztük. 

 A folytatásban a pezsgőpiacról beszélgetünk Fiáth Attila nemzetközi borakadémikussal, aki amellett, hogy szakértői tippeket ad a karácsonyi-szilveszteri pezsgőválasztáshoz, segít azt is megérteni, hogy miért készít pezsgőt, habzóbort egyre több magyar pincészet. Főbb részek: Intro – (00:00) Ellentmondásos a költségvetés teljesítménye – (02:22) Magyar pezsgőpiac – (13:11) A Checklist az ünnepek alatt is jelentkezik izgalmas tartalmakkal: egy podcastben szerepel például Zsiday Viktor és Madár István, vendégünk lesz Móró Tamás, a Concorde vezető stratégája, Bendarzsevszkij Anton külpolitikai elemző, és Kökény László, a Corvinus Egyetem Turizmus Tanszékének vezetője is. Kép forrása: EUSee omnystudio.com/listener for privacy information.

A Note from James:One of my favorite conversations on this show was with Peter Thiel. Yes—PayPal, Facebook, Palantir, and a dozen other hits. I first ran this episode years ago, and the advice still holds up. The same stories, the same frameworks—and the same challenge to think from first principles. Here's Peter Thiel, one of the most influential entrepreneurs of our time. Episode Description:In this redux, James pressure-tests the core ideas from Peter Thiel's Zero to One—why competition is for losers, how real monopolies are built, and why starting “narrow” is often the only path to something huge. They cover Facebook's early moat (real identity), PayPal's network-effect wedge on eBay, and the “10x or nothing” bar for proprietary technology. Peter shares a contrarian read on bubbles, why biotech's slump may be opportunity, and how to hire, divide roles, and keep teams from fighting. The through-line: seek secrets, combine disciplines, and make something so different that it becomes its own category. What You'll Learn:How to pick markets the Zero to One way: start with a “small, winnable monopoly,” then expand in concentric circles. The four classic moats—and which to favor first: proprietary tech, network effects, economies of scale, and brand (with a bias toward real tech). A practical rule for virality vs. network effects: growth is a tactic; enduring value comes from the network that forms once users arrive. Team design that prevents internal warfare: make roles uniquely owned; if two people own the same thing, you're paying for a fight. How to hunt “secrets”: believe they exist, look where consensus is stale, and borrow from adjacent fields to see what specialists miss. Timestamped Chapters:[02:00] A Note from James — Why this conversation still ranks among the best. [03:00] Zero to One, in one line — “Do something new, different, fresh, strange.” [05:17] Competition vs. Capitalism — Why perfect competition kills profits; aim for uniqueness. [07:28] Facebook's original edge — Real identity as the breakthrough vs. MySpace's alt-persona culture. [09:14] Bits vs. Atoms — Stagnation outside software and how biology could become an information science. [12:05] Personality and perseverance — Why mild contrarian wiring helps founders ignore status games. [15:21] “10x or nothing” — The technology and/or experience must be an order of magnitude better. [17:00] Monopoly thinking, ethically done — Create abundance by creating something truly new. [23:30] The PayPal pre-history — Why long-running trust among teammates births more companies. [30:10] Early Facebook investment logic — College-only looked “small,” which was exactly the point. [32:03] Turning down $1B — The boardroom debate, optionality, and founder conviction. [36:23] Moats in practice — Picking the right advantage (and why brand alone is shaky). [37:06] Network effects ≠ virality — How value compounds after growth. [39:54] PayPal's wedge — eBay power-sellers and the $10 incentive as a growth accelerant. [41:22] Beware the “Chinese refrigerator” TAM slide — Start small, win big. [42:01] Uber vs. Airbnb — Investor bias and why some models get over- or undervalued. [44:18] Bubbles and the public — What changes across tech, housing, and today's “government bubble.” [48:00] War on cash & credit — Why Peter favors unlevered, opaque innovation over fixed income. [51:10] Biotech headwinds (and upside) — Regulation, Eroom's Law, and why sentiment can misprice breakthroughs. [53:50] Secrets — If you assume they exist, you'll be the one to find them. [57:56] Interdisciplinary bets — CS × biology; CS × transportation; why university silos miss the action. [59:51] Silicon Valley on HBO — The “Peter Gregory” caricature and what the show gets right. Additional Resources:Zero to One: Notes on Startups, or How to Build the Future (book) — Amazon hardcover. AmazonFounders Fund — Peter Thiel profile (bio & portfolio highlights). Founders Fund“PayPal Mafia” overview (alumni companies: YouTube, Yelp, LinkedIn, Tesla, SpaceX, Palantir, Yammer). WikipediaYahoo's 2006 $1B offer for Facebook (background reporting). Business InsiderEroom's Law (pharma R&D productivity; Nature Reviews Drug Discovery). NatureSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Let's talk about the year I accidentally became everything I tell people NOT to do.You know that advice I've been giving for 15 years about not getting stuck in eternal student mode? Yeah, well, I completely shit the pooch on that one in 2025. I got so deep into learning and feminine energy that I basically turned into a gorgeously gormless worm with no exoskeleton, just vibing on the floor wondering why my business wasn't growing.Turns out? When you send 15 emails to your community instead of 50, stop creating content, and spend all your time in "receiving mode," things get a bit wobbly.But here's the beautiful thing about mistakes: they're fucking excellent teachers when you're willing to look at them honestly. And honey, I'm looking. Hard.In this episode, I'm spilling everything—the moments I lost my creative voice, the spreadsheet that kicked my ass back into gear, the friendship that saved my podcast, and all the experiments that actually worked (spoiler: there were some absolute crackers).This is for anyone who's ever overthought themselves into paralysis, bought seventeen courses and opened none of them, or wondered why their business stopped feeling like THEM. Come sit with me and Tam while we laugh about RSD, celebrate the wins, and map out what's coming next.Topics Covered:Overthinking vs. taking action in your businessBalancing feminine energy with masculine strategyThe three types of learners: Eleanor, Ruby, and IngridWhy I stopped creating (and how I started again)Learning mode vs. implementation modeTracking business metrics that actually matterExperimenting with new program formatsRunning masterminds and coaching differentlyKey Insights:Spending 10-20% of your time in learning mode is the sweet spot—any more and you're avoiding actionWhen you're too far into feminine/receiving energy without masculine structure, you become "gorgeously gormless"Your business data tells you when you're off track—I sent 15 emails instead of 50 and wondered why things felt wrongCreating content is lifeblood—for you and your businessSometimes you need accountability from a friend who'll say "bitch, where's my email?"The 100 creations in 30 days challenge can kickstart your creative flow againExperimenting with new formats (like backstage passes to your launch) triggers your obliger tendency in the best wayBody doubling works for content creation—recording with someone else changes everythingNotable Quotes:"I got my head stuck up my own asshole in overthinking mode. And the thing about overthinking mode is it's just not fun or sexy or adorable or enjoyable.""When I get too feminine energy influenced, I'm completely gormless—just no exoskeleton, no skeletal manner, anything.""Creating is my lifeblood and it's the business's lifeblood, and whatever I need to do in order to make that happen is time well spent."Who This Podcast Is For:Creative women entrepreneurs, neurodivergent business owners, and spiritual seekers who want honest conversations about building businesses that actually feel good—mistakes, magic, and all.Links & Resources Mentioned:Leonie Dawson's 2026 Goal WorkbooksThe Leonie Lab on InstagramLeonie Dawson's Brilliant Biz & Life AcademyCreative Goddess Embodied programBig Money Big Impact (21-day selling challenge)Momentum Mastermind2025 Dream Quest masterclassLove this episode? Hit subscribe, leave us five stars (your time is too valuable to leave anything less!), and tag us on social media—we want to see what resonated with you.Hashtags:#WomenEntrepreneurs #CreativeBusiness #NeurodivergentEntrepreneur #FeminineEnergy #BusinessStrategy #ContentCreation #OnlineBusiness #SpiritualEntrepreneur #ADHDEntrepreneur #BusinessMindset

