Podcasts about Tetra

No décimo primeiro episódio do Rota América, Edson Jr. e Rafa Kawachi voltam para a Copa do Mundo de 1994, realizada nos Estados Unidos, para relembrar a campanha que deu ao Brasil o tão esperado tetracampeonato mundial.A dupla revisita a escolha curiosa dos Estados Unidos como sede, em uma época em que o futebol ainda não era um esporte popular no país, e comenta como aquela Copa bateu recordes de público, ajudou a expandir o soccer entre os americanos e mostrou mais uma vez que, quando a FIFA se mexe, quase sempre tem dinheiro envolvido.Também entram em campo Romário, Bebeto, Galvão Bueno, a comemoração do “embala bebê”, o recorde de Roger Milla, o caso de doping de Maradona, a cotovelada de Leonardo em Tab Ramos e outras histórias marcantes daquela edição.Com nostalgia, humor e muitas fugidas de pauta, o episódio relembra a Copa do Tetra e pergunta: será que o Hexa vai ter o mesmo sabor histórico que aquele inesquecível “É tetra!” de 1994?

"O Hospital Samaritano Barra, da Rede Américas, confirma a internação do paciente Carlos Alberto Parreira na unidade. Por manter o compromisso com a privacidade e a confidencialidade de seus pacientes, não divulga informações sobre estado de saúde, obedecendo o que dispõe a Lei Geral de Proteção de Dados Pessoais (LGPD)".

Bom dia 247_ o que importa na Copa é o tetra de Lula 12_6_26 by TV 247

Send us Fan MailNødnett, 2G, 5G og snart 6G – hva betyr egentlig alt dette? I denne episoden av Digitaliseringspodden tar vi for oss telekom og sikkerhetskritisk kommunikasjon, et tema podden aldri har vært innom før.Gjesten er Oliver Ossege, Regional Sales Director Nordic & Baltics i Frequentis – og en av dem som virkelig kan dette feltet. Med nesten sju år i sikkerhetskritisk telekom og en bakgrunn helt tilbake til utbyggingen av det norske nødnettet, forklarer han hvordan mobilnettene henger sammen, forskjellen på frekvenser og rekkevidde, og hvorfor Norge har bygget et eget nødnett basert på Tetra-teknologi. Du får historien fra prosjektstart i 2007 til den offisielle åpningen i Kirkenes i 2015 – og hvorfor teknologien allerede regnes som utdatert.Med sin dybdekunnskap loser Oliver oss også gjennom neste generasjon nødnett: MCX (Mission Critical Services), som bygger på de kommersielle 5G-nettene. Hva betyr det for robusthet, dekning og kostnader? Og hva åpner ny teknologi som video, droner, satellittkommunikasjon og kunstig intelligens for når liv skal reddes? Underveis kommer han også inn på europeisk teknologisuverenitet, cybersikkerhet og det krevende arbeidsmiljøet på operasjonssentralene.En lyttevennlig og lærerik prat om infrastrukturen vi tar for gitt – helt til vi trenger den.Programledere er Jens Christian Bang og Dag Rustad. Produsert i samarbeid med Frequentis.Digitaliseringspådden lages av Already On og CW.no. Besøk oss på digitaliseringspodden.alreadyon.com. Du finner Digitaliseringspådden på alle plattformer – lytt via Spotify, Apple Podcasts eller YouTube Podcasts. 

Einfach zu handhaben, leicht zu tragen, praktisch zu stapeln - eine Verpackung, die ein Tausendsassa sein würde in den Regalen der Supermärkte!

Saylor just broke Strategy's "NEVER SELL" Bitcoin rule. The $1.5B dividend math, the 11.5% yield, the Q1 -$12.5B net loss, and what it means for Canadian MSTR holders — explained.Michael Saylor told investors on Strategy's Q1 2026 earnings call that he will "probably sell some Bitcoin to pay a dividend, just to inoculate the market and send the message that we did it." Three days later he walked it back, saying the remark wasintended to "jam short-sellers and 'haters.'" Strategy holds 818,334 BTC at an average cost basis of $75,537. The annualized preferred dividend obligation is roughly $1.5 billion. Q1 net loss was $12.54 billion. Bitcoin briefly traded below $81,000 after the call.In this episode of the Canadian Bitcoiners Podcast:- The actual mechanism: buy with credit, let it appreciate, sell to fund preferreds- Why this isn't an MSTR "Ponzi" reveal — and why it kind of is- Sequans' 1,025 BTC sale, the $35.9M convertible-note pressure, and what "treasury reckoning" looks like in practice- Canada's first regulated CAD stablecoin: Tetra's CADD with Shopify and National Bank backing- Coinbase cuts 14% of staff for "AI-native pods" while the exchange goes down for an AWS chiller failure- Germany ends its 12-month Bitcoin tax exemption — €2B revenue target by 2027- The Netherlands prepares 36% tax on UNREALIZED Bitcoin gains by 2028- Bitcoin Core's first-ever memory-safety bug, CVE-2024-52911, quietly patched a year before public disclosure- Notable North: Alberta separation petition crosses 300k signatures, Honda walks from a $15B Ontario EV plant, Doug Ford sacks the Conestoga College board, Ottawa finally starts tracking which temporary residents have actually leftThe orange-pill takeaway: every "treasury company" model — Strategy, Sequans, the next wave — gets stress-tested when the dividends and debts come due in fiat. The companies that buy and never sell are betting that their cost of capital stayslower than Bitcoin's CAGR forever. Saylor just admitted that the bet has a release valve. Canadian retail and Canadian pensions are sitting on MSTR exposure; the next 12 months are the test of whether the model is genius or a glorified levered Bitcoin ETF..Canadian Bitcoiners Podcast- Website: https://canadianbitcoiners.com- X: @CanadianBTCPod- Subscribe & turn on notifications for the weekly orange-pill drop.————————————————————————————————SPONSORS■ easyDNS — Canadian-owned, ICANN-accredited registrar that has accepted Bitcoin since 2013. Domains, DNS, email,hosting, all without selling you out. Use promo code CBP Media for 50% off your first purchase, no limits.→ https://easydns.com■ Bull Bitcoin — Canada's non-custodial, Bitcoin-only exchange. Founded 2013 in Montreal. They never hold your keys;you self-custody from day one. CBP listeners get 25% off fees for life.→ https://app.bullbitcoin.com/registration/cbp■ 256 Heat — Hashrate heaters: Bitcoin miners purpose-built to heat a space. Every watt of electricity becomes heat AND hashrate, so you're warming your space and stacking sats at the same time. Custom solutions available. Tell them CBPsent you for a discount.→ https://256heat.com■ Bitcoin Mentor — One-on-one coaching to take you from "I bought some Bitcoin" to true self-sovereign ownership. Wallets, keys, collaborative custody, inheritance planning, node setup, the whole stack. 30-day money-back guarantee on every package.→ https://btcmentor.io/aff/joey————————————————————————————————FOLLOW THE SHOW■■ CBP — https://x.com/CanadianBTCPod■ Joey — https://x.com/joeytweeets■ Len — https://x.com/thebtcpricebot————————————————————————————————#Bitcoin #Saylor #Strategy #MSTR #Canadian

Saylor just broke Strategy's "NEVER SELL" Bitcoin rule. The $1.5B dividend math, the 11.5% yield, the Q1 -$12.5B net loss, and what it means for Canadian MSTR holders — explained.Michael Saylor told investors on Strategy's Q1 2026 earnings call that he will "probably sell some Bitcoin to pay a dividend, just to inoculate the market and send the message that we did it." Three days later he walked it back, saying the remark wasintended to "jam short-sellers and 'haters.'" Strategy holds 818,334 BTC at an average cost basis of $75,537. The annualized preferred dividend obligation is roughly $1.5 billion. Q1 net loss was $12.54 billion. Bitcoin briefly traded below $81,000 after the call.In this episode of the Canadian Bitcoiners Podcast:- The actual mechanism: buy with credit, let it appreciate, sell to fund preferreds- Why this isn't an MSTR "Ponzi" reveal — and why it kind of is- Sequans' 1,025 BTC sale, the $35.9M convertible-note pressure, and what "treasury reckoning" looks like in practice- Canada's first regulated CAD stablecoin: Tetra's CADD with Shopify and National Bank backing- Coinbase cuts 14% of staff for "AI-native pods" while the exchange goes down for an AWS chiller failure- Germany ends its 12-month Bitcoin tax exemption — €2B revenue target by 2027- The Netherlands prepares 36% tax on UNREALIZED Bitcoin gains by 2028- Bitcoin Core's first-ever memory-safety bug, CVE-2024-52911, quietly patched a year before public disclosure- Notable North: Alberta separation petition crosses 300k signatures, Honda walks from a $15B Ontario EV plant, Doug Ford sacks the Conestoga College board, Ottawa finally starts tracking which temporary residents have actually leftThe orange-pill takeaway: every "treasury company" model — Strategy, Sequans, the next wave — gets stress-tested when the dividends and debts come due in fiat. The companies that buy and never sell are betting that their cost of capital stayslower than Bitcoin's CAGR forever. Saylor just admitted that the bet has a release valve. Canadian retail and Canadian pensions are sitting on MSTR exposure; the next 12 months are the test of whether the model is genius or a glorified levered Bitcoin ETF..Canadian Bitcoiners Podcast- Website: https://canadianbitcoiners.com- X: @CanadianBTCPod- Subscribe & turn on notifications for the weekly orange-pill drop.————————————————————————————————SPONSORS■ easyDNS — Canadian-owned, ICANN-accredited registrar that has accepted Bitcoin since 2013. Domains, DNS, email,hosting, all without selling you out. Use promo code CBP Media for 50% off your first purchase, no limits.→ https://easydns.com■ Bull Bitcoin — Canada's non-custodial, Bitcoin-only exchange. Founded 2013 in Montreal. They never hold your keys;you self-custody from day one. CBP listeners get 25% off fees for life.→ https://app.bullbitcoin.com/registration/cbp■ 256 Heat — Hashrate heaters: Bitcoin miners purpose-built to heat a space. Every watt of electricity becomes heat AND hashrate, so you're warming your space and stacking sats at the same time. Custom solutions available. Tell them CBPsent you for a discount.→ https://256heat.com■ Bitcoin Mentor — One-on-one coaching to take you from "I bought some Bitcoin" to true self-sovereign ownership. Wallets, keys, collaborative custody, inheritance planning, node setup, the whole stack. 30-day money-back guarantee on every package.→ https://btcmentor.io/aff/joey————————————————————————————————FOLLOW THE SHOW■■ CBP — https://x.com/CanadianBTCPod■ Joey — https://x.com/joeytweeets■ Len — https://x.com/thebtcpricebot————————————————————————————————#Bitcoin #Saylor #Strategy #MSTR #Canadian

