Podcasts about Teddington

There was more topsy-turviness across the MCCL as a number of the top sides slipped up. Crouch End's sojourn at the top of the Prem lasted just the week, Harrow Town slip up in Div 3, as do London Sportif in Div 4. Ally Pally subsequently rise to the top of an MCCL division for the first time in a fair old while. Elsewhere, what do you do when a fielder inadvertently wipes out the 'keeper? Sal explains..... Learn more about your ad choices. Visit podcastchoices.com/adchoices

There is a new leader in the Prem. Teddington slip up, Crouch End pounce. In a day where top sides didn't have it all their own way, neither Harrow nor Eastcote win in Div 1 whilst Harrow Town slip on a banana skin in Div 2. Plus, no one out-gunned Tower Hamlets in Div 7. And, two MCCL sides move in to the quarter-finals of the National.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

If your side was top of one of the divisions of the MCCL going into Week 8 then there was a fair chance that results when against you on Saturday. Teddington, Harrow and Ealing Trailfinders all slipped up as things concertinaed together. Plus, heard the one about the dog nicking the match ball and racing off with it..... listen in and you'll hear more.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Last summer Chris Woakes famously went out to bat against India with a dislocated shoulder. Enfield's Harry Wilkins can now officially say "Woakesy, hold my beer". Broken bones didn't prevent Wilkins from going out to bat one-handed in dramatic run chase against Bessborough on Saturday. Harry joins Sal and Dan to talk us through the day's events. Elsewhere, Teddington are held by Finchley, Harrow keep plugging along. And, Tentelow are - finally - off the mark in Div 7. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Ealing and Teddington both continue to be unbeaten in the top flight, Harrow are marching on in Div 1. North London nearly shock Eastcote, South Hampstead and Chiswick indulge in a run fest. And heard the one about the square being occupied prompting the match to be called off? Listen in for more.... Learn more about your ad choices. Visit podcastchoices.com/adchoices

The premier division league table is taking shape, but not perhaps in the way many anticipated. Ealing are flying, North Midd and Shay Boo are - on the face of it at least - struggling. Elsewhere, unpredictability never seems to be far away. That's most obviously the case with Tentelow in Div 7; beaten by Gautum Buddha on Saturday, facing Shepherd's Bush in the last 16 of the T20 on Monday. They couldn't, could they....?  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Simon Griffiths is the author of Swim Wild and Free: A PracticalGuide to Swimming Outdoors 365 Days a Year, and founder of Outdoor Swimmer magazine. He is a life-long swimmer, swims year-round in the Thames and regularly takes part in open water and pool races. His swimming adventures havetaken him around the world. He was part of the team that created the STA Open Water Swimming Coaching qualification. In this podcast we discuss his latestbook, as well as his magazine, how to become a better all-round swimmer, and swimming at Teddington, London.

Runs were generally the order of the day in Week 1 of the MCCL. Crouch End went (very) big, as did Highgate, Brentham and Isleworthians. Teddington win the battle of the title hopefuls in Bushy Park, Hampstead hit the ground running in Div 1. Plus, Wembley's Junayd Azar makes an immediate impact, and Swamibapa - just about - start off with a win. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Why are we still telling female rugby coaches they are ‘not ready' to coach at the highest levels of the women's game, when we then say to male players ‘you can go straight into professional coaching when you come off the field'? This is just one of the thought-provoking questions Giselle Mather tackles on today's episode of The Game Changers podcast.Giselle is one of the most influential and pioneering figures in rugby. A formerEngland international and World Cup winner, Giselle's extraordinary coachingcareer has seen her consistently break new ground in the sport.  Giselle was the first woman to earn the RFU's Level 4 coaching qualification and has gone on to lead at the very highest levels of both the men's and women's professional game. In this candid conversation, Giselle relives the raw early years of the women'sgame, from the first Women's World Cup in 1991 to lifting the trophy in 1994,and explains how those experiences forged a coaching philosophy that puts the human before the athlete.Combining elite coaching with a busy family life as a mother of three, Giselle has coached at Wasps, London Irish, Teddington, Ealing Trailfinders and internationally as a coach for England Women and Head Coach for Team GB Women's Rugby 7s, along with the inaugural Women's Barbarians.Giselle shares how she's earned respect in men's environments, the principles that underpin her sessions and the leadership needed to build diverse staff teams where every player can connect and thrive. We talk about how visibility is the fastest route to equality for women's rugby,why elite athletes deserve the very best qualified coaches and how blunt gender quotas in coaching can backfire.Renowned for her vision, passion and commitment to developing people, Giselle has inspired players and coaches across generations. She's an extraordinary leader on and off the pitch.  Next week's guest is Somali professional boxer, model and campaign activist - Ramla AliThank you to Sport England who support The Game Changers Podcast with a National Lottery award.Find out more about The Game Changers podcast here: https://www.fearlesswomen.co.uk/thegamechangersHosted by Sue AnstissProduced by Sam Walker, What Goes On MediaA Fearless Women production

Tim Worthington has a new book out called The Golden Age Of Children's TV - all about the best, worst and most just plain baffling shows you grew up with in the sixties, seventies and eighties - and the lines are open now for an hour of fun, facts, laughs and thrills. If you're a fan of The Adventure Game, Martin Ruddock will be taking your calls and offering a few hints and tips on how to beat the puzzlers and make it across the Drogna Board. They're The Monkees, but Paul Whitelaw will be in the studio for a look at what you can look forward to when Micky, Davy, Mike and Peter take over your television. Ste Brotherstone will be joining us with a few ideas of how you can stay top of the class for the new term at Grange Hill, Danny Kodicek has the long and short on Big John Little John, and Juliet Harris will be coming to us live from Teddington as she meets the stars of The Sooty Show. So if you want to join in the fun - or just swap a copy of Grange Hill Graffiti for a copy of Drogna on the BBC Micro - ring the show now!You can get The Golden Age Of Children's TV in all good bookshops, and from Waterstones here, Amazon here, from the Kindle Store here and directly from Black And White Publishing here. - and if you want to know more about what you can find in it, head for timworthington.org!

Mono Edition After the success of last week's Tat Hunt in Teddington, South London, Paul and Eli are now in search of a place to sit down and review the stuff they've purchased! The Cheap Chaps had a budget of £10 to find as much treasure amongst the Charity Shop Trash as possible and now it's time to evaluate their discoveries. There is one HUGE problem, however. They have no idea where to go to sit down and pour through their items. What begins with a simple plan very quickly devolves into fighting, confusion, impromptu bus journey's, altercations with security folk, a desperate search for a toilet, and the possibility that they may not have an ending to the episode! Follow Paul and Eli on another, far more aimless than usual, walkabout romp! Special Thanks to Tom from The Channel 84 Variety Show Podcast who saved this episode from a digital grave! See pics/videos for this episode on our website: https://www.thecheapshow.co.uk/ep-459-tat-hunt-destination-unknown www.patreon.com/cheapshow If you want to get involved, email us at thecheapshow@gmail.com For all other information, please visit: www.thecheapshow.co.uk Like, Review, Share, Comment... LOVE US! MERCH Official CheapShow Magazine Shop: www.cheapmag.shop Send Us Stuff: CheapShow PO BOX 1309 Harrow HA1 9QJ

Stereo Edition After the success of last week's Tat Hunt in Teddington, South London, Paul and Eli are now in search of a place to sit down and review the stuff they've purchased! The Cheap Chaps had a budget of £10 to find as much treasure amongst the Charity Shop Trash as possible and now it's time to evaluate their discoveries. There is one HUGE problem, however. They have no idea where to go to sit down and pour through their items. What begins with a simple plan very quickly devolves into fighting, confusion, impromptu bus journey's, altercations with security folk, a desperate search for a toilet, and the possibility that they may not have an ending to the episode! Follow Paul and Eli on another, far more aimless than usual, walkabout romp! Special Thanks to Tom from The Channel 84 Variety Show Podcast who saved this episode from a digital grave! See pics/videos for this episode on our website: https://www.thecheapshow.co.uk/ep-459-tat-hunt-destination-unknown www.patreon.com/cheapshow If you want to get involved, email us at thecheapshow@gmail.com For all other information, please visit: www.thecheapshow.co.uk Like, Review, Share, Comment... LOVE US! MERCH Official CheapShow Magazine Shop: www.cheapmag.shop Send Us Stuff: CheapShow PO BOX 1309 Harrow HA1 9QJ

(Stereo Edition) Once again, it's time for Paul and Eli to take to the high streets and venture on another Tat Hunt! This week they've taken themselves to Broad Street to see what they can get for £10! It's an episode that investigates the contents of 5 charity shops to fond the treasure amongst the trash. It's a surprisingly sunny day and the Cheap Chaps are full of excitement for the challenge is… almost. Along the way, they'll tackle rude shop customers, unwanted flatulence and struggle to find a decent place to wrap up Part One of this random wander. It's Part Two where the wheels begin to fall off and their best laid plans begin to crumble! Special Thanks to Tom from The Channel 84 Variety Show Podcast who saved this episode from a digital grave! See pics/videos for this episode on our website: https://www.thecheapshow.co.uk/ep-458-tat-hunt-teddington SEE US LIVE: Oct 18th @ The Cheerful Earful Podcast Festival 2.30pm, London https://cheerfulearful.podlifeevents.com/festival/cheapshow---live-from-cheerful-earful-podcast-festival-18th-oct-2025-tickets Watch Our 450th Episode Celebration YouTube Live Stream! https://youtube.com/live/ErCEZo6V3AE?feature=share And if you like us, why not support us: www.patreon.com/cheapshow If you want to get involved, email us at thecheapshow@gmail.com For all other information, please visit: www.thecheapshow.co.uk Like, Review, Share, Comment... LOVE US! MERCH Official CheapShow Magazine Shop: www.cheapmag.shop Send Us Stuff: CheapShow PO BOX 1309 Harrow HA1 9QJ