Az előfizetők (de csak a Belső kör és Közösség csomagok tulajdonosai!) már szombat hajnalban hozzájutnak legfrissebb epizódunk teljes verziójához. A hétfőn publikált, ingyen meghallgatható verzió tíz perccel rövidebb. Itt írtunk arról, hogy tudod meghallgatni a teljes adást. Ünnepi különszám, kínai bejglireceptmelléklettel! Korrupt sportvezetők karácsonya. Mága és a taó. A Brunello Cuccinelli szennyes titkai. Kézilabda az Antarktiszon. Életveszély a körúti biciklisávban. A magyar állam szétesése az Orczy park vécéjében. 00:24 Üdvözöljük a nehézségeket! Uj Péter és az influenzaoltás. Ahány házirovos, annyi szokás.05:50 Szoboszlai a 38. Végül a Guardian listáját is Dembelé nyerte.11:19 Kínai bejgli.15:30 Aján Tamás 300 000 dollárja. Miért lop, akinek már van elég pénze?21:29 Gyárfás Tamás vityillója. Kétmillió forint semmire sem elég! Nemzetközi Kézilabda-szövetség tisztújító közgyűlése. Kézilabda Naurun és az Antarktiszon. A foci se jobb.26:05 Közlekedési szabályok megszegése két lábon és két keréken. Életveszély a körúti biciklisávon.30:07 Az elektromos turistaquad. Az erősebb kutya a budapesti közlekedésben.33:02 A Mága Zoltán-modell. Mága és a tao. A Fekete Péter-modell. Rogán Loro Pianában.40:19 Alger szósz az Auchanból.43:37 A magyar állam szétesése az Orczy park vécéjében. De vajon mit tennének a Humanisták? Élményvécék az atlétikai stadionnál.See omnystudio.com/listener for privacy information.

Featuring: Ammosart, Ashgar, Belghast, Kodra, and Thalen   Hey Folks! We are down a Tam and a Grace this week but push through with a limited crew.  Bel gets called out by Kodra for being entirely too comfortable with excessive grinds…  this time specifically talking about World Completion in Guild Wars 2.  Kirby Air Riders is a weird game and we talk a bout it.  Bel shares his extended thoughts about Path of Exile II and its current state as well as the Demon Bear being pretty freaking great.  Kodra has been trying to wrap up Clair Obscur: Expedition 33 and talks a bit about that.  Ash is doing dumb things in Guild Wars 1 and apparently so is Kodra… so we talk about Guild Wars Reforged again.  Ultimately Sheep Raccoon is the sequel to podcast favorite Ultimate Chicken Horse and we once again recommend it.  Bel talks about the Paladin in Diablo IV and how it is almost as silly as the Last Epoch thorns build.  Kodra talks a bit about Blitz Chess and Thalen is back in Warframe and talks about that.   Topics Discussed: Bel's Grind Quotient Kirby Air Riders is Weird Path of Exile II Bear is Great Clair Obscur: Expedition 33 Guild Wars 1 Nonsense Ultimate Sheep Raccoon  Diablo IV Paladin is Silly Kodra and Blitz Chess Thalen back in Warframe