Today's show:Cerebras just jacked its IPO range to $150–$160 a share, OpenAI bought a consulting firm to seed its $4 billion private-equity joint venture, and a startup in Oakland is electrolyzing magnesium out of seawater for one-third the going price. Alex Wilhelm and Jason Calacanis go deep with AI21 co-CEO Ori Goshen on why model orchestration, not bigger LLMs, will decide who wins enterprise AI.The crew also covered the decline of OpenClaw, TikTok's new £3.99 ad-free tier, more entries in the live-show sidebar bounty, and had time for a little Off Duty before signing off.Guest Links:Ori Goshen on LinkedInAI21Alex Grant on LinkedInMagrathea MetalsTimestamps:0:00 Ori Goshen, CEO of AI21 joins the show1:20 Plaud: If your work depends on conversations — interviews, meetings, calls — you need a Plaud NotePin. You can check it out at https://Plaud.ai/twist and use code TWIST for 10% off!5:14 Why enterprises care about token cost optimization6:01 Jamba as open-weight; Maestro as proprietary orchestration10:08 LinkedIn Jobs - Hire right, the first time. Post your first job and get $100 off towards your job post at https://LinkedIn.com/twist12:56 AI21 customer roster: FNAC, US tech giants, Israeli companies19:01 Alex Grant, CEO of Magrathea Metals joins to discuss pulling magnesium from seawater20:03 Live video of the Oakland pilot electrolyzer20:10 Deel - Founders scale faster on Deel. Set up payroll for any country in minutes, hire anyone anywhere, get visas handled fast, and get back to building. Visit https://deel.com/twist to learn more.22:01 Magnesium as a "gateway metal" for aluminum, defense, aerospace23:20 TETRA joint venture & the Evergreen Project in Arkansas23:38 Series A close, JV economics: $3,000/ton vs. $7,000/ton market29:10 Sidebar bounty update: Glass Sidebar (Oliver Choy) demo30:47 Netsuite - Get the free business guide Demystifying AI at https://netsuite.com/twist31:47 Sidebar bounty update: Sidecast (Patrick Hughes) demo36:09 Reducing scope to "real-time fact checker only" for final round37:24 Ro.co: Ro's insurance checker will let you know if your coverage includes GLP-1s for FREE. Go to https://Ro.co/Twist for your free insurance check.39:07 Cerebras IPO: $115–$125 → $150–$160 per share44:19 Will OpenAI's compute commitments to Cerebras actually get funded?49:19 Fervo Energy IPO — venture-backed geothermal company going public49:40 OpenAI Deployment Company + Tomoro acquisition explained53:51 Anthropic's parallel $1.5B PE joint venture with Blackstone & Goldman56:05 Why Jason thinks these PE spinouts are convoluted financial engineering56:40 OpenClaw's decline + competition from Cowork, Perplexity, Grok1:04:22 TikTok's £3.99 ad-free subscription launches in the UK1:09:09 Knicks sweep 76ers — Jason's playoff predictions1:11:24 Off-duty: "There Is No Antimemetics Division" by qntm1:13:25 Off-duty: Fall of Civilizations podcast by Paul Cooper1:16:37 States' rights, federalism, housing supply & closing thoughtsSubscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.comCheck out the TWIST500: https://www.twist500.comSubscribe to This Week in Startups on Apple: https://rb.gy/v19fcpFollow Lon:X: https://x.com/lonsFollow Alex:X: https://x.com/alexLinkedIn: ⁠https://www.linkedin.com/in/alexwilhelmFollow Jason:X: https://twitter.com/JasonLinkedIn: https://www.linkedin.com/in/jasoncalacanisCheck out all our partner offers: https://partners.launch.co/Great TWIST interviews: Will Guidara, Eoghan McCabe, Steve Huffman, Brian Chesky, Bob Moesta, Aaron Levie, Sophia Amoruso, Reid Hoffman, Frank Slootman, Billy McFarlandCheck out Jason's suite of newsletters: https://substack.com/@calacanisFollow TWiST:Twitter: https://twitter.com/TWiStartupsYouTube: https://www.youtube.com/thisweekinInstagram: https://www.instagram.com/thisweekinstartupsTikTok: https://www.tiktok.com/@thisweekinstartupsSubstack: https://twistartups.substack.com

  In this episode, Ray Cochrane leads with Mozilla shipping Firefox 150 with 271 patched bugs found by Anthropic’s Mythos system, the first major real-world deployment of the AlphaGo-Moment cybersecurity tooling. He also covers a 9-year dormant Linux kernel root, a college student stopping Taiwan’s high-speed rail with a software-defined radio, GitHub MCP secret scanning going GA, the NVIDIA NeMo lawsuit surviving its motion to dismiss, the Hugging Face Reachy Mini app store, Anthropic’s Auto Mode for Claude Code, and the 4-gigabyte AI model Chrome silently installed on your computer. – Want to start a podcast? Its easy to get started! Sign-up at Blubrry – Thinking of buying a Starlink? Use my link to support the show. Subscribe to the Newsletter. Email Ray if you want to get in touch! Like and Follow Geek News Central’s Facebook Page. Support my Show Sponsor: Best Godaddy Promo Codes Get 1Password Full Summary Cochrane opens the show with the AlphaGo Moment moving from theory into production. Mozilla shipped Firefox 150 this week with 271 patched bugs that Anthropic’s Mythos system found. Furthermore, the broader episode threads a clear pattern: AI tooling is reshaping security, developer workflows, and consumer software faster than the surrounding ecosystem can absorb it. The show closes on the four-gigabyte AI model Chrome installed on a billion machines without explicit consent. Mozilla Ships 271 Mythos Bugs in Firefox 150 Mozilla ran Anthropic’s restricted Mythos system against the Firefox 150 codebase before shipping. The result: 271 found bugs (180 high severity, 80 moderate, 11 low) baked into the release. However, the bigger number is the year-over-year jump. April 2026 shipped 423 total Firefox security fixes versus 31 a year prior. The breakdown for April: 271 from Mythos, 41 from external researchers, and 111 from other internal sources. Cochrane is sticking to his guns on calling this the AlphaGo Moment for cybersecurity. Skeptics argue Mythos is industrial-scale fuzzing because most found bugs sit in memory-safety territory. However, his counter is the velocity itself. Furthermore, he frames the resistance as carriage-versus-cars: humans-first research still grounds the tool, but throughput is the win. The Firefox CTO put it directly: defenders finally have a chance to win, decisively. For developers asking whether Mythos changes anything if they already run fuzzers, Cochrane’s answer is yes, and not even close. Additionally, he notes Mythos is restricted-access. The broadly available tier is Claude Opus 4.7, which Mozilla used since February before getting onto the restricted program for the Firefox 150 cycle. Run Opus 4.7 first. Sponsor: GoDaddy GoDaddy has been sponsoring this show for over twenty years. Economy hosting starts at $6.99/month, WordPress hosting at $12.99/month, and domains at $11.99. Use codes at geeknewscentral.com/godaddy for exclusive deals and to directly support the show. Copy Fail: 9-Year Linux Kernel Bug, 732 Bytes to Root A 9-year-old dormant Linux kernel bug got disclosed April 29 as CVE-2026-31431. Researchers published a 732-byte Python script that roots every major Linux distribution shipped since 2017. Additionally, CISA added the CVE to its Known Exploited Vulnerabilities catalog on May 1 with a May 15 federal deadline. The bug lives in the kernel’s crypto socket layer through the AF_ALG AEAD interface, originating in a 2017 in-place crypto optimization that lacked bounds checking. Cloudflare published their post-mortem this week. Their first instinct was to remove the kernel module entirely. However, service dependencies forced a workaround instead. Cloudflare resumed normal patched-kernel reboot automation across their 330-city fleet on May 4, with manual reboots and rollouts continuing after. Taiwan Rail Stopped by a 23-Year-Old With a Software-Defined Radio A 23-year-old Taiwanese university student with the surname Lin spoofed a TETRA general alarm signal on April 5, stopping trains on Taiwan’s high-speed rail. The accomplice supplied the radio parameters. Both were arrested by month-end. Lin posted NT$100,000 bail; the accomplice posted NT$80,000. The incident hit at 11:23 PM during the Qingming holiday weekend, stopping three revenue passenger trains plus one deadhead. Furthermore, the system has been in service for 19 years without rotating its cryptographic parameters once. Cochrane notes this is exactly the type of long-dormant infrastructure flaw that Mythos-class tooling catches, if anyone bothers to point it at the wires we already have. GitHub MCP Secret Scanning Goes GA GitHub’s secret scanning in the MCP server hit GA on May 5, with dependency scanning entering public preview the same day. Both released after a seven-week public preview run starting March 17. Additionally, the feature lets MCP-compatible coding agents (Copilot CLI, VS Code, JetBrains, Claude Code, Cursor, Windsurf) detect exposed secrets before commits or pull requests. Findings are ephemeral. They surface only in the current chat session and don’t persist as GitHub alerts. Sources disagree on scope: GitHub’s GA changelog says repo-level or org-level settings work, while the docs say only org-level applies. Cochrane flags the open question of whether MCP prompt injections could be exploited to send discovered secrets elsewhere. Subquadratic Debuts a 12-Million-Token Context Window Miami-based Subquadratic emerged from stealth on May 5 with a $29 million seed round and a reported $500 million valuation. Their model, SubQ 1M-Preview, runs on a new Subquadratic Sparse Attention architecture (their technical writeup calls it Selective Attention; same acronym, different second word). The headline claim: a thousand-times reduction in attention compute at 12 million tokens versus frontier models. However, that figure is vendor marketing math. There is no peer-reviewed paper, no public weights, and no independent benchmark replication. Researchers are demanding independent proof. Furthermore, CTO Alex Whedon’s pull line, “Retrieval / RAG plumbing is a waste of human intelligence,” signals how aggressively they want to position against retrieval-augmented architectures. ChatGPT Goblins, China’s “Catch You Steadily”: Sycophancy Is Universal Last week’s ChatGPT goblin obsession has a Chinese-language twin. The model overuses a phrase translating as “I will steadily catch you.” Additionally, a new Stanford and CMU study called ELEPHANT shows social sycophancy is universal across all 11 LLMs tested with 2,400-plus participants. Models endorsed users 49 percent more than humans did, and 47 percent even on harmful prompts. Alibaba’s Qwen and DeepSeek topped the rankings. Cochrane notes sycophancy is obvious once you’re aware of it but tricky to dissuade. Even with explicit instructions, longer context windows can reintroduce the behavior as the instructions get diluted. Furthermore, the trap is believing you’ve handled it. Once you think you’ve got it under control, you’re more prone to being influenced because you stopped watching for it. NVIDIA NeMo Lawsuit: Judge Tigar Denies Motion to Dismiss Three authors filed Nazemian v. NVIDIA in March 2024, alleging NVIDIA used The Pile and Books3 (approximately 196,640 pirated books) to train its NeMo AI framework. NVIDIA’s defense relied on the Sony v. Universal Betamax doctrine, arguing NeMo’s training scripts are general-purpose tools like a VCR. This week, Judge Tigar denied NVIDIA’s motion to dismiss in the Northern District of California. The headline quote: NeMo’s training scripts “have no other purpose than to speed up the process of infringement.” Furthermore, the judge rejected the VCR analogy outright. NeMo’s scripts are not general-purpose tools; they were allegedly purpose-built to ingest pirated material. Cochrane reads the Betamax framing as legal-jargon arbitrage rather than honest defense. The Humanoid Robot Market Is Smaller Than the Hype Michael Barnard at CleanTechnica argues that scenario-math against the global labor market puts realistic humanoid TAM at $200 billion to $1 trillion, not $20 trillion. Near-term wins cluster in warehouses, not homes. Additionally, the framework weighs dexterity burden against human-proximity safety burden. Real opportunities cluster where both burdens are low. Cochrane connects this to last week’s reservations about humanoids in the household. Furthermore, the risk profile is the issue: these robots aren’t prepared for every scenario, can’t make dynamic decisions, and one software update can change the definition of “safe.” Hugging Face Launches Reachy Mini App Store Hugging Face launched an open-source app store for the Reachy Mini robot this week, $299 for the Lite tethered version and $449 wireless. There are 200-plus community-built apps at launch from over 150 creators, with nearly 10,000 Reachy Minis cumulative shipped. Additionally, apps are forkable, with the default agent (ML Intern) able to modify, write, test, and ship code on any existing app. Examples at launch include an office receptionist built in under two hours, a Reachy Phone Home anti-procrastination app, baby-monitor-style apps, a cooking assistant, and a 78-year-old Joel Cohen’s voice-controlled CEO peer-group app. Pollen Robotics, the company behind Reachy, was acquired by Hugging Face on April 14, 2025. Bebop the Humanoid Robot Delays Southwest Flight 1568 A 4-foot, 70-pound humanoid robot named Bebop delayed Southwest flight 1568 from Oakland to San Diego by more than 73 minutes on April 30. The crew flagged the lithium battery as oversized. Furthermore, the battery was reportedly four times the cabin limit. Bebop belongs to Dallas-based Elite Event Robotics, which bought a full-price cabin ticket because the robot exceeded checked-baggage weight. Bebop danced for passengers at the gate before boarding. However, Southwest had Elite remove the batteries before departure, and replacements were overnighted to Chicago for the next event. Cochrane flags the obvious: batteries have always been flagged in aviation, so forgetting that with a humanoid robot in tow is a strange miss. Ouster Rev8: Native Color Lidar With Google, Volvo, Skydio Stating Intent Ouster announced the Rev8 OS Family on May 4 in San Francisco. The sensors fuse depth and color via SPAD detectors (single photon avalanche diodes) on Ouster’s custom L4 and L4 Max chips. Google, Volvo Autonomous Solutions, Skydio, Liebherr, Epiroc, and PlusAI have stated intent to adopt, though nothing is formally signed. Specs include 48-bit color, 116 dB dynamic range, and pre-fused 3D colorized point clouds. The OS1 Max gets 500-meter max detection. Available to order today and shipping this quarter, with no pricing disclosed. CEO Angus Pacala in his TechCrunch interview: “The goal is to obviate cameras. There’s no reason that one sensor can’t do both.” TagTinker Lets a Flipper Zero Mess With Electronic Shelf Labels A new Flipper Zero app called TagTinker uses infrared signals to push images and text to electronic shelf labels. Additionally, these are the same kind of price tags grocery chains are starting to use for surveillance pricing. The app and GitHub repo went public this week. Maryland’s HB 895, signed by Governor Wes Moore, takes effect October 1 as the first-in-nation surveillance pricing law. It covers food retailers and third-party food delivery service providers. Furthermore, ESLs use the same IR signaling as TV remotes with weak security. The dev’s disclaimer states it’s strictly for educational research, security curiosity, and displaying digital art on hardware you legally own. Fitbit App Becomes Google Health, Plus Fitbit Air, Plus Google Fit Sunset Google announced May 7 that the Fitbit app becomes Google Health on May 19, rolling through May 26. The launch ships with the new $99.99 Fitbit Air screenless tracker and the long-rumored Google Fit shutdown. Additionally, the four-tab interface (Today, Fitness, Sleep, Health) bundles a Gemini-powered AI Health Coach. Coach is premium-gated at $9.99/month or $99/year. Medical records integration is US-only at launch. The Fitbit Air gets up to one week of battery life and 50-meter water resistance. However, Cochrane flags conflicting privacy framing: Google’s AI summary bullets say “your data stays private,” but the actual document copy says only “committed to not using Fitbit user health and wellness data for Google Ads.” Those are not the same statement. Russinovich on Why Win32 Won and WinRT Didn’t Microsoft Azure CTO Mark Russinovich said via Microsoft Dev Docs video that Win32, the 1995 API, is still foundational to Windows 11. WinRT, the modernization replacement, “didn’t play out the way a lot of people expected.” Mostly clickbait framing per Windows Latest, but the substantive angle is real. Microsoft is pivoting back to native WinUI 3 development after years of pushing developers toward WebView2 and Electron. Additionally, Electron-based apps are known for insane RAM usage, and everyone is hurting for RAM right now. Furthermore, the bigger open question is whether Electron survives the test of time, especially with the React engine reportedly being rewritten in Rust. “Tabula Plena”: The Brain Starts Full, Not Blank A Nature Communications study from the Institute of Science and Technology Austria found that the mouse hippocampal CA3 recurrent network begins densely connected and refines through pruning. ISTA’s press release frames this as “tabula plena,” meaning full slate, counter to tabula rasa. The paper published April 21. First author Victor Vargas-Barroso and senior author Professor Peter Jonas studied mice at three developmental stages. Furthermore, the “starting overloaded enables faster sensory integration” framing is Jonas’s hypothesis from the press release, not a paper conclusion. Cochrane closes on the bigger question: did we have human growth and experience mapped wrong from the start? The Aqueous Battery You Can Pour Down the Drain A Chinese research team led by Professor Chunyi Zhi at City University of Hong Kong built an aqueous battery using a custom organic polymer electrode plus neutral magnesium and calcium salts (food-grade tofu coagulants) as electrolyte. Published in Nature Communications on February 18. Numbers to know: 120,000-plus charge cycles, full-cell energy density of 48.3 watt-hours per kilogram. That’s well below typical lithium-ion. However, post-cycling analysis showed only magnesium, calcium, chlorine, carbon, and copper, with no heavy metals. The cell complies with US RCRA, ISO 14001, and China’s GB 18599-2020 for direct environmental disposal. Additionally, the “300-plus years” framing is journalists extrapolating from the 120,000 cycles, not a paper claim. ResoNix Klippel Tests Expose Car-Audio Spec Lies Nick Apicella, founder of ResoNix Sound Solutions in Stony Point, New York, spent around $23,000 on independent Klippel LSI and TRF testing of 40 subwoofers. He published 21 results showing widespread misrepresentation of Xmax (excursion) and thermal/power-handling claims. Test data published in three batches between December 2025 and January 2026. Specifics: Wavtech thinPRO12 claimed 20 mm of excursion but delivered 8.85 mm, scoring 15 out of 100 on marketing accuracy. One driver hit 44 percent of advertised excursion. Another tripped thermal protection at half its rated power. Additionally, nine of 21 drivers scored below 50 out of 100. Brands tested include JL Audio, Sundown, Focal, Morel, Audiofrog, Adire, Stereo Integrity, and Dynaudio. Conflict-of-interest flag: ResoNix’s own GUS-15, 12, and 10 prototypes conveniently rank one, two, three. JetBrains Opens 2026 Developer Ecosystem Survey JetBrains opened the 10th annual Developer Ecosystem Survey this week. It takes about 30 minutes, with prizes including a MacBook Pro 16-inch and a $1,000 Amazon gift card. Anonymized raw data is published publicly, and cumulative scale is 100,000-plus developers across recent years. Additionally, the survey is going fully anti-AI: “evil bots, dishonest respondents, and AI agents will be excluded from prize distribution.” Cochrane is curious whether TypeScript holds its 2025 crown after knocking Python off, and whether Rust shows real growth given the wave of LLM-driven Rust rewrites in the past few months. Anthropic’s Claude Code Auto Mode Goes Live Anthropic launched Auto Mode for Claude Code roughly six weeks ago. Claude Code’s previous behavior required user approval for most file modifications and command executions, generating heavy approval-fatigue complaints during longer sessions. Auto Mode is the answer: Claude can run multi-step development tasks without per-action approval. Additionally, the architecture is a two-stage classifier, with stage one a fast yes/no filter and stage two doing chain-of-thought on flagged actions. Cochrane runs his own Claude Code in YOLO mode but with custom rejection rules baked into settings to block commands he doesn’t want, even with skip-permissions on. He recommends configuring settings as the actual policy layer rather than relying on classifier judgment alone. Furthermore, recent posts about Claude deleting websites or wiping production databases reinforce why the settings layer matters more than the auto-mode toggle. Chrome Quietly Installed a 4GB AI Model on Your Computer Google Chrome silently downloads on-device AI model weights (Gemini Nano family) to a `weights.bin` file in the OptGuideOnDeviceModel directory, around four gigabytes in Alexander Hanff’s audit. Furthermore, the model re-downloads if you delete it. Hanff timed his own install at 14 minutes 28 seconds on macOS. Affected platforms include Windows, macOS (including Apple Silicon), and Linux. Hanff frames this as a multi-front legal violation: a direct breach of Europe’s ePrivacy Directive, two articles of GDPR, and an environmental harm of a magnitude that would be notifiable under the Corporate Sustainability Reporting Directive. At one billion users, the four-gigabyte distribution represents roughly 240 gigawatt-hours of network and storage energy paired with about 60,000 tonnes of CO2-equivalent emissions. However, no EU regulator action or formal complaint has surfaced as of this episode. The model powers on-device features (email writing, scam detection, summarization, smart paste, tab grouping) but not the visible AI Mode button, which routes to the cloud. To disable, Cochrane recommends Chrome Settings, then System, then On-device AI, toggle to off. Two more paths exist via `chrome://flags` or a Windows registry edit. Cochrane closes the show with show housekeeping: GNC Insider at geeknewscentral.com/insider, email at geeknews@gmail.com, newsletter signup at geeknewscentral.com, and Pocket Casts as a solid modern podcast app pick. Have a wonderful night. The post Mozilla Meets Mythos #1864 appeared first on Geek News Central.