(Mono Edition) Once again, it's time for Paul and Eli to take to the high streets and venture on another Tat Hunt! This week they've taken themselves to Broad Street to see what they can get for £10! It's an episode that investigates the contents of 5 charity shops to fond the treasure amongst the trash. It's a surprisingly sunny day and the Cheap Chaps are full of excitement for the challenge is… almost. Along the way, they'll tackle rude shop customers, unwanted flatulence and struggle to find a decent place to wrap up Part One of this random wander. It's Part Two where the wheels begin to fall off and their best laid plans begin to crumble! Special Thanks to Tom from The Channel 84 Variety Show Podcast who saved this episode from a digital grave! See pics/videos for this episode on our website: https://www.thecheapshow.co.uk/ep-458-tat-hunt-teddington SEE US LIVE: Oct 18th @ The Cheerful Earful Podcast Festival 2.30pm, London https://cheerfulearful.podlifeevents.com/festival/cheapshow---live-from-cheerful-earful-podcast-festival-18th-oct-2025-tickets Watch Our 450th Episode Celebration YouTube Live Stream! https://youtube.com/live/ErCEZo6V3AE?feature=share And if you like us, why not support us: www.patreon.com/cheapshow If you want to get involved, email us at thecheapshow@gmail.com For all other information, please visit: www.thecheapshow.co.uk Like, Review, Share, Comment... LOVE US! MERCH Official CheapShow Magazine Shop: www.cheapmag.shop Send Us Stuff: CheapShow PO BOX 1309 Harrow HA1 9QJ

4 of 4 preached at Christchurch, Teddington, UK

In this podcast we look at Teddington Lock on the Thames which is the point at which the River changes from being tidal & non-tidal. With a series of structures this is a place to see anyway but as a bonus with the Thames and it's history - we'll tell you sall about it....

Ealing still have a long way to go to maintain their Premier League status, but they are at least making positive strides. Harrow St Mary's are also on the winning path, they cause a shock against North Midd whilst Teddington leapfrog up the table. Elsewhere, the Div 1 promotion race has closed up, whilst Divs 3-5 remain as tight and hard-to-predict as ever. Plus, dig-in-of-the-day is back..... Learn more about your ad choices. Visit podcastchoices.com/adchoices

Teddington and Ealing have traditionally been sides that have vied to win the Middlesex County League title. Not this year. Could one of them even get relegated? Sal and Dan think the unthinkable. Plus, North London win the big game at the bottom of Div 1, and Kay Plus (finally) come a cropper (to Chiswick) in Div 3. How much longer will the four other first XIs with 100 per cent records go? Learn more about your ad choices. Visit podcastchoices.com/adchoices

May is traditionally supposed to be a bowler's month. Not the case in Week 1 of the MCCL. Runs galore were the order of the day, as batters up and down the county filled their boots. Sal and Dan talk through the first double-century of the campaign, plus a 198 on top of that. In terms of results, Ealing and Teddington both go down to defeat, whilst Brondesbury win by over 300 runs. Plus, plenty more from all corners of the MCCL.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

This podcast is about open water swimming in London – given how urban this global city is, it is not immediately obvious that this is a great place for open water swimming. Indeed, there is a thriving open water swimming scene. More accurately, there are several open water swimming scenes in London - in rivers (usually the River Thames), lakes, ponds, and outdoor pools. Here are four personal accounts of swimming in London in river, pond, lake and pool, respectively. These are: from Teddington to Richmond, in the Thames; in the Ponds at Hampstead Heath; at the Serpentine Swimming Club in Hyde Park; and with the South London Winter Swimming Club at Tooting Bec Lido. These are extracts from the book ‘Memories like Water – Swimming in 65 places at the age of 65', swum in 2019-20. All pre-pandemic swims, the one at Tooting Bec being on the cusp of COVID-19 lockdown.

In this episode of Danny Hurst´s Unusual Histories Bridge Series, he looks at two of London´s quirkier river crossings. Starting with the footbridge that connects Eel Pie Island to Twickenham. A bridge that was built as an alternative to visitors to the island at one time having to practically walk on water at certain times of the day. As well as sharing the history of the bridge Danny reveals Eel Pie Island´s connection with ballroom dancing, the clockwork radio, jazz, Acker Bilk and George Melly, as well as rock acts like The Rolling Stones. Eric Clapton, the WHO, Pink Floyd, David Bowie, Rod Stewart, Deep Purple, Black Sabbath and more. He also shares details of the calmer, but nonetheless fascinating history of Teddington footbridge, which is located near a strange obelisk. Including its connection with D-day, Tommy Cooper, Black Books, The Avengers and Opportunity Knocks. If you can´t get enough of these podcasts, head to https://www.patreon.com/DannyHurst to access my exclusive, member-only, fun-filled and fact-packed history-related videos. KEY TAKEAWAYS The footbridge that connects Twickenham to Eel Pie Island only spans half of the river so is not usually counted as a Thames crossing. The Eel Pie footbridge was originally called Snapper's Bridge, Danny explains why during the episode. At one time, this stretch of The Thames dried out every day. Danny reveals why and what was done to solve this problem. The Eel Pie footbridge closed for 5 years Teddington Lock is tidal and vital for keeping the river navigable. Teddington Bridge consists of two bridges broken up by an island. The weir at Teddington was destroyed by nature during a very cold winter. Danny explains how. BEST MOMENTS “Before this bridge appeared visitors used to have to use the ferry service, or else, before 1894, walk across the river, which was possible, believe it or not,” “Ironically, the hotel burnt to the ground two years later.” “After several incidents of attempted sabotage, the lock keeper was granted permission to carry firearms.” EPISODE RESOURCES https://www.citybridgefoundation.org.uk Richmond Lock and Weir episode - https://poddtoppen.se/podcast/1723833083/unusual-histories/the-bridge-series-richmond-lock-and-weir https://www.eelpiemuseum.co.uk HOST BIO Historian, performer, and mentor Danny Hurst has been engaging audiences for many years, whether as a lecturer, stand-up comic or intervention teacher with young offenders and excluded secondary students. Having worked with some of the most difficult people in the UK, he is a natural storyteller and entertainer, whilst purveying the most fascinating information that you didn't know you didn't know. A writer and host of pub quizzes across London, he has travelled extensively and speaks several languages. He has been a consultant for exhibitions at the Imperial War Museum and Natural History Museum in London as well as presenting accelerated learning seminars across the UK. With a wide range of knowledge ranging from motor mechanics to opera to breeding carnivorous plants, he believes learning is the most effective when it's fun. Uniquely delivered, this is history without the boring bits, told the way only Danny Hurst can. CONTACT AND SOCIALS https://instagram.com/dannyjhurstfacebook.com/danny.hurst.9638 https://twitter.com/dannyhurst https://www.linkedin.com/in/danny-hurst-19574720

In this episode of Danny Hurst´s Unusual Histories Bridge Series, he covers a different type of structure that spans the River Thames – the lock and weir at Richmond along with it's footbridge and the area surrounding it which includes many historical sites.  Danny explains why the weir and lock were built, the impact it has on the area and its role in maintaining the riverbed. He also shares details of the clever design and management systems that drastically increase the time that section of the river is navigable. If you can´t get enough of these podcasts, head to https://www.patreon.com/DannyHurst to access my exclusive, member-only, fun-filled, and fact-packed history-related videos. KEY TAKEAWAYS There are 45 locks on the River Thames. River traffic that wants to use the lock has to pay a substantial toll. The weir was built to increase the number of hours the river was navigable each day. Without the lock the waters between Teddington and Richmond would not be deep enough for long periods. The twin footbridges that cross the Thames at this point close at night. Richmond Park is the largest Royal Park in London. Syon Abbey was home to both nuns and monks. BEST MOMENTS “The Old Deer Park in Richmond is not to be confused with Richmond Park itself .” “ In 1983 Richmond lock and Weir and its footbridges became a designated grade two listed structure.” “Allowing the river between the two to completely drain naturally at low tide .” EPISODE RESOURCES https://www.citybridgefoundation.org.uk Syon Abbey - https://the-past.com/feature/syon-abbey-revisited-reconstructing-late-medieval-englands-wealthiest-nunnery/ The Draw Off - https://teddington.nub.news/news/local-news/how-the-thames-between-richmond-and-teddington-will-change-dramatically-this-week HOST BIO Historian, performer, and mentor Danny Hurst has been engaging audiences for many years, whether as a lecturer, stand-up comic or intervention teacher with young offenders and excluded secondary students. Having worked with some of the most difficult people in the UK, he is a natural storyteller and entertainer, whilst purveying the most fascinating information that you didn't know you didn't know. A writer and host of pub quizzes across London, he has travelled extensively and speaks several languages. He has been a consultant for exhibitions at the Imperial War Museum and Natural History Museum in London as well as presenting accelerated learning seminars across the UK. With a wide range of knowledge ranging from motor mechanics to opera to breeding carnivorous plants, he believes learning is the most effective when it's fun. Uniquely delivered, this is history without the boring bits, told the way only Danny Hurst can. CONTACT AND SOCIALS https://instagram.com/dannyjhurstfacebook.com/danny.hurst.9638 https://twitter.com/dannyhurst  https://www.linkedin.com/in/danny-hurst-19574720