A Filmklub podcast új adásában Fábián Tamással, a Telex újságírójával beszélgetünk a Most jövök című video-interjúsorozatáról, illetve a pár hónapja jelent Bravúros mutatványok, amiket senki se látott című első regényéről.Dolgok, amiket említünk az adásban:Az interjú, amiben Rogán Antal véleményezi TamástA videó, amiben Rogán azt mondja Tamásnak, hogy “parasztgyerek vagyok, nem úrizálok”Tamás szóváltása Orbán Viktorral, amiben elhangzik a legendás “ember, most jövök a templomból” szövegGerlóczy Márton később törölt Facebook-posztja Tamás könyvérőlMost jövök-adások: Kepes András, Geszti Péter és Ditz Edit, Sebestyén Balázs, Hajdú Péter, Szentesi Éva, Hadházi RenátaHa tetszett ez az adás és szívesen hallgatnád tovább, akkor támogasd a Filmklub podcastot a Patreonon, ahol még további 25 percig beszélgetünk Fábián Tamással.Készítette: Varga FerencZene: Hegyi OlivérHa a Patreon túl macerás, támogathatod a podcastot a PayPalon (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@ferencv1976⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠) vagy a Revoluton (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@ferenc7drh⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠) keresztül is. Nagyon köszönöm!

Európa požičala peniaze Ukrajine – teda okrem Maďarska, Česka a Slovenska. Tam, kde podľa Fica „nie je nič“, je Ústavný súd, ktorý mu pije krv. Proti novele trestného zákona sa postavili prokurátori.

Elementals clash while Tam and Maralen's lives hang in the balance. Shadowmoor's prince finds his courage.  Read the Story: "Episode 7: The Charm Dissolves Apace" Learn More: Lorwyn Eclipsed  Written by Seanan McGuire Narrated by Tatiana Grey

The most petty and ill informed podcast in the world! All the best bits from Saturday and Sunday's Off the Ball shows in one place. World Cup Ticket Prices, What Does Pittodrie Mean To You? Perfect Xmas Dinner and League Cup Final with football podcaster Erin Grieve, singer songwriter Calum Baird and award winning stand-up Rosco McClelland joining Stuart and Tam

If you blink and suddenly it's January, you're not alone. For millennial moms, the holidays come with invisible labor, endless deadlines, and the pressure to make everything magical. Erin & Tam talk about what's really causing the “fast season” feeling and how simple, cozy holiday hobbies can help you step out of survival mode and into slower, more meaningful moments. @theartofhobbyness www.artofhobbyness.com