Análise pós-jogo da partida entre Confiança x Fortaleza, válida pelo jogo único das quartas de final da Copa do Nordeste 2026. Vem com a turma! Poupando 7 titulares, o Fortaleza teve amplo domínio no 1º tempo do jogo em Aracaju, poderia até ter ampliado ainda mais o placar. Já no segundo tempo o time diminuiu […]

Bom dia 247_ Lula elimina qualquer dúvida sobre candidatura e parte para o tetra _19_2_26_ by TV 247

Ciro Hamen e Matheus Laneri comentam a quarta liderança de Alberto Cowboy.

In this episode of Tank Talks, host Matt Cohen sits down with Didier Lavallée, Founder and CEO of Tetra Digital Group, to explore one of the most important frontiers in Canadian fintech: regulated digital assets and the rise of a sovereign Canadian stablecoin.Didier shares his journey from more than a decade in capital markets and custody roles at RBC to founding Tetra following the collapse of QuadrigaCX, an event that exposed the need for secure and regulated digital asset custody in Canada. His experience in trading desks, foreign exchange, and global custody infrastructure helped shape his vision for building institutional-grade digital asset infrastructure.Didier also discusses Tetra's growing platform, including Tetra Trust, Canada's regulated digital asset custodian, and Tetra Unity, a custody orchestration SaaS platform designed to help institutions manage digital asset infrastructure. He explains how these tools bridge the gap between traditional financial systems and blockchain technology.From the launch of CADD, Tetra's upcoming Canadian dollar-backed stablecoin, to the partnerships powering its ecosystem with companies like Wealthsimple, Shopify, and National Bank, Didier dives into the future of digital payments, cross-border settlement, and programmable financial infrastructure.Whether you're interested in fintech innovation, digital assets, or the evolution of global payments, Didier's perspective offers valuable insights into how Canada can build the next generation of financial infrastructure.The QuadrigaCX Collapse and the Birth of Tetra (10:12)* How the QuadrigaCX scandal exposed the need for regulated custody* The founding of Tetra to provide institutional digital asset security* Building a regulatory framework for digital asset custody in Canada* Why secure custody is foundational to the digital asset ecosystemBuilding Institutional-Grade Infrastructure for Digital Assets (14:35)* Why Tetra positioned itself as a regulated financial institution first* The development of Tetra Unity, its custody orchestration platform* How APIs and automation help reconcile transactions across crypto networks* Turning internal infrastructure into a scalable SaaS platformThe Vision for Canada's Stablecoin: CADD (16:40)* Why Canada has lagged behind other jurisdictions in stablecoin development* How CADD aims to become Canada's regulated fiat-backed stablecoin* Partnerships with Wealthsimple, Shopify, National Bank, and others* The importance of regulatory clarity for stablecoin innovationStablecoins and the Future of Payments Infrastructure (21:50)* How stablecoins enable 24/7 programmable settlement* Why traditional payment rails struggle with cross-border transfers* The role of stablecoins in treasury management and automation* How global companies could use stablecoins to streamline paymentsThe Role of Banks in the Digital Asset Transition (26:54)* Why traditional financial institutions must adapt or risk disruption* How fintech platforms are redefining customer expectations* The generational wealth transfer shaping financial innovation* Why blockchain infrastructure may operate invisibly behind consumer appsTetra's Business Model and Growth Strategy (30:49)* The three pillars of Tetra's business: custody, software, and stablecoins* How the Unity platform generates SaaS revenue* Custody services and institutional digital asset management* How stablecoin reserves generate yield and network incentivesCanada's Opportunity in Digital Asset Infrastructure (36:56)* Why Canada once led the digital asset industry but has fallen behind* The need for clear regulatory frameworks to unlock institutional adoption* Tetra's goal to become the institutional backbone of digital assets in Canada* Why 2026 could be a breakthrough year for the Canadian ecosystemAbout Didier LavalléeDidier Lavallée is the CEO of Tetra Digital, a Canadian digital asset infrastructure company focused on custody, stablecoins, and institutional blockchain services. With a background in financial markets and banking, Didier is building infrastructure designed to help financial institutions and businesses adopt digital assets securely and efficiently.Connect with Didier Lavallée on LinkedIn: https://www.linkedin.com/in/didier-lavalleeVisit Tetra Digital Group Website: https://tetradg.com/Connect with Matt Cohen on LinkedIn: https://ca.linkedin.com/in/matt-cohen1Visit the Ripple Ventures website: https://www.rippleventures.com/ This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit tanktalks.substack.com