A low-scoring week across the MCCL saw plenty of peculiar results. The top three in Div 4, for example, all lost....and barely managed to score 250 runs between them. In the Prem, North Midd return to the top after beating Crouch End, but Teddington suffer a shocker against Hornsey. Elsewhere, keep an ear out for the biggest cricket tournament this century, incoming on Sunday..... Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today I'm showcasing another True Crime podcast I highly recommend you check out. It's called ‘True Crime City” and spends 12 episodes on the most notorious crimes in each city before moving onto the next city somewhere in the world. So far “True Crime City” has focused its first season on the city of London starting off with the Teddington Towpath Murders” Take a listen to True Crime City wherever you get your podcasts.Listen here on AppleShow Notes:Step into the shadows of London's tranquil Teddington Towpath, where an idyllic riverside stroll transforms into a chilling tale of mystery and murder. In this gripping podcast episode, we delve deep into the unsolved homicides that have haunted this picturesque stretch of the Thames for decades. Join us as we explore the eerie atmosphere of the towpath, uncovering clues, suspects, and theories surrounding these perplexing crimes. From whispered rumors to overlooked evidence, we unravel the enigma of the London Teddington Towpath Murders, shedding light on a dark chapter in the city's history. Tune in for a spine-tingling journey into the heart of a real-life mystery that continues to confound investigators and captivate imaginations.For Support: Lifeline  on 13 11 1413 YARN on 13 92 76 (24/7 crisis support phone line for Aboriginal and Torres Strait Islander peoples)1800RESPECT: 1800 737 732GET IN TOUCH:https://www.australiantruecrimethepodcast.com/Follow the show on Instagram @australiantruecrimepodcast and Facebook Email the show at AusTrueCrimePodcast@gmail.comBuild your pro podcast with The Audio CollegeSupport this show http://supporter.acast.com/australiantruecrime. Become a subscriber to Australian True Crime Plus here: https://plus.acast.com/s/australiantruecrime. Hosted on Acast. See acast.com/privacy for more information.

Normally it pours down on the first day of the cricket season. Not this year. Teddington, Finchley, Stanmore, Shay Boo and Ealing start with wins in the Prem, Hampstead and Twickenham go big in DIv 1. Ealing Trailfinders start impressively in Div 2, London Tigers win a thriller in Div 3. MTSSC squeeze home in Div 4, Perivale Pheonicians send out a statement in Div 5. Div 6, meanwhile, became the land of close encounters. Sal and Dan do their best to cover the lot. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Step into the shadows of London's tranquil Teddington Towpath, where an idyllic riverside stroll transforms into a chilling tale of mystery and murder. In this gripping podcast episode, we delve deep into the unsolved homicides that have haunted this picturesque stretch of the Thames for decades. Join us as we explore the eerie atmosphere of the towpath, uncovering clues, suspects, and theories surrounding these perplexing crimes. From whispered rumors to overlooked evidence, we unravel the enigma of the London Teddington Towpath Murders, shedding light on a dark chapter in the city's history. Tune in for a spine-tingling journey into the heart of a real-life mystery that continues to confound investigators and captivate imaginations.For support, call any of these helplines. Hosted on Acast. See acast.com/privacy for more information.

Andrew Cotter has been working as a sports broadcaster - primarily for the BBC - for over 20 years. He is also known for his two very good dogs, Olive and Mabel, whose antics he filmed and commentated on during the Covid 19 pandemic.   The plaque he chose is at 82 Waldegrave Road in Teddington and reads: Edward Whymper 1840-1911, mountaineer, lived here 1907-1911. Whymper was the first person to scale the Matterhorn, a feat he achieved in 1865 on his eighth attempt. We discussed this notorious ascent, in which four of his teammates died, the character and drive of sportsmen, the lure of the mountains and how Cotter feels about Whymper and his blue plaque.    The Blue Plaque Pod is brought to you by Kassia St. Clair, author, cultural historian and commemorative plaque fancier. I would love to know what you think, whether you have a favourite plaque, or if there's someone you think would make a great guest. Get in touch at blueplaquepod.com. 

In the latest episode of The Home Stretch podcast, Ben Madden, Director at Fine & Country Chiswick, Fulham and Teddington, joined Iain McKenzie, to discuss the steps his team are taking to become ‘the number-one estate on the planet' from improving culture, to being more proactive day-to-day.

Barry Richards and Leanne Brown and just in time for Christmas we are talking female lifestyle with Personal Stylist Bec who works out of Teddington and Jo Richardson who runs the insta site joanna@60 helping woman of a certain age embrace life...

In this episode: Pub Quiz 1 Syd in Camberwell A weekend in Paris Teddington Beer Festival Improv school Paris Match - a new old post on Deserter.co.uk Pub & Beer News Crisp News Other news Pub Quiz 2 Deserter Island Crispsps Social Media Scene Bum Dosser

Teddington are aiming to be the first Middlesex side to win the National since they themselves lifted the trophy in 1991. Chris Wakefield joins Dan to talk about their run in the competition so far and to preview their semi-final against Bexley. Beyond that, the Prem remains as wide open as ever, Hornsey looking good in Div 1 and Kenton (just about) keep their title challenge moving forward in Div 2. Big games keep coming elsewhere, too, do have a listen to find out more.

If you're looking for the best rain gauge on the market try Outback Blue's Rain Gauge, which has an 11-inch capacity and comes with a mounting bracket. Go to https://www.amazon.com/Outback-Blue-Capacity-Rainfall-Mounting/dp/B07W7WDYDC/?maas=maas_adg_FDE39F3B282FBD00792331A19047622A_afap_abs&ref_=aa_maas&ref=sr_1_15&keywords=large+rain+gauge&qid=1571980580&sr=8-15 to find out more. LouRoss Technology Pty Ltd Philip Drive, Teddington, Queensland 4650, Australia Website https://www.lourosstechnology.com Email admin@lourosstechnology.com

Just the one win in the top flight, and struggling Twickenham are the side that get it. Hornsey and Richmond both stumble in Div 1, whilst Kenton and Indian Gym play out a tight one in Div 2. Poor old Brentham gain an unwanted record, whilst Old Isleworthians hit the top in Div 3. Friends United (Div 4) and Pinner Challengers (Div 5) vanish into the distance, whilst there are a whole host of impressive 'dig ins of the day' around the league.

The Prem remains as topsy-turvy as ever. Stanmore and Ealing win well, Teddington blast back into contention, North Midd return to winning ways. Richmond and Hornsey looking good in Div 1, Kenton stretch their lead in Div. Plus, Swamibapa v Northwick Park; magnificent madness on steroids

Sal and Dan welcome Kenton's Schopun Jooma on board to talk about chasing 390! Elsewhere, the Bush come unstuck at Twickenham whilst Ealing beat Teddington. Plus, the mysterious case of Ealing 5s and Teddington 4s being prevented from starting by cricketing squatters.

Week 1 was a more or less total washout. Week 2 was hardly awash with sunshine, but most sides did still manage to play. Teddington won a thriller, bowlers dominated and low scores were the norm. We had our first tie of the season and Sal and Dan discuss the curious case of a major 'dig in' .... in a limited-overs game of cricket.

To count down to Christmas, Rosie has raided The Breakup Monologues archives to celebrate some of her favourite episodes that you might've missed first time around. In a live episode recorded at Kings Place in 2019, Rosie chats to advice columnist and author Beth McColl, writer and sex educator Alix Fox and author and podcaster Viv Groskop about micro-cheating, breakup ‘anniversary' dates, fantasy celebrity shag lists, whether ghosting existed in the ‘olden days', what to do when love is just not enough and the hottest topic of all … lesbian polyamory in Teddington. You can now follow The Breakup Monologues on Instagram @breakupmonologues and buy The Breakup Monologues book from all good bookshops: https://linktr.ee/breakupmonologues The Breakup Monologues will be recording new live episodes at Poplar Union on 23 February: https://poplarunion.com/event/rosie-wilby-presents-the-breakup-monologues-live-podcast And Rosie will be launching the new paperback edition of the book at The Common Press on 19 January: https://www.outsavvy.com/event/11335/book-launch-the-breakup-monologues-by-rosie-wilby  

This is a true life horror story on the banks of the river Thames;  set in the days just before Queen Elizabeth II was crowned queen in June 1953. Two teenage girls were murdered as they made their way home on the last day of May 1953. The police files were said to be closed until 2049 but for some reason the files were made available to be examined by the public in 2006. The story is upsetting.This podcast has been recorded in one take and is not a professionally produced podcast. On the upside, I don't have a team of lawyers telling what to say and what not to say.www.strangestoriesuk.gmail.com

Episode 26 is brought to you by PILLAR PERFORMANCE: FTK swaps a live audience for a video call as Joel records from home in Melbourne, Australia and Brett from Teddington, UK. Brett reveals he has miraculously avoided jet-lag, getting his European training stint underway while Joel introduces an additional hard workout to his training week. TWHSOITWTWATSA uncovers a couple of shockers and the episode closes out with the boys revealing the identity of next week's (very!) special guest to finish off season 2. Instagram: https://www.instagram.com/forthekudos Facebook: https://www.facebook.com/forthekudos Brett: https://www.instagram.com/brett_robinson23 Joel: https://www.instagram.com/joeltobinblack PILLAR PERFORMANCE: https://pillarperformance.shop/ PILLAR PERFORMANCE Discount Code For $10 off : FTK10 ATE MILES RUN CLUB: https://www.instagram.com/atemiles.rc/

The battle at the top of the Prem's been concluded but the fight to stay up builds up to a crescendo in Week 17. Plus, Div 1 remains as tight as ever, Southgate and Eastcote battling hard in Div 2 and Wycombe House and Kenton still in the box seats in Div 3. Finally, heard the one about the game that couldn't start because of a music concert taking place on the ground…:? Tune in to hear more.