In this episode, John Bradford, CEO of Pet Screening, ranked No. 879 on the Inc. 5000 in 2025. Joins Gene Hammett to talk about what it really takes to build a "category of one" business. Bradford shares how visionary leadership and relentless execution go hand in hand, why founders must be honest about the size of their total addressable market, and how underestimating demand can limit growth. He draws on Pet Screening's success in helping landlords manage pet policy compliance amid America's growing pet population, while also unpacking the importance of strong core values, genuine team engagement, and empowering individuals to contribute to sales in a collaborative culture. Along the way, Bradford reflects on learning from mistakes, taking full responsibility as a leader, and using real market feedback to sharpen strategy, offering practical, experience-driven insights for entrepreneurs focused on long-term growth and leadership. Episode Highlights & Time Stamps 3:01 The Birth of Pet Screening 6:18 Creating a Category of One 8:10 Common Mistakes in Creating a Category 10:49 The Essence of Relentless Execution 12:27 Core Values That Drive Success 14:36 Living Your Values in Practice 16:27 Lessons from Leadership Mistakes 19:18 Conclusion and Call to Action Building a Category of One Starts with the Market John Bradford, CEO of Pet Screening, joins Gene Hammett to discuss what it takes to build a true category-of-one business, starting with the importance of market size. Bradford stresses that even the best ideas fall flat if they do not address a meaningful total addressable market (TAM). He cautions entrepreneurs against underestimating market potential, noting that ideas aimed at small audiences often remain side projects rather than scalable companies. A strong vision must be matched with a market large enough to support long-term growth. Solving a Real Problem at Scale Bradford explains how Pet Screening emerged from his background in property management and technology, identifying a widespread problem landlords face in managing pet policies. With roughly 160 million pets in America and a growing number of pet-owning households, the demand is substantial. Pet Screening's software helps landlords ensure pet policy compliance while reducing fraudulent emotional support animal claims, positioning the platform as a trusted, nationwide solution in the housing industry. Visionary Leadership, Core Values, and Execution The conversation turns to leadership, where Bradford shares how strong core values and daily execution shape company culture. He emphasizes that values must be lived, not just stated, and highlights Pet Screening's focus on equal opportunity, making an impact, and keeping work enjoyable. Bradford also underscores relentless execution, encouraging every team member to understand and support the product, including participating in sales. This shared ownership drives efficiency, creativity, and alignment across the organization. Learning from Mistakes and Listening to the Market Bradford openly discusses the role of mistakes in entrepreneurship, advocating for accountability at the leadership level rather than blame within the team. This approach builds trust and encourages innovation. He also highlights the importance of market feedback, urging founders to seek honest input beyond friends and family to refine ideas and validate demand. The episode concludes with practical insights on how visionary leadership, execution, feedback, and ownership intersect to drive sustainable growth, reinforcing that leadership and scaling are inseparable. Key Takeaways Vision alone is not enough successful category-of-one companies pair bold leadership with disciplined execution. Market size matters; even strong ideas struggle without a sufficiently large total addressable market (TAM). Solving a real, widespread problem creates momentum and positions a business for scalable growth. Core values must be demonstrated through daily actions to foster trust, engagement, and accountability. Involving the entire team in understanding and supporting sales strengthens alignment and execution. Effective leaders own mistakes, creating a culture where learning and innovation thrive. Market feedback is a strategic asset and should come from diverse, unbiased sources. Long-term growth is driven by the integration of leadership, culture, and continuous refinement of strategy. Resources & Next Steps Ready to take your leadership energy to the next level? Explore free training and resources at training.coreelevation.com to help you identify energy leaks, strengthen your leadership presence, and elevate your team's performance.  Explore More: training.coreelevation.com  Listen to the Full Episode: Growth Think Tank Podcast

Písal sa 18. jún 1945 a na železničnej stanici v Přerove sa stretli dva vlaky. V jednom cestovali vojaci z 1. československého armádneho zboru, ktorí sa vracali na Slovensko z vojenskej prehliadky na Staromestskom námestí v Prahe. V druhom cestovali karpatskí Nemci, ktorí sa vracali späť do rodných obci na Slovensko zo severozápadných Čiech, kam boli ešte v predchádzajúcom roku evakuovaní pred blížiacim sa frontom. Len čo veliaci dôstojníci začuli z vedľajšieho vlaku nemčinu, začali karpatských Nemcov legitimovať, vyvliekať z vagónov a hnať ich za mesto na návršie, ktoré miestni nazývajú Švédske šance. Tam sa následne v noci na 19. júna odohral masaker 265 ľudí. Mená všetkých členov 20-členného vraždiaceho komanda dodnes nepoznáme, s istotou vieme pomenovať len hlavných strojcov přerovského masakru, všetci vyviazli len s miernym, či vzhľadom na rozsah tohto zločinu s prakticky zanedbateľným trestom. Přerovský masaker však nebol ojedinelý prípad, podobných zločinov sa pri divokom vysídľovaní Nemcov po druhej svetovej vojne odohralo niekoľko. Čo do počtu obetí bolo zrejme najrozsiahlejšie vraždenie v Postoloprtech na Žatecku, kde v masových hroboch exhumovali 763 obetí. Zločin, ktorý sa odohral na Švédskych šanciach však osobitne zaráža brutalitou, keď veľkú väčšinu zabitých tvorili ženy a deti. A ako vyplýva z doteraz preskúmaných záznamov, nikto z hlavných páchateľov neprejavil ani neskôr žiadnu ľútosť nad vykonaným činom. Dnes je táto udalosť historikmi už pomerne podrobne spracovaná. Jedným z nich je aj Pavel Kreisinger z Filozofickej fakulty Univerzity Palackého v Olomouci, nedávno publikoval štúdiu v knižnej podobe s názvom Masakr na Švédskych šancích v souvislostech, ktorú vydalo Vydavatelství Univerzity Palackého. V podcaste Dejiny si približujeme nielen okolnosti zločinu, ale aj jeho (ne)potrestania. – Ak máte pre nás spätnú väzbu, odkaz alebo nápad, napíšte nám na ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠jaroslav.valent@petitpress.sk⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ – Všetky podcasty denníka SME nájdete na ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠sme.sk/podcasty⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠See omnystudio.com/listener for privacy information.