Interview with Dev Randhawa, Chairman & CEO of F3 Uranium Corp.Our previous interview: https://www.cruxinvestor.com/posts/f3-uranium-tsxvfuu-tetra-zone-discovery-advances-with-20m-financing-8639Recording date: 3rd March 2026F3 Uranium Corp. (TSXV:FUU) is a focused Athabasca Basin uranium explorer with a credible asset base, a fully funded exploration program, and a management team actively working to resolve the structural issue limiting its share price: it is too small to attract the institutional capital its asset quality arguably deserves.The company's JR Zone maiden resource of approximately 11 million pounds of uranium at 12% U₃O₈ is a material achievement. Grades at that level are exceptional by any standard in the Athabasca Basin, which already hosts the world's highest-grade uranium mines. The JR Zone also sits 25 kilometres from established milling infrastructure, meaning any future development pathway would not require construction of standalone processing facilities. A major operator has already approached F3 about applying a selective extraction method to the deposit, which underscores the project's practical viability even at its current modest scale.The 2025 exploration focus has shifted to the Tetra target, a newly identified conductor system on the same property. F3's team identified this system after prior operators walked away, having missed a large conductor obscured by a mudstone flare. Early drilling has confirmed two high-grade uranium intersections 15 metres apart, and the conductor extends at least 1.4 kilometres with room to grow. With 90% of the $12 million drill budget directed at Tetra and only one hole completed to date, investors are essentially looking at an early-stage discovery in progress. The Athabasca-style mineralisation is notoriously difficult to follow, and misses are common but so is the upside if the system proves to be large.F3's financial position reduces one of the more common risks for small-cap exploration companies. With $22 million in cash and no requirement to raise additional capital in 2026, the company can execute its program on its own terms. In a market where junior uranium equities have struggled to attract financing, this is a meaningful competitive advantage.The more pressing strategic challenge is scale. Several uranium-focused ETFs have set minimum market capitalisation thresholds that exclude F3, and the resulting selling pressure was visible in the sector in late 2025. CEO Dev Randhawa acknowledged this directly and is actively pursuing consolidation options, including mergers, acquisitions, joint ventures, and dual-listing in jurisdictions such as Australia, where comparable assets may trade at higher valuations. Three separate M&A discussions were underway at PDAC 2026.The macro environment provides a supportive backdrop. Big technology companies are now direct participants in the nuclear energy market, securing power purchase agreements for reactor output to fuel AI data centre infrastructure. This adds a demand vector for uranium that sits outside traditional utility procurement cycles and is largely insensitive to short-term spot price volatility.For investors, F3 presents a combination of a defined, high-grade asset, an active early-stage discovery drill program, and a management team with both the technical credentials and the strategic intent to grow. The near-term catalysts are Tetra drill results and any announced corporate transaction. Both warrant close attention in 2026.View F3 Uranium's company profile: https://www.cruxinvestor.com/companies/f3-uranium-corpSign up for Crux Investor: https://cruxinvestor.com

O Flamengo recebeu, no Maracanã, uma camisa artística criada pela Betano para celebrar o tetracampeonato continental. A obra foi entregue antes da partida decisiva contra o Lanús e será incorporada ao acervo histórico do clube.A peça foi produzida pelo artista francês Matthias Hamzaoui e retrata Arrascaeta, Pedro, Varela e De La Cruz ao lado do troféu. A iniciativa integra ações da patrocinadora, parceira do clube desde agosto do ano passado.A homenagem marca o reconhecimento de um ciclo recente de conquistas internacionais e transforma o título em objeto permanente de memória institucional.QUER FALAR E INTERAGIR CONOSCO?:        CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serfla⁠me⁠ngo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@BlogSe⁠rFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #Betano

Season 13 Episode 5   This week in the Legend of Zelda: Phantom Hourglass we're braving the fog of the Northwest sea, and the ghost ship itself in order to rescue Tetra.    Legendary Adventures is a Legend of Zelda playthrough podcast. I'm exploring the evolution of the Zelda game series by playing through each game in release order, excluding spin-off releases.   Follow Legendary Adventures on social media. Facebook: https://www.facebook.com/LegendaryAdventuresPodcast Instagram: https://www.instagram.com/legendaryadventurespod/ Youtube: https://www.youtube.com/@legendaryadventurespod   Sources: https://tinyurl.com/3f6keuhs  https://bit.ly/4stdtly

Today, Sam Mackey and Jay Cutler sit down with Bill Dickinson, co-founder of TETRA Hearing, to talk about the intersection of hearing science and hunting. Founded by Bill Dickinson, Au.D., and David Gnewikow, Ph.D., TETRA combines decades of experience in hearing care and a lifetime of hunting to create hearing protection built specifically for the outdoors. Bill shares the mission behind TETRA and why protecting your hearing matters for every hunter. Follow TETRA Hearing: https://www.instagram.com/tetrahearing Follow Outsider: https://www.instagram.com/outsiderig/ Shop Outsider: https://www.outsider.com/   Follow Jay: https://www.instagram.com/ifjayhadinstagram/ Follow Sam: https://www.instagram.com/sammackey615/ Watch on YouTube: https://www.youtube.com/@WeAreOutsider/podcasts Episode sponsored by: Montana Dog Food Company: https://montanadogfoodco.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Tetra String Quartet full 1886 Sun, 25 Jan 2026 23:47:00 +0000 l13Ag2BNMiDishABi3o5qvLh5qzYdJbr business The Valley Voices with Jessica Jinger business Tetra String Quartet The Valley Voices with Jessica Jinger is a community-centered radio show airing across LIVE 101.5, KMLE 107.9, and BIG 94.5, dedicated to uplifting the people and organizations that serve our Valley. Hosted by Jessica Jinger, the show connects listeners with local nonprofits, community groups, and service organizations working to ensure Valley residents can access the resources, support, and services they need. Through meaningful conversations, shared stories, and a welcoming, relatable approach, The Valley Voices strengthens community connection, raises awareness, and reminds listeners that help, hope, and heart live right here in the Valley—because when our community thrives, we all do! © 2026 Audacy, Inc. Business False https://player.amperwavepodcasting.com?feed-link=https%3A%2F%2Frss.amper

After talking with Tanja Kari in Episode 57 we were super excited to learn more about the TetraSki, an emerging technology for the adaptive alpine skiing community. If you haven't already, I recommend giving episode 57 a listen before continuing this episode. We wanted to hear from several voices, so I reached out to athlete Becca Farewell who is now in her fourth season skiing and racing in the tetra ski.  Becca lives in Salt Lake City with her family and is highly involved in the adaptive sports and TetraSki communities. We also reached out to three individuals who are highly involved in the design, adoption, and usage of the TetraSki. Dr. Jeff Rosenbluth is the Medical Director of TRAILS adaptive program which he founded in 2003 at the University of Utah in Salt Lake City and has been a leader of the TetraSki revolution from the start. Cullen Robinson formerly worked as an adaptive ski instructor at New England Disabled Sports in New Hampshire and is now a Program Coordinator at TRAILS where he works with Jeff and Tanja and continues to be highly involved in adaptive skiing. Allie Peterson, is a leading adaptive ski instructor in New England who has extensive experience working with a wide range of adaptive ski equipment and adaptive athletes who also works as an inpatient acute care occupational therapist for her day job. Guest info:@avibexAdditional Resources:https://www.tetraski.us/https://www.utrails.us/www.highfivesfoundation.orgContact us: Instagram: @unexpectedjourneypodEmail: tim@unexpectedjourneypod.com Hosted and produced by Tim BrownEditing and sound design by Louis ArevaloOriginal theme music by Jesse LaFountaineEpisode cover art by Lewis Falconer Cover art and logo design by Anne Holt and Lewis Falconer

Tanja Kari is a Paralympic gold medalist in cross country skiing from Finland. In 2010 she was inducted into the Paralympic Hall of Fame, she has been nominated for the Laureus World Sports Award for Sports Person of the Year with a Disability, and in 1998 and 2002 she was voted Finland's best disabled athlete. Since retiring from competitive sport she has become a strong and passionate advocate for the expansion of para sport opportunities and now works at TRAILS Adaptive in Utah on efforts to make adaptive sports both competitive and recreational accessible to more people with complex disabilities.Guest info:@karitanjaAdditional Resources:https://www.tetraski.us/https://www.utrails.us/www.highfivesfoundation.orgContact us: Instagram: @unexpectedjourneypodEmail: tim@unexpectedjourneypod.com Hosted and produced by Tim BrownEditing and sound design by Louis ArevaloOriginal theme music by Jesse LaFountaineEpisode cover art by Lewis Falconer Cover art and logo design by Anne Holt and Lewis Falconer

Mauro Cezar, Arnaldo Ribeiro, Eduardo Tironi, José Trajano, Juca Kfouri e Danilo Lavieri analisam a conquista do Corinthians na Copa do Brasil, o trabalho de Dorival Júnior, as declarações de Memphis Depay após o gol do título, os reflexos no Vasco de Fernando Diniz, além de investigação no São Paulo e renovação de Filipe Luís travada no Flamengo

Robson Morelli repercute os principais assuntos do Esporte, diariamente, às 8h50, no Jornal Eldorado.See omnystudio.com/listener for privacy information.

N412 - ADA 2025 - Tetra-agonistas: será esse o próximo salto no tratamento metabólico? - Dhiãnah Santini e Fernando Valente by SBD

O Flamengo conquistou a Libertadores neste sábado (29/11) e se tornou o primeiro clube brasileiro com quatro títulos do torneio mais importante das Américas.O Mengão venceu o Palmeiras por 1 a 0, gol de Danilo, na decisão disputada no estádio Monumental, em Lima.Analisamos o que aconteceu na final, os méritos do Flamengo, o craque da competição e o papel de Filipe LuísE o lado alviverde, que saiu derrotado desta vez, como foi a temporada e as projeções para 2026.INSCREVA-SE NA NEWSLETTER! Toda sexta-feira aberta a todos inscritos com nossos textos sobre o que rolou na semana e às terças com conteúdo exclusivo apenas para assinantes: https://newsletter.meiocampo.net/SEJA MEMBRO! Seu apoio é fundamental para que o Meiocampo continue existindo e possa fazer mais. Seja membro aqui pelo Youtube! Se você ouve via podcast, clique no link na descrição para ser membro: https://www.youtube.com/channel/UCSKkF7ziXfmfjMxe9uhVyHw/joinConheça o canal do Bruno Bonsanti sobre Football Manager: https://www.youtube.com/@BonsaFMConheça o canal do Felipe Lobo sobre games: https://www.youtube.com/@Proxima_FaseConheça o canal do Leandro Iamin sobre a Seleção Brasileira: https://www.youtube.com/@SarriaBrasil

Mauro Cezar, Arnaldo Ribeiro, Eduardo Tironi, José Trajano, Juca Kfouri e Danilo Lavieri debatem a conquista do tetracampeonato da Libertadores pelo Flamengo, os destaques do título rubro-negro, as polêmicas de arbitragem e os problemas do Palmeiras de Abel Ferreira na final e na temporada

Jorge Natan recebe Fred Gomes, Letícia Marques e Thiago Lima para analisar vitória histórica na revanche contra o Palmeiras, com Danilo como herói. Quem foi o craque da campanha? Confira o debate!

Robson Morelli repercute os principais assuntos do Esporte, diariamente, às 8h50, no Jornal Eldorado.See omnystudio.com/listener for privacy information.

O Bate-Pronto especial de hoje repercutirá a conquista do tetracampeonato da Libertadores pelo Flamengo. O clube rubro-negro já tem duas negociações avançadas para reforçar o elenco para 2026? O programa também atualizará e debaterá as principais informações do futebol mundial.