North Midd slip up (again) and Teddington take advantage. Top five in Div 1 separated by just nine points, promotion charges of Southgate and Wycombe House wobble. Old Isleworthians beat Kay Plus in the game of the day in Div 4 and have you ever carried your bat for …. 0no? Happened in Middlesex on Saturday.

Ali Donnelly is Executive Director of Digital, Marketing and Communications at Sport England.   She is a former Senior Civil Servant, who worked at Downing Street where she was the Prime Minister's Deputy Official Spokesperson and the Head of News. Ali was previously Head of Communications at Premiership Rugby club Wasps and has also worked in media and public affairs roles at the BBC have started her career as a journalist at the Evening Echo newspaper in Ireland.  A passionate women's rugby fan and campaigner Ali also runs the award-winning website Scrumqueens and is Director of Women's Rugby at Teddington and a member of the RFU's Rugby Growth Committee. Her new book is called: 'Scrum Queens - The History of Women's Rugby'.  Along with exploring Ali's career pathway in sport and business, we review the current state of play for women's rugby and the potential with 2025 World Cup on the horizon in England. What more needs to change for equality in women's sport and to ensure young women don't stop being active in their teenage age years? Thanks to Sport England who support The Game Changers through the National Lottery. Executive Producer – Sam Walker Host – Sue Anstiss @sueanstiss  A Fearless Women production

From the originator of Trance, Chicane presents Sunsets, a monthly series of tracks that lead straight from the beach to the dancefloor. Chill to kill. Produced by www.thisisdistorted.com 1. Andrew Bayer & Asbjørn - Equal2. Tony Anderson - Ember3. Mees Salomé - Sap4. Soundtrack Selection: Chosen by Tom from Teddington in the UKOh Wonder - All We Do (Taken from the ITV Drama “Unforgotten”)5. Artifacture_ IX. Mancando Nobilmente6. Saving My Love - Chris Malinchak7. Randy Newman - Dexter's Tune - (Awakenings soundtrack) 8. Chicane - The Drive Home (Evolution mix) 9. The Midnight - Sunset10. Chicane - Leaving town (Evolution mix)11. Zoya - Nostalgia (Solarstone Retouch) 12. Kate Bush - Running Up That Hill (Kryder Bootleg)13. Lustral - Everytime (Red Jerry Mix)

Sonia takes Jarlath to the fabled Bushy Park while she visits London with Jessica Hull to prepare for the world indoor championships. They return to her house in Teddington and take dive into the most important run of the week - The Long Run. Sonia's Ten Mile Road Race takes place on the first weekend in April and today's episode is part of a four part mini-series as they prepare to enjoy the event together. Jarlath explains how he managed to break 20 and Sonia points out a few key lessons that all of our listeners can take from the experience. How long is too long for your weekly big run? How should you fuel up for it? What shoes should we wear? Is a walking break a bad idea? We also take a trip around the parishes and get in much greater detail on Patreon.com/irishmanabroad.    For more information on/to purchase the Irishman Running Abroad Singlet, click here: https://www.rwsports.ie/category/irishman-abroad-running-with-sonia-shop   To hear every episode in full and to gain access to the entire back-catalogue of over 600 Irishman Abroad episodes that are not available on iTunes for just the price of a pint every month visit www.patreon.com/irishmanabroad   Join our running event on strava.com/clubs/irishmanrunningabroad and help raise vitally needed funds for our chosen charity partner jigsaw.ie and all the work they do to support young people in Ireland. Why not join Jarlath in raising money for Jigsaw by signing up to the Irishman Abroad challenge over at https://www.idonate.ie/event/2576_.html   Supplementary research provided by John Meagher.   The Irishman Abroad Liveline is now open. You can now get in touch with us and feature on our shows by sending your WhatsApp voice note to 0044 7543 122 330. Why not pose a running question to Irish Olympic Legend Sonia O'Sullivan or ask our America Correspondent Marion McKeone her thoughts on a current talking point Stateside? Of course, if you have an issue with traffic or elephants on the loose in your area, Jarlath can do his best to sort that out too.   Our charity partner is jigsawonline.ie. In these tricky times, Jigsaw provides a range of resources, advice and care for your people to help them strengthen their mental health and the skills needed to navigate life. Please visit their website and consider making a donation.   For updates on future episodes and live shows follow @jarlath on Twitter, visit www.jigser.com or email the show directly on irishmanabroadpodcast@gmail.com.   Disclaimer: All materials contained within this podcast are copyright protected. Third party reuse and/or quotation in whole or in part is prohibited unless direct credit and/or hyperlink to the Irishman Abroad podcast is clearly and accurately provided.

#48 - Farmer florist Sarah Whiting shares her small business journey. After working for many years in the NHS, she took redundancy. And having always been a keen gardener, spent time in her garden. Then seven years ago, she decided to set up Nettlewood Flowers.Born in Australia, Sarah spent over 20 years in senior management in the NHS in the UK. On taking redundancy, she set up a consultancy business, but found it soul-less. So she decided to take some time off and having always grown flowers, set out a cutting garden. When she had surplus flowers, she began giving them to neighbours, asking for a donation for charity in exchange. Then having grown even more flowers, she sold them from her garden gate in Teddington, London. One day, she mentioned to her husband the possibility of turning her flower growing into a business. After having put together a business plan, she did some floristry courses and secured a work experience placement at The Real Flower Company. She then went on to work there part-time for two years, before leaving to concentrate solely on her business, Nettlewood Flowers.She talks about her move from London to East Sussex in December 2019, her why, the impact of the pandemic on her business, together with her plans for 2022. You'll also discover her practical tips, which I'm sure you'll find very inspiring. Listening to this episode, you'll hear how passionate Sarah is about her relationships with her clients in the floristry world and seeing how they use her flowers, which often have been featured in magazines. Show notes are available on the My Small Business & Me website: https://mysmallbusinessandme.com/episode48

In 1953 Teddington, England, was a town buzzing about the upcoming coronation of Elizabeth II. After the long hard years of World War II, the nation was looking forward to celebrating, and very few people in the charming town on the Thames realized a brutal rapist and murderer was on the loose. This is the story of the murder of 16 year old Barbara Songhurst and her best friend, 18 year old Christine Reed, the victims of the Towpath Murders.    