Az előfizetők (de csak a Belső kör és Közösség csomagok tulajdonosai!) már szombat hajnalban hozzájutnak legfrissebb epizódunk teljes verziójához. A hétfőn publikált, ingyen meghallgatható verzió tíz perccel rövidebb. Itt írtunk arról, hogy tudod meghallgatni a teljes adást. Turistaosztály és prankolgatás. A marokkói futball és a felcsúti modell. Aján Tamás for minden! Winkler Róbert hajápolási praktikái. Uj Péter arcszőrzete. Az autós újságírás Szörényi–Bródyja. Férgek rágják a magyarok hajóját. Magellánét is. Büszkén emeljük magasra a hamis zászlót!See omnystudio.com/listener for privacy information.

This episode is a special replay of David George's conversation with Harry Stebbings on 20VC. David is a General Partner on a16z's growth team, and in this discussion he breaks down how he thinks about breakout growth investing: why great business models are now table stakes, where real edge comes from non-consensus views on TAM, and how to underwrite upside in a world of higher prices and increasing competition.They also dig into the mechanics behind the scenes: unit economics at growth, “pull vs push” products, winner-take-most market structures, and how David decides when to double or triple down on a company. Along the way, they touch on SPACs, the rise of crossover funds, single-trigger decision making, and how David manages fear, pressure, and performance over the long arc of an investing career. Resources:Learn more about 20VC: https://www.thetwentyminutevc.com/Watch on YouTube: https://www.youtube.com/@20VCFollow Harry on X: https://x.com/HarryStebbingsFollow David on X: https://x.com/DavidGeorge83 Stay Updated:If you enjoyed this episode, be sure to like, subscribe, and share with your friends!Find a16z on X: https://x.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zListen to the a16z Podcast on Spotify: https://open.spotify.com/show/5bC65RDvs3oxnLyqqvkUYXListen to the a16z Podcast on Apple Podcasts: https://podcasts.apple.com/us/podcast/a16z-podcast/id842818711Follow our host: https://x.com/eriktorenbergPlease 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](http://a16z.com/disclosures.  Stay Updated:Find 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.

Frank & guests Dee Allum, Hasan Al-Habib, Marcus Brigstocke & Bella Hull discuss the most fashionable way to wear a pizza, the most unfashionable way to wear a Tam o'Shanter and the tallest swimming trunks in the worldThis is the panel game based on what we all sit down and do at least once a day – shop online and leave a review, as an all-star panel celebrate the good, the bad & the bafflingEveryone has an online life, and when the great British public put pen to keyboard to leave a review, they almost always write something hilarious. And our all-star panel have to work out just what they were reviewing – and maybe contribute a few reviews of their own... and more... So if you're the person who went on Trip Advisor to review Ben Nevis as “Very steep and too high”, this show salutes you!This is the second episode of series three of One Person Found This Helpful. To hear more episodes, just search "One Person Found This Helpful" on BBC Sounds.Written by Frank Skinner, Catherine Brinkworth, Sarah Dempster, Jason Hazeley, Karl Minns, Katie Sayer & Peter TelloucheDevised by Jason Hazeley and Simon Evans with the producer David TylerA Pozzitive Production for BBC Radio 4