Interview with Sam Hartmann, VP Exploration, and Dev Randhawa, Chairman & CEO, of F3 Uranium Corp.Our previous interview: https://www.cruxinvestor.com/posts/f3-uranium-tsxvfuu-billion-dollar-discovery-team-strikes-again-in-worlds-best-uranium-district-7874Recording date: 27th November 2025F3 Uranium Corp. (TSXV: FUU) has completed a $20 million financing to fund a year-long drilling campaign at its Tetra Zone discovery in Saskatchewan's Athabasca Basin. The financing, which included $15 million in flow-through funds, brings the company's treasury to $30 million and eliminates near-term dilution pressure as the exploration program advances.CEO Dev Randhawa explained the strategic shift toward Tetra Zone, which has emerged as the company's primary focus after the JR Zone failed to grow as anticipated. Despite JR's promising initial indicators, including peak grades of 4.5 meters at 50% uranium along a large conductor, the system has not delivered the expansion investors expected. Tetra Zone, by contrast, shows significantly greater potential with 60 meters of mineralization-three times what JR produced-sits just 12 kilometers from the Arrow and Triple R deposits along an apparent productive geological trend.Recent drilling results support management's confidence in the discovery. The most recent hole intersected mineralization in a 15-meter step-out, with scintillometer readings exceeding 10,000 counts per second across 30+ meters. Chief Geologist Sam Hartmann estimates a 2.3-meter high-grade interval "will be well over a percent" when laboratory assays are returned. This successful step-out confirms both continuity and the geological model's predictive capability.The technical understanding of Tetra has evolved considerably from initial interpretations. Unlike typical Athabasca deposits controlled by graphitic conductors, Tetra appears to be shear-zone-controlled, with mineralization in micaceous structures that generate weaker geophysical signatures. This realization explains why early drilling repeatedly intersected mineralization at unexpected depths and has enabled more confident targeting going forward.F3's systematic approach involves methodical 25-50-100 meter step-outs to balance resource definition with expansion testing. With an experienced discovery team that previously found Waterbury and contributed to the Triple R discovery (sold for approximately $1 billion), the company is positioned to methodically test whether Tetra can join the ranks of significant Athabasca Basin uranium deposits. Regular drilling results are expected throughout 2026 as the delineation program progresses.View F3 Uranium's company profile: https://www.cruxinvestor.com/companies/f3-uranium-corpSign up for Crux Investor: https://cruxinvestor.com

Futebol, informação, humor, opinião e corneta! Um programa de debate sobre tudo que envolve futebol de um jeito descontraído e animado. Veja muito mais no YouTube

Edição de número 501 do Podcast Sexto Round em que os jornalistas Renato Rebelo e André Azevedo analisam os principais resultados e desdobramentos do UFC 321 na companhia dos lutadores Gilbert 'Durinho' Burns e uma das estrelas do card, Valter Walker - que emplacou a quarta finalização consecutiva na " botinha" (heel hook), trouxe o "tetra" pro Brasil e garantiu bônus de performance da noite. Confere aí!

Lula disse, durante viagem à Indonésia, que vai tentar a reeleição para um quarto mandato presidencial. Mas ele quer mesmo isso? Esse é o destaque do Meio-Dia em Brasília desta quinta-feira, 23, que trata também da sessão de hoje da CPMI do INSS e do arquivamento do processo de cassação do mandato de Eduardo Bolsonaro (PL-SP) pela Comissão de Ética e Decoro Parlamentar da Câmara dos Deputados, entre outros assuntos. Meio-Dia em Brasília traz as principais notícias e análises da política nacional direto   de Brasília.     Com apresentação de José Inácio Pilar e Wilson Lima, o programa aborda os temas mais quentes do cenário político e econômico do Brasil.     Com um olhar atento sobre política, notícias e economia, mantém o público bem informado.   Transmissão ao vivo de segunda a sexta-feira às 12h.   Apoie o jornalismo Vigilante: 10% de desconto para audiência do Meio-Dia em Brasília   https://bit.ly/meiodiaoa   Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br 

Entre 1987 e 1998, Raí serviu a Seleção. Jogou Copa América, Pan e foi Tetra em 94, além de amistosos. Ganhou chances e perdeu espaço de acordo com o técnico e a fase, e, enquanto era Rei do Morumbi, ganhou a 10, a faixa e toda moral com a amarelinha. Depois, em Paris, estranhamente ficou de fora. Paulo e Leandro conversam e contam essa história, para entender o que realmente explica a aparente sensação de que dava pra ter sido mais. 

Bom dia 247_ Lula avança para o tetra sobre uma direita atônita _29_9_25_ by TV 247

Tetraéderek, gyerekhekkerek, aranyhal-adathalászok, rohadó linkek és illatos retrókomputerek. Jegyzetek Vinnie és a screen time a Hírlevélben (http://eepurl.com/g7Bfd1) Ember-távirányító 18 évvel ezelőttről (https://www.youtube.com/watch?v=fILH4qgkXk8) Gépidő rovat Az OpenAI törölte sokak “partnerét” a GPT-5 frissítéssel (https://nypost.com/2025/08/21/tech/chatgpt-update-breaks-ai-relationships-users-heartbroken/) Minőségi magyar matekos és mérnöki siker: monostabil tetraéder! (https://www.bme.hu/hirek/250625/bille-monostabil-tetraeder-domokos-gabor-almadi-gergo) Matt Parker (Stand Up Maths) videója (https://www.youtube.com/watch?v=b6S5gHjuN48) Újabb AI-wearable (https://www.wired.com/story/i-hate-my-ai-friend/), amibe páros lábbal szállt bele a szakma Mike Elgan külön is (https://machinesociety.ai/p/why-ai-necklaces-and-pins-will-always) Saját iskoláikat hackelik a brit gyerekek (https://techcrunch.com/2025/09/11/kids-in-the-uk-are-hacking-their-own-schools-for-dares-and-notoriety/) Időgép rovat 2023-ban egy marék aranyhal hitelkártya-csalást követett el (https://people.com/pets/japanese-youtuber-pet-fish-commits-credit-card-fraud/) Nem is olyan buták az aranyhalak (https://youtu.be/RokRxQG8aC0?si=keKhRIrbvgni9Cep) (köszi Szilvi!) A linkrothadás (https://boingboing.net/2025/09/16/link-rot-study-finds-more-than-1-3-websites-from-2013-are-gone.html) elvitte a 2013-as weboldalak több mint egyharmadát Vintázs emojikat tessék! (https://www.instagram.com/p/DOgdUMmjUqD/) Hogy is volt az első emojik története (https://blog.emojipedia.org/correcting-the-record-on-the-first-emoji-set/) Gyűjtés itt (https://emojipedia.org/softbank/1997), videó itt (https://www.youtube.com/watch?v=EEe2WT_rel0). Emoticon ügyben pedig Scott Fahlman AZ ember (https://en.wikipedia.org/wiki/Scott_Fahlman#Emoticons) Régi számítógépek ihlettek parfümöket (https://boingboing.net/2025/09/16/fragrances-inspired-by-classic-home-computers-of-the-1980s.html), vásárolni itt lehet (https://auk.direct/exclusive-cosmetics-fragrances/)

A security researcher scores $250,000 for a Chrome bug, WinRAR patches another zero-day, new vulnerabilities found in the Tetra communications protocol, and a researcher gains access to Microsoft's internal network for fun… and no profit. Show notes Risky Bulletin: Researcher scores $250,000 for Chrome bug

We're throwing a party in Vegas! Someone called it SCWPodCon last year, and the name stuck. It's sponsored by Teleport, the infrastructure identity company. Get SSO for SSH! If Thomas was here, I'm sure he'd tell you that Fly.io uses Teleport internally. Oh also there's some thing called Black..pill? Black Pool? Something like that happening in Vegas, with crypto talks, so we chatted about them a bit, plus some other stuffSCWPodCon 2025: https://securitycryptographywhatever.com/events/blackhatTranscript: https://securitycryptographywhatever.com/2025/07/29/vegas-baby/Links:- Fault Injection attacks on PQCS signatures: https://www.blackhat.com/us-25/briefings/schedule/index.html#bypassing-pqc-signature-verification-with-fault-injection-dilithium-xmss-sphincs-46362- Another attack on TETRA: https://www.blackhat.com/us-25/briefings/schedule/index.html#2-cops-2-broadcasting-tetra-end-to-end-under-scrutiny-46143- Attacks on SCADA / ICS protocols (OPC UA): https://www.blackhat.com/us-25/briefings/schedule/index.html#no-vpn-needed-cryptographic-attacks-against-the-opc-ua-protocol-44760- Attacks on Nostr:  https://www.blackhat.com/us-25/briefings/schedule/index.html#not-sealed-practical-attacks-on-nostr-a-decentralized-censorship-resistant-protocol-45726- https://signal.org/blog/the-ecosystem-is-moving/- https://en.wikipedia.org/wiki/Nostr- https://eurosp2025.ieee-security.org/program.html- https://cispa.de/en/research/publications/84648-attacking-and-fixing-the-android-protected-confirmation-protocol- https://hal.science/hal-05038009v2/file/main.pdf- 8-bit, abacus, and a dog: https://eprint.iacr.org/2025/1237.pdf- https://www.youtube.com/watch?v=Dlsa9EBKDGI- https://www.quantamagazine.org/computer-scientists-figure-out-how-to-prove-lies-20250709/- https://eprint.iacr.org/2025/118"Security Cryptography Whatever" is hosted by Deirdre Connolly (@durumcrustulum), Thomas Ptacek (@tqbf), and David Adrian (@davidcadrian)

Era favorito, dominou e neste domingo venceu. Tadej Pogacar se tornou tetracampeão o Tour de France na edição mais rápida da história. Vamos reviver os melhores momentos e os pontos de destaque desta edição, coroada por uma emocionante etapa #21, com a vitória de ninguém menos do que o belga Wout Van Aert. As abelhas que vieram do Giro entregaram o que Jonas Vingegaard não conseguiu: vitórias!Tem também o início do Tour de France Femmes e todas as notícias da semana, com Leandro Bittar e Ana Lidia Borba.

Move over Triple Goddess, meet the Tetra Goddess! In this special episode, Shanna welcomed three amazing women to join her in representing the new and evolved FOUR phases of the woman or as Shanna named her the Tetra Goddess. Each a living facet of the Tetra Goddess, guided by the moon's eternal rhythm, together in sisterhood they discuss their personal journey through the Divine Feminine that lives within each of them. The Maiden's adventurous nature, the Mother's nurturing heart, the Queen's sovereign truth, and the Crone's wisdom and deep knowing. Representing the Maiden Goddess is Justice Klein, she is a multidimensional artist and founder of Cacao & I. www.cacaoandi.com Representing the Mother Goddess  Chyla Walsh. She is a mother, yoga instructor, women's empowerment coach, founder of Female Rebels and owner of SomaEnergetics. www.femalerebels.com Representing the Queen Goddess  Sense of Soul host, Shanna Vavra is an Intuitive, Ancestral Healing Genealogist, Reiki Master Teacher, Spiritual Journey Mentor, and Mother.  www.senseofsoulpodcast.com Representing the Crone Goddess we have Rajashree Ma. As the lineage holder of Kali-Ki Reiki®, Founder of the Wisdom School and Author of May the Love Force Be With You. https://thewisdomschool.us      

In this episode of The Eagle Eye Podcast, hosts Ivan Pineda and Dylan Jimenez discuss the recent struggles of Club América, particularly their disappointing loss to Toluca in the Campeón de Campeones match. They analyze the team's performance, leadership issues, and the need for reflection on expectations. The conversation shifts to transfer rumors and the urgency for reinforcements as they prepare for an upcoming match against Nacaxa. The hosts emphasize the importance of regaining momentum and securing points in the league, while also addressing the challenges ahead.Don't forget to subscribe and rate the podcast on Apple Podcast, Spotify or wherever it is you may listen. Follow us on social media to stay updated on all things Club America

Aktien hören ist gut. Aktien kaufen ist besser. Bei unserem Partner Scalable Capital geht's unbegrenzt per Trading-Flatrate oder regelmäßig per Sparplan. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Aktien + Whatsapp = Hier anmelden. Lieber als Newsletter? Geht auch. Das Buch zum Podcast? Jetzt lesen. Chevron darf endlich Hess kaufen. Exxon und CNOOC sind sauer. Union Pacific will Norfolk Southern kaufen. Behörden sind skeptisch. Invesco hofft auf ETF-Geld. Salzgitter & Sarepta schmieren ab. Saab boomt weiter. Block geht in S&P 500, Trump verklagt News Corp. Tetra Pak ist leider nicht an der Börse. Aber die Familie dahinter. Sie steckt ihre Milliarden in Linde (WKN:  A3D7VW), Givaudan (WKN:  938427), International Flavors & Fragrances (WKN:  853881), SIG Group (WKN:  A2N5NU) und Sensient Technologies (WKN:  864463). KI, Rüstung und ein KGV von unter 20. Fujitsu (WKN: 855182) macht's möglich. Leider machte die Software von Fujitsu in der Vergangenheit auch den ein oder anderen Skandal möglich. Diesen Podcast vom 21.07.2025, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

https://store.deepvellum.org/products/tetra-novaGateway books Anne Rice - Interview with the Vampire Woman, native, other - Trinh T. Minh-ha Salvador Plascencia -People of PaperCarole Maso - Ava Curent Reads The Famished Road - Ben Okri Seven Types of Ambiguity - Empson The Forest - Susan Stuart Desert Island Books The English Patient - Michael Ondaatje

There isn't much news this week, so, after mentioning a little mishap that forced a rerecording of this episode, I get right to what I've been playing with Star Overdrive, Ruffy and the Riverside, Vessels of Decay, Revenge of the Savage Planet, TETRA's Escape 2, Prehistoric Gal, Neon Apex: Beyond the Limit, and Missing Banban. Anyway and as always, thank you for watching or listening, I hope you enjoy this here episode, and I hope you have a wonderful wonderful rest of your day. (And if you haven't already, or are a listener and not a watcher, please like, subscribe, hit the bell, and all that jazz; it may not seem like much, but it goes a long way in helping support the show and site in general. I would appreciate it greatly.)