Guest: Daniel Sanchez-Grant - Director, Strategic Sales @InVision (Formerly @LinkedIn, @Rungway, @CEB) Guest Background: Daniel Sanchez-Grant leads Strategic Sales at InVision ($350M Raised, $1.9B Valuation), the digital product design platform used to make the world's best customer experiences. He's part of the International Leadership Team responsible for growing InVision's business outside of North America, and leads a group of senior sales professionals who are fully distributed across Europe. Previous leadership experience includes launching a cloud technology business in the HR/Culture space called Rungway, as well as several years at LinkedIn (IPO, $27B Acquisition) from pre-IPO startup stage to the acquisition by Microsoft. Guest Links: LinkedIn | Twitter Episode Summary: In this episode, we cover:   - A Fully Remote Workforce - How to Recruit, Hire, Manage and Onboard Teams for Success - Building Great Cultures @InVision and @LinkedIn - Strategic Sales and Executive-level Meetings - Preparation and Execution Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to the Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest growing companies. Enjoy! Naber:  Hey, hey, hey everybody. Today we've got Daniel Sanchez-Grant on the show, affectionately known as DSG. He leads strategic sales at InVision. InVision's raised $350 million in capital, worth $1.9 billion valuation - a Unicorn. They're a digital product design platform used to make the world's best customer experiences. He's part of the international leadership team there, responsible for growing InVision's business outside of North America, and he leads a group of senior sales pros, who are fully distributed across Europe. Previous leadership experience includes launching a cloud technology business and the HR/Culture space called Rungway as well as several years at LinkedIn, six years to be precise, where the IPO'd and were acquired by Microsoft for $27 billion in the acquisition. He was there for pre-IPO startup stage to the acquisition by Microsoft. Here we go.! Naber:  DSG! Awesome to have you on the show, man. Thank you so much for taking the time to come hang out with me for a little while. DSG:     Naber, always a pleasure. Looking forward to the conversation. Naber:  Cheers, buddy. You're coming from London today, is that correct? DSG:     That is correct, yeah, based out of the WeWork on Chauncery Lane. Naber:  Chauncery Lane - write it down, everybody. Put it on your Google Map. Naber:  it's hard to know with you. You are, you're everywhere. You are all over the place. When I'm looking at your Instagram or any of your social feeds, you're everywhere. So we'll talk about that in a little bit here. What I want to do is go into a little bit of your background, probably personally first, and then we'll jump into professional, and then we'll hop into some of your super powers and some of the things you've observed as well as lived and executed over multiple businesses and multiple roles. I think people really lucky to hear from you today, which is great. DSG:     Awesome. Naber:  Why don't we start with you growing up a little bit personally. So I know that you've been mostly London through and through, which is a bit ironic considering how much you are all over the world for snowboarding, traveling with family, traveling with the partner, traveling by yourself, traveling with friends, and with all the global businesses and roles you've had. It's pretty amazing that you've been almost always in London. Give us maybe five minutes or so on DSG, Daniel Sanchez-Grant was growing up, and what your childhood was like. DSG:     Sure. So, I guess come from an entrepreneurial background. My mum was very successful business woman. She setup a company in the recruitment industry, and went to build that during a time where recruitment, and particularly the agency market in the UK was a really successful industry. And so I grew up in an environment where a high work ethic, a successful achieving kind of environment. Two older sisters, who in their own right very successful individuals, doing different careers. And so grew up in-and-around London, actually from a place called Staines. It's probably most famous for Ali G, of all things. Naber:  A-mazing, a-mazing. Nothing could come out of your mouth that would make you more proud than that. He's unbelievable, unbelievable. He's an amazing set of characters, and he's an absolute genius for what he's been able to do. And the people he's able to get on this show - what's the email look like, or the message look like, that comes to get that level of success rate and conversion rate for getting those people in your show? It's unbelievable. DSG:     Yeah. He's he's definitely become synonymous with the place that I grew up, so, that's quite funny. But, so look, spent a bunch of time there. Left school, relatively young, and joined the family business and spent four years in that business. joined with the idea of being there for a couple of weeks to help out during the summer, and fell in love with the whole environment. And four years later was still there and going strong. And so I think that was a huge part of shaping my professional perspective, and work ethic, and just loved being in a entrepreneurial environment and building companies. And so yeah, that was a lot of fun. Naber:  And what were your set of responsibilities in that business? DSG:     I think, to be honest, there wasn't anything, there wasn't...when you're building a company of that stage, when I joined it was four people in a branch environment in a place called Teddington. So, you don't really have a set of responsibilities, right? whether it's fixing the printer, or going and covering a temporary assignment on reception for one of your clients. The role was so varied from that point of view and therefore it just gives you a flavor of all aspects of business - from payroll, to customer service, to candidate management, business development. From that point of view, it was super fun. So in the early favor I was 17, totally clueless, probably more of a hindrance than a help to a lot of the talented people I worked with during my time. But, I got exposure to different ways of working. And that was just a small group, but such a talented, diverse group within that environment. Such different styles amongst the three or four consultants that we started with that, as an early career professional, just really inspiring and energizing exposure at a young age. So, how to run a business, how to service as costumers, how to think about building teams and a great culture. It was a lot of fun. So yeah, that was the early parts of my four years there. And I look back with nothing but fond memories of that experience. And I think also, it being a family thing, I think it brings a different level of purpose to the feeling that you get from building stuff and accomplishing things on a day-to-day basis. I think that's hard to replicate in other types of environments. Naber:  Yup. And that was LPR, correct? DSG:     Yeah, it was a Litchfield's Personnel and Recruitment, it was called. It started in Teddington, and then grew to be multiple branches, and 20 to 30 full time staff at one point, and hundreds of people working on a temporary basis. So yeah, that was a fun ride. Naber:  And you went through the roles and ranks to General Manager that business, is that correct? DSG:     Yeah. My mum, at the time, got to the point where she'd stepped back from the business. It was doing really well and had gone into an early retirement, and me and a bunch of people were running and different branches, different customers at that time. And so yeah, it was exciting...Got to a point where I was fairly integral into the running of that company, and obviously at 20, 21 years old, that's a lot of really good experiences quite early into how to drive a company, how to make sure that people are happy, and all of that good stuff. Naber:  I want to go off the script from some of these tech businesses that you've worked for, to talk about this just for a minute. So as a young professional...there's a lot of young managers in tech companies and a lot of young leaders in tech companies because, oftentimes, they'll promote internally, or for a lot of reasons. Sometimes that's just what they've always done. Sometimes it's because of speed. Sometimes it's because they have brilliant people, and they're just the best people for that role. But there's a lot of young leaders and young managers. For someone that is a young manager, a young leader, that is either managing or leading people that are older than them, or more experienced than them - that sounds something you had to do when you're relatively young. Is there any sort of mindset, or way that you think about, or set of advice that you've given to other people that are in the same scenario so that they can alleviate confidence concerns or not overthink it? Any advice or mindset that you can deliver to folks that are in that same scenario? DSG:     Yeah, so I think the first thing is that it's totally okay not to have all the answers, right? If I think about all of the teams that I have and have managed, the best teams, I'm surrounded by people even today who are much better than me at a whole bunch of things, and I love that. And so I think, just firstly, acknowledging that you're always going to be running teams where there's people who have a different point of view, more experience, a better skillset. And I think it's really about embracing that and not being afraid of it. And so, I guess that first thing is like, that's okay, and think about what it is that you do really well and play to those strengths. And then think about what, how do you harness the skills of others around you to make sure that you're benefiting from that collective experience. So yeah, I'd say that would be one of the core things for me. And also just embracing the fact that you're always, if you're going to build great teams, you're going to be surrounded by people that all the time. And that's something to be excited about, not afraid of. Naber:  Yeah, good point. I mean, you're just constantly working with inspiring people that you'd love to learn from - on the left of you and on the right of you - that's a really good thing to keep in mind. Especially the fastest growing businesses in the world, the people working at those businesses the people listening on this podcast, people that aspire to go to those businesses. It's just going to continue to happen. It's not slowing down, no matter how old or experienced you get. You're exactly right. That makes sense. DSG:     Totally. And I also think just because someone's on your team, be vulnerable, right? If there's something that they do really, really well, it doesn't mean you can't go and talk to them about how they do it and what they've done to improve that skill. And showing that interest, and recognizing what someone is really strong at, then using that as a conversation to help me improve on this thing, I think can be a really great experience when you're managing people, and definitely brings those two individuals having that type of engagement much closer together. Naber:  Yeah, totally. I've got a bunch of things I wanted to get to, so we can get into CEB, but one more question on that. Is there any way that you found that you've been able to facilitate one person learning really well from another, either as they come onboard into the organization, or so that your team is learning from each other, or teams that you're managing are learning from other teams you're not managing. Is there any way you found to be able to facilitate that, or processes you've been able to put in place in order to make sure happens? DSG:     Yeah, sure. So I guess, if you think about InVision at the moment, we're growing really fast, right? So in the last two years in our international business, we've added 60 people across a whole range of different roles and levels as we've grown. That's a really exciting environment to be in when you're bringing on great people. And then you try to think about how, particularly in a fully distributed, remote environment - how do you ensure every individual that starts that they're setup for success. And so, we've learned a whole bunch of things over the last two years, definitely made some mistakes on that journey, but one of the things that we've really focused on is that onboarding experience. What are the steps in a remote environment that are required for someone to get up to speed in their role as quickly as possible? What are the tools they need? What are the skills and knowledge that we need to be able to provide them with? How do we, in this distributed, unique environment, how do, we get that to them as quickly as possible. And so, we spent a whole bunch of time talking to people that had gone through the process, and we built a fairly comprehensive 30-60-90 day checklist - where we detail out in week one, here's all the people that you need to speak to. Here are your buddies across different functions. Here are the tools that you need to embrace. And really tried to create a framework, so that in that first 90 days there's real transparency around the people that you need to have relationships with, the tools, and then the processes. And we found with a tool like that, where the manager and whomever it is that is joining are working through it in a fairly systematic way, we can just ensure that people have connections in to the things that can help them be successful in their role. Naber:  And obviously we're tweaking and changing this all the time because the business is just so rapidly changing. But that's probably been one way - create transparency around the leading indicators that are going to make someone successful, and then the relationships that people need within that. So that would be one example. Then I'd say one other example - how do you drive collaboration amongst a remote team? Just because we're remote doesn't mean that we don't care about things culture, and learning, and self improvement, and development. So we're really heavily invested in ways in which we can continuously bring the teams together, not just remotely, but in person, and what do those engagements look, and how do we orientate those agendas around specific things going on in the business that are going to enable these people to be more successful. So it's an ongoing process, but fascinating to do it in an organization that one, is so rapidly growing, but two, doing it, in a fully distributed and remote all over the world. Naber:  Yeah, it's unbelievable. I mean, you guys are the largest distributed remote workforce on the planet - at least for fast growing tech businesses, if not for almost everybody. It's pretty unbelievable what you guys have been able to build. I love the gold that just came out of your mouth for the prescriptive-ness or the prescript-ivity, if you will. I don't even know if that's a word, but I made it up. But the prescriptiveness, that you get down to the details on the first 30 days, first week, you know, who to talk to, conversations to be having, relationships to be having, tools, process, etc. I think that's great for a lot of people to hear, especially those listening on these conversations, because, I think too many people overlook the onboarding experience as an opportunity to not just check boxes and get them access to tools, and email, and hardware, and maybe a buddy here, or a conversation, or a mentor there. It just got to be extremely prescriptive, especially in remote or decentralize environments, like tech businesses are always in. And I think that gold just came out of your mouth is really valuable for all these tech businesses that are out there. It's great. Thanks so much DSG. Let's move on to CEB. So you went from, you went from LPR to CEB. Tell us about that jump and tell us about what you're up to there. DSG:     Yeah, sure. So, CEB was actually SHL at the time, which were a talent management, technology services provider. They specialized in psychometric assessments. So, ability tests, metric tests, and they were actually one of my customers at LPR at the time. And so we were recruiting for salespeople, who, interestingly had a psychology background. This was an organization that was a leading...a market leader in occupational psychology, and how to really get the best of your talent across the entire lifecycle of an employee. I was really fascinated by them at the time because I'd spent four years in this recruitment market place trying to find companies, just great people at great companies. And what SHL really specialized in is how do you bring science to that process, and give companies the tools that enable you to identify behavioral traits, and preferences, and strengths and weaknesses. And as I got to know them as a customer, I was at this interesting crossroads in my career where I've been working with the family business for four years. I was 17 when I started, four years later, do I want to be running this forever? Or are other things that I need to go and do to test myself, expand my skills. As you can imagine, my mom is still one of my closest friends and mentors, but tough conversations have with someone who I can imagine on a selfish level, it's like, "I don't want you to go". But then obviously as her son was super supportive in me progressing and exploring my career. And so joined SHL in an inside sales role and progressed fairly quickly into Enterprise, field-based sales for them working with large, FTSE 100 companies and helping them with things leadership development, and employee development, talent management, recruitment and how they used assessments and services as part of that mix. Really great experience, and one thing I really took from there is value-based selling. How to really orientate your conversation around the customer and the challenges that they face, and how to build more solution orientated-type agreements. So yeah, it was an awesome experience with some really good people that I'm still in touch with today. And yeah, it was a super tough decision to leave that to be honest. Naber:  Yeah, I bet. SHL is an awesome business, and becoming part of CEB made them even stronger as well. You have so many good experiences it sounds within that particular role, when you move to LinkedIn, tell us about that jump. DSG:     Yeah, it was interesting. So I was, let's see, at Wembley Football Stadium for an event that I think an