 There is a cheap and easy lab test that can give you a lot of information about your risk for scary things like  heart attack, stroke, dementia, brain shrinkage, osteoporosis and more. It could save your life.  But most doctors won't order it unless you ask them to because they don't know what to do with the results.  But you're about to.  Let's talk about homocysteine.come to my website: www.healthcouragecollective.comemail me: healthcouragecollective@gmail.com

Resumen Semifinales Clausura 2025 Liga MX - Futbol Mexicano - Toluca despacho a Tigres que no pudo aprovechar la localia en la ida y en la vuelta fue victima de sus errores defensivos - America va por el Tetra! Echan a Cruz azul de semis como ya es costumbre desde 1999 la maquina no puede contra america en liguilla esto y mas en el peor podcast de la liga MX www.golesygambeta.com Escuchanos en iTunes - Spotify - tune-in - Pandora - Youtube - Google Music Support Goles Y Gambeta by contributing to their tip jar: https://tips.pinecast.com/jar/goles-y-gambeta Find out more at http://golesygambeta.com This podcast is powered by Pinecast.

¡Bienvenidos a otro episodio de Puro Pinche Gol! En esta edición, analizamos los emocionantes cuartos de final del Clausura 2025 de la Liga MX: • Toluca vs. Monterrey: Un empate global de 4-4 que favoreció a los Diablos Rojos por su posición en la tabla. • América vs. Pachuca: Las Águilas avanzan con un contundente 2-0 global, destacando el doblete de Zendejas. • Cruz Azul vs. León: La Máquina se impone con un 5-3 global, mostrando su fortaleza ofensiva. • Tigres vs. Necaxa: Un empate 2-2 que clasifica a Tigres por su mejor posición en la tabla.Además, discutimos las semifinales que se avecinan: • América vs. Cruz Azul • Toluca vs. Tigres#LigaMX #Clausura2025 #CuartosDeFinal #PuroPincheGol #Toluca #Monterrey #América #Pachuca #CruzAzul #León #Tigres #Necaxa #Semifinales #FútbolMexicano