applicant tracking system provider was running. I was there in an SHL capacity with clients. Great day. I was actually sent there as a development opportunity, and I just remember the overall content of the speakers was great. But at the end of the day, a chap called Ariel Eckstein did a keynote at the time - I think it was 2010 - on this platform called LinkedIn. Naber:  That's so early, so early. DSG:     Yeah, it was,. It was new at the time, and I think social media, still back then, was a that little bit misunderstood, particularly in businesses. Everyone was like, how do we understand social media? And so, Ariel did this talk and what they were doing, and I think they've hit 50 million Members maybe at that point in time. And just this rocket ship growth, and how they were thinking about the role of something like LinkedIn in the talent marketplaces. It orientates it's professionals and networking. And I just left, totally inspired. It was a 40-minute talk. I was like, this is incredible. And just started hitting up everyone on LinkedIn I could find that worked at LinkedIn, and met a guy called Pat Traynor. And yeah, the rest is history to be honest. So I wasn't, it was one of these things where I wasn't looking to leave SHL, but the LinkedIn message was so compelling that I wanted to find out more. And again, when the offer came, it was a tough decision to make because I had so many good relationships at that company, and everyone was like, yeah, social media and LinkedIn, it's a fad. We're not sure. And it sends shivers down my spine to think that I may not have taken that role when I did, given the the experience I had there over six years and how many great people that I met. And so yeah, just one of these things I want to take a punt on. And yeah, thankfully it turned out in a really good way. Naber:  So you moved into, that's a great story, you moved into the Senior Enterprise Relationship Manager role looking after a bunch of customers around Europe, Middle East and Africa. Is that correct? DSG:     Yeah, back then the London hub was the EMEA presence, and I moved into a Relationship Manager role, and it was a new role. LinkedIn had just started to specialize away from these hybrid-type, customer-sales professionals to a more new business, relationship management, customer success type motion. And I went in at a relationship management level, and we were still trying to figure out the playbook for it and what that looked like. And it was fun, but it was chaos at the time, right. Hundreds of customers, no real process, but just a great environment to be in as we figured that stuff out, and new products coming to market, and working through some of those challenges. Yeah, it was fun. Naber:  Awesome. So I'm going to look at LinkedIn as a whole experience before you jump into the Manager, Global Accounts & Head of Relationship Management scope that you had. Because there's a link between, no pun intended, but there's a link between the businesses that you've been across at LPR, CEB, LinkedIn, Rungway and InVision. The businesses you've been across to been at extraordinarily different phases of the development & growth of that particular business. I want to separate two things right now and ask you about them, because I think these are two of your superpowers, and you've had a ton of exposure that other people can learn from. I want to separate two things - building great cultures, and building & retaining world-class talent and great teams. Naber:  So let's talk about building great cultures. How do you think about building...because when you moved to LinkedIn, that exposure you had to those cultures, same thing at InVision - I don't know about Rungway culture,, but I do know about CEB's culture - you've had exposure now to so many great high performing cultures of some of the fastest growing businesses in the world. How do you think about building culture? Maybe a set of principles, or a framework that you use, or at least what's your mindset and then I can dive into that a little bit. DSG:     Sure. I guess, if I think about LinkedIn, Rungway, and InVision - the common theme across all of them is just the purpose in those businesses, right? LinkedIn - connecting professionals to opportunity. I think 600 million people on that platform. The mission that they're sort of living every day, it's great. Rungway's mission - really powerful around, leveling the playing field for people in enterprises and giving people a voice on sensitive topics and access to mentorship, irrespective of what you look or sound, in quite hierarchical cultures. And then InVision - just this really powerful platform that's disrupting the way companies think about digital experiences, right? Every company in the world today is arguably a digital product company. Whether you're in pharmaceutical or automotive, or finance. The user experience now via screens is a huge differentiator for businesses and how they think about reorientating what they're doing, given the competitive landscape. DSG:     All of these companies had great missions, but I think about the culture in these different phases and really tying that to what you're trying to understand or achieve as a business. So if you think about InVision at the moment, we've got this really exciting products used by 5 million designers around the world, from some of the biggest companies - 100% of the fortune 100 - but we're still building in international, right? That's a lot of great things. But there's also challenging things that come with growing a team at breakneck speed, and adding people and changing process constantly. And so, I think when you think about culture, you've got to pull in the context of where you're at as a company. And really think about defining that with clear vocabulary, so that people can understand what it is the culture represents and the types of behaviors that are going to help you succeed as a business. DSG:     At InVision we've gone through a company-wide exercise of codifying the values and making sure that that's integrated into how we define what it means to be at InVision and the types of things that are gonna help you be great. And we've gone as far as building that into how we do employee engagement, and how we coach people and how we celebrate people. And so I would say like, creating a vocabulary around the culture and the values is huge. Engage your teams, talk to your business stakeholders, find out what it is you're trying to achieve as a company, and then use that context to define a set of language that people can really internalize and understand. And then think of ways in which you can bring that into everything you do. This can't happen in a vacuum. Too many companies stick values up on the wall, and they're great, but no one remembers what they are. And so I think these businesses, like LinkedIn, like Rungway, like InVision, in my experience, have all done a really good job of understanding the power of culture and creating an environment where people can understand it, and thrive in it, and contribute to it. I think that's an important part. Obviously lots of learnings through those, like InVision, we've grown so quickly, we haven't gotten it all right over the last couple of years. But as you go through these mistakes, you learn, and you try and improve. And we've just got some great people here trying to figure this stuff out. Naber:  That's great. So when you're thinking about...you mentioned defining, put together a set of language that's common across the organization and applying that to everything that you do. That sounds, both intuitive and maybe not intuitive at the same time, but those are the steps in the elements that you think are very important within building that culture. Do you have any foundational things that managers and leaders need to do in order to proliferate that language and proliferate the documentation, or the definitions you've put together for what the culture is, and how to bring that to the people within their teams? DSG:     100%. Yes. I think the documentation is really clear, like clear definitions and as many examples that you can bring to what it means, that that are real life examples of people who are living certain behaviors all the time, right? And so how then you bring that into all aspects of when you're recruiting people. Are you identifying those types of behavioral policies in the people that you're interviewing, and how are you doing that, and how can you make sure that that's consistent right through your hiring. Because again, InVision's a great business and we're growing quickly, but it's not great for everyone, right? As sales professionals, we're at a stage where we're growing a pace where things break all the time, and you've got to embrace and love fixing that, and building process, and establishing the fundamentals of the company, not just the selling part. And so how we make sure that as part of our values and how we interview, we identify people who perhaps have got brilliant talent and skill on the sales process, but perhaps aren't quite ready for the stage that we're at as a company where there's a build component too. That's really important. We need to set clear expectations with people coming into this company that there's so much that's good, but there's also some challenging stuff. And if you're not the type of person that wants to thrive in an environment where you're having to build things as you go, and develop process, and help contribute to the sort of foundational things that are going to help InVision grow in international - it's not going to be a great fit, and you're not going to enjoy our culture. But people that look at it and say like, that's exactly where I want to be and I want to have an impact beyond simply the sale, that can obviously be quite exciting for some types of people. So yeah, document it, define it, integrate it into the types of people that you're looking to recruit, and then also set a standard for what great looks in your company too. How are people developing themselves against those examples? How do we celebrate them in one-to-ones...it's got to be throughout everything, right? And if there are people living certain characteristics everyday, as a leadership team and as peers, we've got to create environments for them to celebrate and recognize each other for those because it's those types of things, I think, that just add to the quality of what we're doing culturally, everyday. Naber:  So you've inched into, thank you for doing my job for me, inched into the land of the other two things. Remember I said I want to separate two things, one culture building. And that was an excellent answer with a bunch of specifics around steps and different pieces that people can use within the organization to then build up a great culture. Let's move over to team building. You mentioned, all the way down to interviewing, evaluating talent based on the different language and specific pieces of your culture you want to bring into the organization as well as develop. So when you're thinking about building great teams, what fundamental common things have you seen or executed - because I know you've executed these at both LinkedIn and InVision - what common things have you seen between LinkedIn and InVision that they do extremely well with building great teams and building high performing teams? DSG:     So I'd say, both organizations do a really strong job of standing, what it is that they're offering, right? What's the value proposition to an employee joining LinkedIn? And in the same vein, what is it at InVision? Obviously their two distinctly different organizations, and those things will look different, but you've got to understand what is it that you're offering. All of the great things, but also then you've got to be super clear on all of the challenges too, and make sure that as you're taking someone through a hiring process, if they arrive on day one, what they get in the hiring process is exactly what they feel and expected and in that one experience. So I think both companies do a really good job of understanding that a little bit in the context of where they are. And again, we've made mistakes, over the last couple of years, built the team really quick. There's definitely things that we've learned over that process, but we've got to make sure that when we're looking for people, the types of people that we hire are going to thrive and love what it is that we have to offer, and that people that understand it and choose to opt out, that's completely cool as well. And so I think definitely, some pieces there. And then I think InVision, and to a certain extent, I think LinkedIn did this well, how do you bring your teams into that process too, and give people a feel beyond, say a hiring manager, of the different types of individuals? InVision's got some really strong individuals in our teams and they play a big part in our hiring process. if I think about the last few hires that I've made, part of the feedback that we got from them, is they loved the sessions they got with people on my team. And that was a real opportunity for them to dig in on what it's really like. I think bringing your employees into that experience and giving candidates that perspective through someone on the team's experiences is another powerful tool for telling that story. Naber:  Yeah. Let's actually pause on that for a minute in drill into a little bit more. How does that work? How are you bringing the team in, what's the process, or how are you bringing your teammates into that mutual two-way evaluation process as they're evaluating the candidate and the candidate evaluating what it's actually to be in that role as well as the culture of the business. How are you actually doing that in the candidate experience? DSG:     Yeah, definitely. So I guess, we have set criteria through the process that we're interviewing people against. So let's say a candidate gets to a stage where I've had a couple of conversations and they're doing really strong, but there's an area that I'd love us to continue to dig in on. I'd provide that framework to someone on my team - give them all of the notes, the context - and they would then be equipped to go and have that conversation. But there would also be a flavor of like, this is a two way process, and I'm always pushing on candidates to own this experience a little bit too. Like, we can do what we can to share our perspectives, but they should be interviewing us as well. And I want candidates coming in eyes wide open to all of the great things and all of the challenges that we face. And I think setting those expectations and creating a framework for people to have them is a great way just to be transparent, and give the team access to the types of people I'm speaking to. And there's nothing better than an individual in the team coming back and saying - this person was absolute an rockstar, and having that cultural validation from other people too. Naber:  I love how you bring your team into it so explicitly. You've mentioned multiple times something around the candidate choosing just as much as the company's choosing. And I've seen a couple of the things that you've written about, and you're talking about that two way experience and the choices on both sides - the candidates have the power, the company has the power. Reminding themselves that mutual evaluation process is extremely important. You write about that, I think in one of your LinkedIn articles as well. When you're going through that process, what explicit questions or types of examples are you using or asking for to help the candidate evaluate whether or not they are right for the stage of business? Like you said, InVision's of kickass set of products, company, great people, great culture, really fast growing, raised a bunch of cash, high valuation. On paper, it's a badass opportunity. At the same time, it's just not right for people, you said at the, at different phases of a business because some people just aren't ready for that, or they wouldn't thrive in that environment. How are you asking questions or what types of questions or examples you trying to get to make sure the candidate can make that evaluation themselves? DSG:     Great question. I guess just speaking openly about some of the specific challenges, right? If I think about our sales process here, the designer is so important in our company. The role of design in businesses, we want to elevate that voice, and we see the role of design and having more and more strategic influence in an organization, in terms of when an organization gets it right it's driving true business outcomes. And so the designer is everything for us. But that's just one stakeholder and several that we have to work through. And our process, beyond simply a champion in design, also we'll have a security component, and a data privacy component, and the legal components, the sales process can be long and complex. And then there are some of the cultural norms. In Germany for example, cloud is still in new and challenging technology for a lot of big businesses. And so some of our sales cycles in those markets take a lot longer, and therefore the resilience to work through that time, but also the discipline to manage the process and the stakeholders step by step and do all of those leading indicators up until the point that we're able to work on a partnership with the customer and sign that off - those are certain qualities that not every cell's environment will have. And I think the more that you can be specific about those types of things and look for evidence and examples of someone being able to work through that in what they've done historically, but also thrive and enjoy that type of thing versus other sales cycles that might have fewer stakeholders and the less complicated paper process. And so I think the more that you can be specific on examples in your process and bring that to life for an individual...I'm always looking for people to opt in, sell them a little bit against it where the fight is, like, this sounds exactly what I'm looking for rather than overselling too much, and finding that some of this stuff becomes a shock to people. Naber:  Great tactic. I love that. When you were at Rungway and and when you were at LPR, when you don't have a brand behind you, and you're still a small business or even if you're really high growth business that's really great at what they do in tech, you are still an unknown quantity or an unknown entity to so many people, that you don't have the brand out there that says, come to us. We're going to attract people right away. So I think it's extremely important to remember when you don't have a brand that you still need...because your conversion rates at the back end and the middle end of the funnel for companies that have great employment value propositions and great employment brands like InVision or LinkedIn, those conversion rates are so much higher than a startup or or a midsize tech business. So I think that small and midsize tech businesses find it extremely hard to play the devil's advocate you just mentioned within the candidate interviewing and recruitment process to make sure that they're telling them transparently - these are the things that aren't rosy all the time, or these are the things that are really challenging that you may find difficult. I think it's even more important in those small midsize businesses when you don't have that brand equity, when it's really scary to do it, because you want to attract the best people and you're scared of someone looking in and seeing all those blemishes, if you will. I think it's even more important to do that. So I think that using that at InVision, using that at LinkedIn as a way to get candidates to, self identify the right opportunity, is is amazing that you guys do it, number one. Number two, I love the examples you used. Especially in different environments, different stages of disruption in the adoption for cloud based technology, as an example. And Germany versus the UK, as an example. I think those are great, nice examples. Solid. Thanks man. Naber:  Last couple things here, then we'll hop into some rapid fire questions. There's two more things that I want to specifically discuss. One is around building and reengineering a sales process so that it matches a customer facing, customer focus versus an internal focus. I think that you've gone through, in all likelihood in two different businesses both at LinkedIn and then maybe even more explicitly at InVision, where you've gone through a process of reevaluating and reengineering some of that sales process. What would you say to people that are trying to build a customer focused sales process and experience you've had engineering one towards that versus, focusing on yourself and your own internal process? DSG:     I think, if I take the InVision experience...InVision, has this really powerful brand in design, we love the designe. We spend a huge amount of time going beyond our product to thinking about how do we drive value in the community and the elevate this new growing community in businesses where designers now are differentiators for them. And so, if I think about that community piece, and we do things design leadership forum, which is a community for design leaders where we've got a thousand people around the world that we bring together for these intimate dinners. And it's about networking and it's completely tool agnostic, but it's like how do we create a platform for people that are going through rapid change in their organization where there's not a playbook for the type of growth that they're experiencing, the number of products they're having to design for, the number of stakeholders that are having to collaborate with. And so I guess the first piece is, how as a company do you recognize that you've got to drive value into the community that you serve beyond the products. To help just elevate the overall category and create best practice sharing and knowledge. So there's a piece around just making sure that you're heavily invested in that. And it's really inspiring to work at InVision because the content that we produce and the investment that we make into helping these individuals, and develop these new playbooks, and scale their design teams, and share that best practice - that helps. And I think from a sales process point of view, because the product is so strong and that we started as this self service business where, 5 million people sign up to InVision and now I use it to collaborate design ideas and stake holders, a lot of the conversations sometimes in the earlier phase would start at that product and feature level. And so one thing that we did to help in that early phase of the process was we've developed something called, we call it a value pyramid. Essentially it's just a research framework that starts at the company's most strategic goal, breaks down what their strategic objectives are and challenges, and then ways in which we can create value for that. It's an executive summary slide, and it's really just a framework for researching what's this company talking about online that relates to digital and trends impacting their company, and how can we start every single conversation with a customer around those types of topics as part of the agenda, so that we're not being pulled straight into the products and features piece, but more into how what we do impacts real strategic business outcomes. DSG:     And so that's one thing that's really helped us elevate our conversations beyond the products, which is important and we want to do, but connects us more to what a company is actually facing in their organization. And how does design play a role in fixing some of those things? That would be one example. Another is how do you then design processes outside of the design persona for us also to create value, right? We have more engineers on the InVision platform now than designers because so much of what's getting created in companies is this design idea that needs to be socialized across so many different business functions. Engineering being one, business stakeholders, legal, compliance, marketing. How do you get as many people involved around the design idea as early in the process so the end outcome is that much better. So for us, it's how do we go to different types of personas and have that value based conversation as well, outside of design, so that we can speak to the value of this operating system for all of that digital product, design, etc. And so lots of work around that. And the final thing, we've developed a customer business review framework, which is really a template for ensuring that in our existing customers we're sitting down at least once a quarter and having a conversation about what's new in their organization, what challenges they're facing as a function, and how we can bring value through the different things that we do. And so, I think these types of tools just give our customer teams, more ammunition to spend more time on the customer than they do on features and our products, etc. Naber:  Hey, one quick question to dive into a bit of detail on your review documents that you have with the customer. You've done so many of these with executives both at LinkedIn and at InVision, as an individual you have done so many, I know your team has too. Can you talk a little bit about what that document looks like? Either the length of it or the summary of what's in it, just so people get a sense for what you're including in that presentation or that document. DSG:     Sure. Yeah. I guess, before even getting to the documents, so much of it is about what it is you're trying to achieve as the outcome of the meeting and who needs to be there. So before you even get to the document component, what stakeholders do I need to have in this conversation to ensure that we truly move the conversation forward and are as connected as possible to the challenges of this business faces. So the preparation that goes into defining the stakeholders, selling the value of why bringing those different types of people together in a meeting. You win and lose in the prep and all of that piece. So just make sure that this isn't a tick box exercise, but a truly strategic tool to figure out who needs to be there, why do they need to be there, and how do I communicate the value of these different functional leaders coming together to have a conversation around their company? DSG:     And if you can get that piece right, selling the value and getting the right stakeholders, prepping to ensure that the outcome that you're trying to design for is the one that you've reach - that's a huge part of it. The framework itself, I think orientate it around a clear agenda that's aligned to the outcome. Make sure that the lion share of the meeting is spent on the stakeholders and the individual challenges that they face, and how those are barriers to the outcomes that they're trying to achieve as a company. If you can leave every single customer business review having understood the three core challenges that a company spicing and why, and what are those barriers to them being successful - To be honest, that's a huge part of it. The rest feels downhill. Obviously the more insight you can bring to those conversations, insights driven from what the industry are doing, perhaps benchmark companies that they look to and see as really inspiring, whether that's in their industry peer group or outside of it, ensuring that you gathered that insight as part of your prep and that you lead with that - particularly when you've get executives who are a key part of making sure all those types of engagements successful. Naber:  Awesome. Great Segue too. So the last thing I want to talk about is selling to power and selling to executives. You just gave me a great segue. One of your superpowers that I think a lot of people admire is your ability to have really smooth, easy, fluid conversations that are very substantive, while at the same time, hugely impactful. Ha, I'm giving you the feedback that other people have both told me and that I've observed myself. But the point is, those characteristics as well as your structure and your science behind it make you very good at selling to executives and selling to power. Do you have a framework that you use or a set of principles that you use when you talk to executives in executive meetings? You've just done that so much at CEB, at Rungway, at InVision, at LinkedIn, you've done extremely well. What sort of framework or set of principles or using while you're setting up the agenda and having that conversation? DSG:     Yeah, I would say the first thing that always goes through my mind is to try and look at the meeting from their perspective to try and put myself in as much as what I think is going on in their company. Again, from the research I've done from the conversations I've had. A recent example of someone on my team, they're working with a large financial services organization, and over the last six months I would say the conversations they've had across that organization with all types of stakeholders across the business, and the time they spent just listening and gathering insight and understanding - nothing to do with communicating what InVision does, but really what this business is trying to achieve and the barriers that are stopping them, maybe reaching those things in the context of an annual report or anything else that you can find out about what they're doing strategically - all of that enabled us to, when we sat down with the CMO, in 30 minutes communicate more insight to that individual than perhaps he had been exposed to in a little while. And so I guess for me, you've got to do the groundwork. There's no point turning up to these executive meetings with some sort of discovery conversation framework. You get short amount of time, they want to be educated, you've got to have some type of insight. And you've gotta be super clear on the outcome that you want from that individual. And so for us in that specific example, we wanted his sponsorship on something and we were super clear about that and had earned the right to ask for it because we had turned up with a very clear vocabulary, framework, ask and the insight based on a ton of ground work we've done in that business. And so, for me it's just do the research, do the prep, look at it from that perspective. Know that they've got a short amount of time where they could be talking to any type of vendor, and therefore if they can't leave that room feeling they've learned something or got something clear that they can action, I would say go back to the drawing board. Naber:  Nice. That's great. One quick follow-up to that. You mentioned prep and doing the pre work multiple times in this conversation. How important is it to have, or do you need to have specific examples within their company on what's going on, or a strategic insights from their business - from an annual report, or inside conversations you've had, or things you can find online? Or do you feel you can go in with some sort of, either your competitor does this this, or other types of organizations you have said x, y and z? How important is it to have something company-specific versus more general but that applies to their industry or their competitors? DSG:     Yes. It's a great question Naber:  One quick insert in here. The reason I ask that is because that is a product of a lot of time that someone spends doing the pre-work, whether it's hours, or whether it's an hour. And I know that they evaluate the time that they're going to spend as to whether or not they do it or not. And that's why I'm asking that question, because I know that comes up on a daily basis people sitting down doing that pre-work. DSG:     Yeah. Çompletely. I would say firstly, it's about the stage in the process & the ask. In the example that I gave to you, the ask was quite clear about how we can help them with a recommendation about their organization. Right? So it wasn't necessarily the start of the conversation where we we're looking to build a relationship. We had done a lot of stakeholder engagement across lots of functions at a quite senior level, C- minus one or two in some cases. And in this example it was like, here's our recommendation, here's how it's been validated across all of these people with all of this business case. Will you support it? So that, I would say in that stage is a different type of executive engagement, where you need to have done the ground work. In an earlier stage where perhaps the executive engagement is more at the beginning of a process, where you're looking to start top down and go straight in at that level. I think any type of insight that is anchored in what you know about the company, what you know about the industry, what you know about their benchmark peers - is really strong. If you're at the beginning of something and your ask is maybe introductions to more people on their team, or them to work with you on a specific problem that you solve really well as a company. I think that's a different type of ask, but equally requires the same amount of prep, right? And I go back to what's the size of prize and what is it you're trying to achieve in the context of the goals that you have? And if this is something that you genuinely believe with this person is going to move your business forward. There's no amount of timeframe on the prep that, in my mind, is not worth doing. If you truly want to meet the outcome and you've decided that that's a key priority for you. Naber:  Great answer. DSG, you've been excellent with your time. Let me run through some rapid fire questions and then we'll wrap up, that okay? DSG:     Go for it. Yeah. Naber:  Your favorite place to snowboard in the world? What is it? DSG:     Tahoe, dude. Easy. Naber:  Tahoe, nice! That was so fast! Why Tahoe? Naber:  I've just got so many great memories there. I learned to board in Tahoe. It became for me and just the group of group of friends, somewhere that we would try and go at least once a year as part of kickoffs that we did and stuff that. And so I've just got so many great memories of learning to board there, great days on the slopes, hanging out with friends. Yeah, it's absolutely awesome. Naber:  Oh, love it. Okay - second question. Best food city in the world? DSG:     Ooh. I'll say London. Naber:  That is such a cheating answer. That's so cheeky that you would say that. So I just saw that you were in Italy not too long ago and I thought to myself, you've been a lot of places with a lot of good food, especially in the last few years. So London is, London is still your answer. DSG:     Amalfi coast was incredible. Obviously loved the food and Italy, but London's just so international, so diverse, so many great restaurants. Yeah it's it's a pleasure for me. Best city in the world. Love living here. Naber:  Love it. Love it. Okay, your best one or two interview tips for someone that is going into an interview for a role soon? I know you've written about this, and you've done a shed load of interviews. You've also advised people and companies on this type of stuff. Any interview, one or two interview tips that you would deliver? DSG:     I would say, research the person that you're interviewing with. Look at the company, there's so much available online now to individuals, there's no excuse for it, right? So Glassdoor reviews, LinkedIn, people that work there, people with similar job titles, who invest in the company, what sort of portfolio do they have? Who's on the board? To be honest, there's so much available to everyone now, and so I would say all aspects of those things would be, would be really important. Naber:  Awesome. Do the prep. And then last question is around overcoming age in senior roles. You've had a lot of large responsibility at a young age, even in your teens and early twenties. Any advice for making that an asset versus a liability? A lot of people are...I know I asked a question similar to this...but any either general advice or advice to those that are younger with a lot of responsibility? DSG:     I would just say be yourself. Acknowledged gaps. From my point of view, again, there's still so much that I have to learn and improve on, and I think just be comfortable with that, right? Whether you are managing people that have more experience than you or not, whether you work in environment where your peer group, find common ground with people and just embrace who you are and take a level of enjoyment in what others brings to the conversation too. So I think as long as you're not trying to be something that you're not, then you'll be absolutely fine in my opinion. Naber:  Hey everybody, thanks so much for listening. If you appreciated and enjoyed the episode, go ahead and make a comment on the post for the episode on LinkedIn. If you love the Naberhood podcast, we'd love for you to subscribe, rate and give us a five star review on iTunes. Until next time - go get it.