Las Águilas tienen problemas de lesiones, pero llegan como favoritos a la liguilla del torneo mexicano. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Dr. Khwaja Moinuddin grew up in India with what he calls a “normal childhood”. He attended high school and then received his bachelor's degree in mechanical engineering in his home town. With some convincing and soul searching he then came to the United States and attended Texas Tech university where he obtained his Master's degree and began working toward obtaining a PhD. Khwaja tells us about his time at Texas Tech including how, when funding grew hard to get, he overcame his fears and adversity and found a job that helped him stay in school. Even so, while working on his Doctorate degree he secured a job with 3M and, as he tells us, he learned a lot and even today he is grateful for the opportunities he had at this company. Eventually, however, under the advice of others he did finish his PhD, but not in Mechanical Engineering as such.   Khwaja began learning about organizations, how they worked, why often they didn't work well and he developed ways to help people at all levels of organizations learn how to stop being so resistive to change and thus develop more positive attitudes and constructive methods of accomplishing tasks.   We get to hear much wisdom from Khwaja on leadership, resistance to change and how to better accomplish tasks by being more open to new ideas. This episode is a MUST for everyone if you are at all open to learning some new ideas and growing to be better in whatever you do at work, in life and at play.       About the Guest:   Dr. Khwaja Moinuddin is a renowned leader in Continuous Improvement, Change Management, and Business Transformation, with over 22 years of hands-on experience driving measurable impact across diverse industries. His mission is clear: to help organizations embed a culture of excellence, resilience, and continuous learning - not as a temporary initiative, but as a way of working. Whether leading large-scale change programs, coaching executives, or transforming operational models, he has built a reputation for delivering tangible business results and lasting cultural shifts. With deep expertise in Continuous Improvement, Change Leadership, and Robotic Process Automation (RPA), Dr. Moinuddin partners with organizations to challenge the status quo, eliminate inefficiencies, and create high-performing teams. He has worked across multiple industries, functions, and global markets, collaborating with executive leaders, middle managers, and frontline employees to break down silos and drive sustainable transformation. His holistic approach ensures that strategy, execution, and people engagement work in tandem, because real change happens when employees at every level take ownership of improvement. A passionate thought leader and author, Dr. Moinuddin has distilled his years of experience into two books that serve as practical guides for transformation:   "I.N.S.P.I.R.E. - An Adaptive Change Excellence Model and Guide of the people, for the people, by the people" – A framework for leading people-centered, high-impact change initiatives. "Are You (Really) Listening?: Decoding the Secrets of Unheard Conversations" – A deep dive into the power of listening as a critical leadership and change management skill.   Dr. Moinuddin's philosophy is simple: transformation is not about tools, it's about people, mindset, and discipline. If your organization is struggling with change fatigue, leadership misalignment, or resistance to new ways of working, he can help you turn obstacles into opportunities and create a culture where excellence thrives. Let's connect and explore how we can drive real, measurable business impact, together!     Dr. Khwaja Moinuddin's journey is a testament to the power of perseverance, continuous learning, and an unstoppable mindset. Born and raised in a simple middle-class family in Pondicherry, India, a former French colony - he completed his schooling and earned a Bachelor's degree in Mechanical Engineering before moving to the U.S. to pursue his Master's in Industrial Engineering. At Texas Tech University, he excelled academically, achieving a 4.0/4.0 GPA in his major (Manufacturing) and an overall GPA of 3.83/4.0. While pursuing his degree, he also worked as an intern for Rhodia Inc., a chemicals manufacturing company, gaining valuable hands-on industry experience. Khwaja began his career as an Industrial Engineer with 3M, where he learned the foundations for his expertise in Continuous Improvement (CI) and Change Leadership. Over the years, he obtained multiple professional certifications, including Lean Six Sigma Master Black Belt, Certified Change Practitioner, Certified Prince2 Practitioner and Certified Scrum Master. His career took him across the globe, leading large-scale transformation initiatives in world-renowned organizations such as Ocean Spray Cranberries, Shell, Maersk, GARMCO, HSBC, and PDO (Petroleum Development Oman). Despite a demanding global career, Khwaja pursued his passion for learning, earning a Doctorate in Management Studies and a second Master's degree in Psychology while working full-time. His belief "To Learn is to Breathe" has shaped his leadership philosophy, helping organizations embrace change, embed a culture of excellence, and achieve breakthrough results. Beyond his professional accomplishments, Khwaja is a devoted husband and father. He fell in love with and married his wife, Sangeetha, while in the U.S., and together they have a 15-year-old son, Tanish. They now reside in Chennai, India. Dr. Khwaja travels frequently for his consulting work, and he continues to inspire businesses, leaders, and professionals to transform their organizations, and themselves - with an unstoppable mindset.   Ways to connect with Dr. Khwaja:   https://www.processexcellencenetwork.com/contributor/khwaja-moinuddin https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/ https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/     About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hello again, everyone. I am your host once again. Michael hingson, and you are listening to unstoppable mindset. We're really glad you're with us, wherever you happen to be in the world, and wherever we happen to be talking in the world. And today we're actually talking to Dr Khwaja Moinuddin from India. So it's a long distance boy signals travel a lot faster today than they did when we used covered wagons or Coney pony expresses. So I'm really grateful for the fact that we get to use Zoom and computers and do things in such a meaningful way. So anyway, here we are. Kwaja has written two books, and I know he's going to tell us about those, so I'm not going to give a lot of that away. He has been a transformational leader. He also has a background in mechanical engineering, and that fascinates me, because it seems to me, it's interesting going from mechanical engineering to being a transformational subject matter expert and expert by any standard. So I'm going to be curious to hear about that. But anyway, meanwhile, Khwaja, I want to welcome you to unstoppable mindset, and thank you for being here.   Dr Khwaja Moinuddin ** 02:28 Thank you. Thank you, Michael, it's, it's indeed an honor to be on your podcast. And you know, as as we have been discussing, I'm no expert by any means. I have just gathered years and years of experience, 22 plus years of experience, and I'm still learning and continuous improvement, transformation. It's an ocean. So the more you know I learn, the more I feel like I don't know much. Yes, there is to learn, yes.   Michael Hingson ** 03:05 Well, I know exactly what you're saying. I think if we stop learning, then we have really let ourselves down and let the world down. We need to continue to learn. And I very much enjoy doing this podcast, because I get to learn so much from so many people. It's really a lot of fun. So I want to again, thank you for being here and looking forward to all that we get to talk about today. So let's get to it. I'd like to learn a little bit about maybe the early Khwaja Growing up and so on. Tell us a little bit about you growing up in India and so on.   Dr Khwaja Moinuddin ** 03:38 Yep, I'm from a very small town in Pondicherry called Pondicherry in in India, the closest big city is Chennai. It's about 160 kilometers south of Chennai. It used to be a former French colony. Now the place has been changed. I mean, the name has been changed from Pondicherry to Puducherry. But growing up, I'm the youngest of two kids. I have a brother. He's four years older than me, and my parents were typical middle class, lower middle class, both working parents. They worked really, really hard to put me and my brother through to school. They took care of us, they protected us. So I'm really grateful for my parents, my mom, my dad and my brother also could be quite me, you know, when I was young. So I'm really grateful to my family, because we were just the four of us in our family. Growing up, I went to a public school, initially, I went to a private school, and. Uh, but then my parents couldn't afford the fees, so we moved to public school, and I did all my schooling and my bachelor's in mechanical engineering in Pondicherry. So born and brought up in Pondicherry, which was a small fishing village, didn't know much about the real world until, you know, I graduated and stepped out of India for the very first time to go to the US to do my master's degree. My childhood was, was, was normal, you know, on a living on a on a coast. So I really enjoyed living near the beach. We didn't live very far away from the beach, just maybe, you know, maybe 100, 200 meters away from the beach. Growing up, I had a lot of friends, so we would be, would take our bicycles and and, you know, ride all over the town because it, you know, it wasn't as crazy as it is now with all the traffic and stuff, it was less congested. And the good thing about Pondicherry, an interesting fact is, because it was designed by the French, all the streets in Pondicherry are at right angles to each other. So you would never get lost if you are in Pondicherry, in the middle of the Pondicherry, because wherever you go, if you take a right turn and another right turn and another right turn, you will end up at the same place. So you will never get lost. That's an interesting fact in Pondicherry. How about Pondicherry?   Michael Hingson ** 06:39 So it certainly is a whole lot easier to travel around pontichery than it is to travel around Washington DC by any standard, I think. So yes, there's a lot of Angular streets and streets that go in different directions in Washington. So yeah, I think I'd like pot of cherry that's pretty good. So did you learn to fish?   Dr Khwaja Moinuddin ** 07:03 Not, not, yeah. I mean, I did learn how to fish, but more swimming. Used to go to the ocean almost every day. You know, I think I practically spent a lot of time on the beach with my friends and in the playgrounds. Our playgrounds used to be huge growing up, unlike now, they have become so small and condensed with all the, you know, development, the real estate that's growing in India, in Pondicherry and in India in general. But, but yeah, I did learn how to fish, you know, not using, like a fishing rod in the in the US, but using, you know, the the fishing, the the thread, you know, the nylon wire, fishing net, yeah, yeah. Not, not the net, but the wire, just was the single wire,   Michael Hingson ** 07:58 well, so you what, what got you into mechanical engineering?   Dr Khwaja Moinuddin ** 08:05 Well, you know, as, as all of my fellow Indians would say, in India, you are either an engineer or a doctor first. So, so I really had no choice. I had to become an engineer or a doctor. I didn't score enough to become a doctor, so I naturally became an engineer. But since I have to become an engineer, I was looking at, you know, all the different fields of engineering. What fascinated me was, you know, the field of mechanical engineering, because I heard from several of my friends and colleagues that mechanical engineering is an evergreen field, and typically, mechanical engineers can fit anywhere. And they were really, really they were, they were 100% correct. And I'm glad I chose mechanical engineering and I really liked my subject, because that what I am today would not be if I hadn't learned about mechanical engineering. Well.   Michael Hingson ** 09:07 So you, you got your bachelor's degree, but then you, as you said, you stepped out and you, you actually came to the United States and went to Texas Tech to do your advanced degree. What made you do that? That's moving a long way from home, yep.   Dr Khwaja Moinuddin ** 09:23 So some of my my my friends and my seniors, also, when I was doing my mechanical engineering, they were talking about something called as a GRE or a TOEFL. It sounded Greek, like Greek and Latin to me. I didn't know what it was. I had no intention of going to the US initially. My intention was to get a job and earn a lot of money and and I was almost done studying at that point of time, you know, learning subjects like thermodynamics and lot of advanced mechanics. Engineering stuff for four years really wears you out. But my my seniors and and my cousin also, and my uncles and a lot of my relatives, they said, you know, if you don't do your masters now, and if you go straight away to work, you may not have the inclination to learn more. So they really, they really prompted me or nudged me to do my Masters also, and and my mom, of course, she has been a great, great, great driving force behind me. She She encouraged me to always, always, always learn. She herself has, you know, so many degrees I cannot, I don't even know how many degrees she has. She has master's degrees and Bachelor's degrees in in, you know, all sorts of areas. And to this day, you know, she she keeps learning, and she has been a teacher for about 45 years now. So so my mom, along with my relatives and my friends. They said, You know, you need to study more so. So, you know, I had actually got a job, you know, in my fourth year. And I got a job through on campus interviews, you know, like a career fair in the in the US, similar to a career fair in the US. So I gave up that job and I wrote GRE and TOEFL. I worked hard. Got I did not get like flying colors, but I got, I got good grades in GRE and TOEFL, and then I applied to universities. Initially I was going to be an aerospace engineer, but then my friends also told me that maybe that's a difficult field to get a job in in future, because it requires, you know, us, security clearance and stuff. So you're you're better off doing something which is related to mechanical engineering, or even mechanical engineering. I didn't want to go too much into technical stuff, so I explored industrial engineering, and I found, you know, the courses and all that stuff were really to my liking and to my interest. So, so then I chose industrial engineering and Texas Tech specifically because of the industrial engineering program they had. So then and, and that's one, one thing led to another. And then I landed in Texas Tech University.   Michael Hingson ** 12:26 Well, that must have been fun. So you had lots of new experiences. You learned about football and all sorts of other things in addition to your academic studies. Yes,   Dr Khwaja Moinuddin ** 12:36 yes. Red Raiders. Go Red Raiders. Yeah, right.   Michael Hingson ** 12:40 Well, and I, I went to UC Irvine. I don't know, I still don't know if we have a much of a football team today. We have a good basketball team, but go anteaters anyway. So it's, it is interesting how our lives change and how we end up, how God gives us different opportunities? And then, of course, the issue really is us taking those opportunities and moving forward with them. When you You certainly did. You stepped out and you moved to the United States, you went to Texas Tech, you got your bachelor's, and where did you get your PhD?   Dr Khwaja Moinuddin ** 13:19 So I got my master's from Texas Tech, and I was, I also started to do my PhD in industrial engineering in Texas Tech, but unfortunately, I didn't finish, because the the department ran out of funding, and I had to search for a job. So I started to, I got my job in 3m as an industrial engineer. But I also did an internship in another company called Rodia, which is a chemicals manufacturing company. But then, you know, while I was doing, while I was, you know, still pursuing my full time job, I really wanted to go back to Texas Tech and complete my PhD, because I had completed all my coursework, except for the which was the dissertation which was pending. And you know, at that time, one of the professors told me, quadra, try and complete your PhD, otherwise you will regret it. I still remember his words to this day. I should have, you know, looking back, I should have stayed back in Texas Tech and finished my PhD. I should have, you know, borrowed some more money and finished my PhD in industrial engineering in Texas Tech. But nevertheless, what I did is I did my doctorate, professional doctorate in management studies in Indian School of Business Management. So slightly different. But, you know, I didn't, I didn't actually want to go for an MBA. So I want I did the doctorate in management studies because I was more interested in organizational behavior, operations. Management in that field. So I got it in 2012   Michael Hingson ** 15:07 Wow. So you, you, you did complete it, even though, again, it went in a slightly different direction. But what was your interest that that took you into a little bit more of a business oriented environment, because you had clearly been in mechanical engineering and in that discipline for most of your studies.   Dr Khwaja Moinuddin ** 15:25 Yes, yes. So, you know, when I was doing my master's degree in Industrial Engineering, you know, and I got interested in continuous improvement, lean, Six Sigma, transformation, change management in that field, more as I was doing my masters in industrial engineering. And then when I got my first job in in 3m 3m is a great company, as you know, you know, I learned all the basics of my lean, Six Sigma change management, you know, hands on in 3m and I'm still grateful to this day that my very first job was in 3am actually, it's a funny story, because, you know, I got the job in 3m on the same day I was interviewed. So the I was very lucky. I think the the line manager really liked me, and he said, kwaja, I'm going to hire you on the spot. So I was, I was really, really, you know, ecstatic on that day, and I still remember that feeling to this day, yes. So what interested me to coming back to your question was when I was working in 3m they have a good mentorship program. So they asked me, you know, how do you want your career to be? You know, where do you see yourself in five years? In 10 years? In 15 years? How do you see yourself growing? And I said, I want to grow in the technical field. I want to become like a subject matter expert in Lean, Six Sigma, Black Belt, Master, Black Belt. And I want to grow in the technical field. And I remember the mentor, she told me, kwaja, while that's a good thought, but you will not grow much if you are purely technical, you will grow more if you combine your technical expertise with management, how to lead people, how to manage people, how to do change management with people so she actually, you know, planted the seed in me to do more of, you know, people management role. And for that, she prompted me to do more courses in people management, leading teams, how to work and collaborate with, you know, cross functional teams. And that interested me, and I started to search for courses that would give me that exposure. And then, you know, given the fact that also I took some courses in my master's, or when I was doing my PhD in industrial engineering, it prompted me more to move away from technical rather than getting a PhD in industrial engineering, to do adopt rate in management studies. And hence I, you know, slightly moved into the people management, operations management, into the softer stuff of managing people and getting stuff done through people, through others.   Michael Hingson ** 18:14 Well, nothing, nothing wrong with that. I know my background was in physics. But along the way, there came a time that I was confronted with an opportunity to take a job that wasn't directly related to physics, and I chose to do it. But out of that, I ended up being put in a situation once where I had to make a choice to either go find a new job or change from doing kind of human factors studies and other things related to a product going in instead into sales, and I chose to go into sales, but my reasoning was, It's difficult enough for blind people to get jobs. Finding a new job would be really a challenge, whereas an opportunity was being offered, and it was a good opportunity, so I accepted it. So again, I know that many times we do find that there is a an opportunity that comes along that maybe we don't expect, and if we take it, it's the right way to go.   Dr Khwaja Moinuddin ** 19:14 Yes indeed. And your story has been fascinating, Michael, to be honest with you, it has been, you know, it's very inspirational. Your story, me and my wife, we were sharing, you know, how you how you overcame adversity, that's really, really, really inspirational.   Michael Hingson ** 19:33 Well, thank you. And I, I appreciate that. And you know, to me, it's just how we live life, and we sometimes we're presented with challenges and and we have to deal with those challenges, which is, of course, our role, and if we don't, then we're the losers for doing it. Well, in your case, did you ever have a defining moment or a situation where, if, since we call this unstoppable mindset, where. Kind of a mindset really affected you and to help you through it.   