Rosie is joined by advice columnist and author Beth McColl, presenter, writer and sex educator Alix Fox and author and comedian Viv Groskop to discuss micro-cheating, breakup ‘anniversary' dates, fantasy celebrity shag lists, whether ghosting existed in the ‘olden days' of fax machines and meeting in real life, what to do when love is just not enough and the hottest topic of all... lesbian polyamory in Teddington. Recorded at Kings Place on May 10 2019. The next London live recordings are at Kings Place in the Autumn (however you can also catch us at festivals in July). Book tickets at https://www.kingsplace.co.uk/whats-on/the-breakup-monologues/ You can now follow The Breakup Monologues on Instagram @breakupmonologues 

Question: When is an outside broadcast inside? Answer: Now, here, on this show in the next 55 minutes and / or. Yes, in a world first, your mainly capable hosts … Continue reading "The DredgeLand Wandsworth Radio Inside a Bag Special LIVE (14th March 2019)"

The atomic clock runs on caesium, and has redefined the very meaning of time. But it has also introduced a bug into timekeeping that affects everything from computerised financial markets to electricity grids, to satellite navigation, to the Greenwich Meridian. Justin Rowlatt travels to the birthplace of modern time, the National Physical Laboratory in Teddington, England, to speak to Krzysztof Szymaniec, the keeper of the 'Caesium Fountain', and Leon Lobo, the man charged with disseminating time to the UK. He also hears from Felicitas Arias, director of Time at the Bureau International des Poids et Mesures in Paris, about plans to abolish the “leap second”. And the Astronomer Royal, Martin Rees, explains why even the atomic clock can never hope to provide an absolute measure of time.