Dr Khwaja Moinuddin ** 20:05 Yeah. I mean, many, many, many, many situations, there's never a dull day in continuous improvement, so it's full of challenges. Always, always. You know, in every organization I have worked for, there have been challenges in terms of, you know, how to deploy continuous improvement, how to take people with you in the journey of continuous improvement. But one of the things you know early on, when I was doing my my master's degree, is, you know, I think that that laid the foundation also for me to become more resilient and more adaptable. You know, when, when my department said they didn't have funding I wanted to, and this was, you know, when, when I was doing my master's degree, not, not, you know, when I went into my PhD, when I was doing my master's degree, after a semester, they said they didn't have enough funding. So a lot of my colleagues, you know, those who are in engineering, whether mechanical or industrial or or chemical or petroleum engineering, they would they were searching for jobs. I think it was the summer of 2001 and since it was summer, a lot of professors were on were on vacation, and I went door to door, knocking on every professor's, you know, Office, Office door. And almost everybody you know, kind of, you know, either shoot me away or said, you know, we don't have funding. Or, you know, their doors were closed because they were on vacation. So one of the, one of the things I did, you know, you know, I was very, very frustrated. I couldn't sleep. So I thought, What am I doing? What am I doing? What am I doing wrong here? Why am I not getting the funding. Why am I not getting a research assistantship? So as I was laying on my on my bed that that night, one evening, I thought to myself, and an idea came to me, why don't I go into Texas Tech University's Health Sciences Center, which is slightly far away. It's, you know, we have to walk, like, at least half an hour to get to the Texas Tech University's Health Sciences Center. And it's predominantly, you know, biology, Health Sciences Center. So nobody, none of my colleagues, had gone there to look for a job. So I thought, why not go there? Maybe I will find some luck. So initially, you know, I was told, No, you know, you don't have a biology background or, you know, we don't have jobs here. But on the third day, one professor, you know, as I was, I thought, you know, my day, on that day also is going to be a disappointment. Around five o'clock that evening, when I was about to go home and I noticed one professor's door was open. His name is branch Schneider, so if he's, if he's watching, you know, I'm grateful to him also for this brand Schneider. He is the professor in oncology department in Texas Tech University Health Sciences Center. So I approached him, his door was open, and I told him, I'm searching for a job. Any job? Would you be able to give me a job? He thought, he thought about it, and without hesitation, you know, he said, I do have a job, but you may not like it. And he said, You know, it's it involves washing dishes, bakers. Are you comfortable in doing it? I said, I thought about it, and I said, I can do it if it helps me to get in state tuition. And he also thought about it, and he said, Yeah, I think that should not be a problem. And once I agreed to do that, then he said, I don't want you to just do that. I want to use your engineering skills to help me with research. You know, doing some reports, research, reports and analysis using your engineering skills. Would you be able to do that? I said, That's my specialty. I would be glad to do that. So, you know, one thing led to another, and then, you know, he gave me the research assistantship, and you know, I was able to continue with my with my master's degree without, you know, burdening my parents. Because, you know, I had got a huge loan to go to the US, as you know, going to the US during those times is not, is not cheap. It's very expensive. So, you know, I think that's what, that's what laid the foundation. So I thought, you know, nothing is impossible. So if I can do that, I think I can convince people to do change management, at least my change management skills, and, you know, my Lean Six Sigma skills to do the continuous improvement in organizations. So I think that one moment, I think, was, you know, when, when I got that. I didn't realize that, you know, when I got back to my room and I told my friends that, you know, I had got this job, everybody's jaw dropped. They said, You have done something impossible. So they said, you know, we are now going to go to Health Sciences Center also. So I think a lot of our engineering guys went and knocked doors in Health Sciences Center, and they began to get jobs there. I   Michael Hingson ** 25:24 remember once, one of the first jobs my brother ever got. He was, I think, in high school. He had gotten to high school, and he went to apply at a restaurant for a job, just to earn some money. And the owner said, Well, you know, let me think about it. Would you go outside and we got some weeds out in the in the area around the restaurant, would you just pull the weeds? And my brother said, Sure, why not? I don't have anything else to do. So he went out on like, in a half hour, he had, excuse me, he had pulled all the weeds. The manager came out and was just absolutely amazed that he had had done all of that. And he said, Well, okay, and I thought about it, I'll give you a job. And of course, he was really being tested. Would he go out and do whatever he was asked to do? Which Which he did do? And when he came home and told my parents, and I was there at the time about that, they said, you understand that this guy was just testing you to see whether you would do whatever needed to be done to help the restaurant. And you passed, and he got the job. We never know where things are going to come from. And indeed, yes, we should be open and be willing to explore. It's always a good thing when we do that. I haven't thought about that in years, but you just reminded me of that story, and it's a great story, and for me, it was a lesson that you've got to do sometimes different things, and when, when you're really asking for someone's assistance, you also need to look at what they're asking you to do, and you need to do what they're asking   Dr Khwaja Moinuddin ** 27:01 yes, unless it's to shoot No, I'm not going to go out and   Michael Hingson ** 27:07 shoot someone. But that's a different story. But well, that's great. Well, now, while you were in the United States, you also went off and got married, huh?   Dr Khwaja Moinuddin ** 27:18 Yes, I did.   Michael Hingson ** 27:21 Well, that was a that was a good thing. That's another good reason to have come to the US. Yes, now, is your wife from India or the US?   Dr Khwaja Moinuddin ** 27:33 Well, it's a, it's an interesting story. Once again, we she, she is. She's two years younger to me, and, you know, we met at a birthday party, and in, you know, at a professor's daughter's birthday party. And I initially thought I knew her from somewhere, so I was very, very shy to to approach her. But then some of her, some of her friends, or, I think some of my friends who knew her, they asked me if you know I would be okay to drop them to their house. So when I was, when I was driving, I looked at her through the, you know, the rear view mirror, yeah, and I, I liked her a lot, so, but I didn't know whether she was looking at me at that time or not. But then later, I told her that I was looking at you when I was driving. And then, you know, one thing led to another, and you know, we dated. She's from India, so she was also doing her master's degree. When, when, you know, at the time, you know, I was doing an internship in in a chemicals manufacturing company in Vernon, Texas, which is in the middle of nowhere. And I used to drive three hours from Vernon to Lubbock because I thought Lubbock was in the middle of nowhere. But then, when I was when I was working in Vernon, which is just no like a small town of 10,000 people, then when I used to drive back to Lubbock, it was like heaven, Paradise. I could see many people in Lubbock. So when I was driving back and forth. And I was in, I met her in this, in this party, and then we started to date. And then, you know, we got, we got married in the US in 2000 we were dating for a very long time. We lived together also for for a long time, we got to know each other. And then we got married in 2008   Michael Hingson ** 29:42 Ah, well, that's great. Congratulations. How long have you been married now? Thank you.   Dr Khwaja Moinuddin ** 29:48 Well. We have known each other now for 21 years since 2004 Yes, and we have been married since 2008 so 17 years. Wow. Congratulations. Thank you, thank you. And we have a son, 15 years old. And yeah, we, we are still, you know, happily married to each other, and she, you know, she has been a great support for me, not only in times of happiness, but but especially, you know, when I get frustrated, when when I'm not in such a good mood, or when I feel dejected, she has supported me tremendously, and she's still supporting me tremendously, but   Michael Hingson ** 30:30 I bet that goes both ways.   30:33 Yes,   Michael Hingson ** 30:35 you have to be more stable than you.   Dr Khwaja Moinuddin ** 30:41 Yes, well, I think she's more emotionally matured also. Then I don't want to tell her that, but she may know after this podcast   Michael Hingson ** 30:52 well. So you do a lot of work in working with people involved in resistance and change and continuous improvement, and you deal with people with resistance and change. How do you push back? And how do you push beyond that? How do you get people who are so resistive to change to to agreeing to change? You know, the reason I ask is that we all we all hear people talk all the time about how change is important. Changes is necessary, but none of us really want to change. How do you deal with that?   Dr Khwaja Moinuddin ** 31:26 Yes, so, you know, over the years, this is what, this is what I have learned also. And you know, I, I did my masters, my second masters in psychology, and that helped me a great deal. Also, I've always been, you know, fascinated with the psychology of human behavior. So I always wondered, you know, even when working in 3m or in my first company as an intern, I always wondered, you know, why? You know, even if a change is good, why are people resisting? And years and years passed by, I always, I always thought that, you know, we can, we can always convince people with rational, logical stuff, with data. But then I found out, you know, through through trial and error, I don't get convinced using logic. I have my own ways to resist. So when I learned about how I am resisting, I thought that's natural. Then how people, other people would resist. Because, you know my girlfriend at that time, who is my wife. Now, when she used to suggest something I would resist, that. She would say, quarter, you're not organized, you know, let's, let's get the house organized. And I would resist it because, you know, getting organized is a good thing, but then I had my own way of doing stuff. So, you know, to this day, I still resist, by the way, and she's still trying to convince me to get organized, but you know, I know why I resist. You know why I'm resisting. I know how I resist. So you know that, that you know early on, helped me, that, you know, people resist because we are trying to change them. It's not the change, but it's we are trying to change them into something that they don't want to so, for example, you know, one of the one of the line managers, or one of the leaders in a company that I worked for, he was completely against continuous improvement. He was telling me, I have been doing continuous improvement quadra, for 20 years, I don't need you to come and tell me how to do my job and how to improve it. And he was very open about it. I'm so glad he was. He was so open about it. Because, you know, I have also seen people who resist very covertly. They would say yes in front of you, and then, you know, go back and do their own stuff, or, you know, they won't do anything at all. So I wanted to understand him, why he felt that way. And, you know, I went on, you know, plant walks with him, and he was very proud when we were when we were walking around the plant, he showed me all the improvements that he did. So I told him, Bill, his name is Bill, what you're doing is continuous improvement. Bill, so I'm not trying to tell you to do your job. I'm here to tell you how to I'm here to help you how to do your job in a more structured way. And that's what CI is all about. So when I said that, immediately, he said, you know, guaja, I wish somebody you know, in your place, had told me that earlier, because people who had before you, who came before you, they were all about tools and templates. And I hate to use tools and templates. I'm more of a practical guy. So then that was a learning for me, also that, you know, that was an aha moment for me, that people, you know, certain people, have. Certain way of learning, and certain people have certain way of improving, but we all want to improve. So if we guide people in the right direction, and we talk their language, you know, we use their frame of reference, we use their language and and we see what are their pain points, and we try to help them overcome those pain points, then people would naturally, you know, you know, get the we would get the buy in for for the change, and people would not resist so much. So at the end, you know, what happened is Bill became a huge supporter of CI, not only a huge supporter of CI, he passed my green belt exam. Also, I coached him, and he passed my green belt exam. And he was, he was very happy. Initially, he was, he was, he was reluctant to even attend my course. But then, you know, after he went through the course, and then, you know, after we built the rapport. And then I, and then I told him, I'm not trying to replace you or, or I'm not trying to steal your job or, or I'm not telling trying to, you know, tell you how to do your job, because that's not what I'm here for. I'm here to help you. And continuous improvement is a more structured way of doing things, because you may be doing in trial and error, and by doing trial and error, you know, you may be making some costly mistakes, but when we apply it in a structured way, we can avoid 19 99% of errors, most of the time. So he really liked that approach. And he liked my approach of making things very, very practical, not speaking, you know, in heavy technical terms, not using the jargon and explaining it to him, you know, in his own language. That's what helped, you know, reduce the resistance. And over the years, what I have done is also, you know, adapt my way of how I'm approaching resistance. One of the courses which I took, and it was a certification course, also was, you know, instead of waiting for resistance to happen to you, we should approach resistance proactively. You know, when we announce a change, we should naturally expect resistance, and when we have resistance, it's a good thing. I have never, I never heard about it before, before I attended the course. I thought always resistance is bad. I thought resistance is something that we need to fight. We need to convince people, and those people who resist, they don't know what they're talking about. I used to see them as, you know, almost like enemies at workplace. This guy is against CI, why doesn't he or she gets CI, why are they, you know, resisting so much. Why are they criticizing me so much? I used to take it personally also. Later, I learned, you know, not to take things personally as well. So what I what I found, was that we should surface resistance proactively, whether you know it is in work life or in personal life, you know, when we are trying to do something out of the ordinary. When we are trying to improve something, we should expect resistance. And if there is no resistance, then that means either the resistance has gone underground, right, which has gone into COVID stage, or people have not understood the why. You know, what is this change? What is this? How is this going to affect me, people have not understood what you're talking about. So when we explain things, we should naturally expect resistance, and resistance helps in improving, you know, what is whatever we are trying to implement, you know, whether it is like a ERP implementation or, you know, Lean Six Sigma, or a transformation project, digital transformation, anything that we are trying to do, if people are resisting or if people are expressing concerns, it's a good thing. That's what I have learned over the years. Yeah,   Michael Hingson ** 38:50 at least, at least then they're open and they're talking to you about it, which is important. So how do you deal with the person who says, you know, like, like, Bill, I've been involved in continuous improvement, and maybe they really have, but you're talking about change, but in reality, what we have is working, and I'm not convinced that changing it is really going to make a difference. And you know, how do you deal with that?   Dr Khwaja Moinuddin ** 39:21 Yep, again, you know, over the years, I have so many stories this. This story, again, is some of the organizations I have worked in this. This particular person was, was saying the same thing. You know, it was one of the TETRA pack manufacturing lines, you have seen the TETRA pack, right? So the the TETRA pack where juice is packed, or milk is packed, or any beverage is packed, right? So these Tetra packs, when they were producing those Tetra packs of juice, they had. An issue of the juice packs being either overweight or underweight. So they had this continuous issue on the line, not just one line, but I think three or four of the lines, so consistently, it would be either overweight or underweight. And if you are consistent, if you are having the overweight or underweight, you would be audited, and you would get into all sorts of trouble. And moreover, you know, you're losing money if you if the pack is overweight and if the pack is underweight, somebody can, can, you know, file a claim. Customer complaints would increase. So this, this particular line manager, he said, you know he was, he was avoiding me. And I know that he would, he would avoid me so, but he, you know, at that point of time, he had no choice. So he said, kwaja, I have a few ideas, you know, I don't before, you know, you come and tell me, you know, continuous improvement, blah, blah, blah. I have a few ideas. I want to test them. And he gave me, he gave me, you know, the his thought process, and he wanted to try that before, you know, he before he agreed to listen to me. So I said, Bob, I'm all for it, please. Please, go ahead and let's see whether you know what you're trying to do. Works or not. So basically, in, you know, in our language, what we call it as as an experiment in continuous improvement terminology, we call it as an experiment. He was trying to do, you know, an experiment with one factor at a time, meaning that, you know, he would try to change one variable, and he would try to see whether that has any impact on, you know, the over overfilled packs or under filled packs. So he wanted to change one variable at a time, and there were three, four variables at that time, which he thought were, you know, suspects. So he wanted to change those variables and see what the impact would be. So I told him, Bob, yeah, let's, let's, let's try that. And I told him, you know, very politely, if that doesn't work, would you be willing to try what I am asking you to do? Because I have an idea. Also, he said, Yeah, let's, let's, let's do that. So I worked with him. I worked with him on the line, with his supervisors also. And he tried, you know, one factor at a time. He trained. He changed this, he changed that. It didn't work. So reluctantly. But then the good thing was, he was open minded also, reluctantly, he said, Okay, let's, let's sit in my office and let's talk. So I told him about a concept called Design of Experiments, DOE, in that, in that me using that you know, methodology, you can basically, you can basically have three, four factors which you can vary them simultaneously, and then see the impact on over packing and under packing. So when I explained to him, when I when I taught him about the concept him and his supervisors and the line operators, he said, Yeah, let's let's try. Let's see if this works. And at the end of the day, we were both trying to improve the process. We were both trying to get rid of this problem, sure, so we should be rolling. And then it worked within, within a few days, the problem got resolved. So what I learned from that is, sometimes, you know, you need to let people you know hit the wall before you offer them a solution. So that's something that I have learned. But of course, you know, in this case, it was not such a costly mistake. It was not, it was not like a disaster, but it was the controlled disaster. So, so what   Michael Hingson ** 43:28 was the actual change? What what change was made that fixed the problem? Or what was your idea that fixed the problem because he was changing variable at a time, but that was one example   Dr Khwaja Moinuddin ** 43:39 at a time. Yep. So we had to do the root cause analysis. And through the root cause analysis, whatever variables that he was going after were not the root causes because he was not using a structured methodology. Okay, when we use the structured methodology, we went into root cause analysis. We did a structured like a fish bone diagram. I don't want to go into the technical details, but we did the in depth root cause analysis, and then we did something called as a design of experiment, where we chose three factors and we varied it simultaneous, so it is a controlled experiment which we did, and immediately, you know, it's not that you know you would do that, and you would get result. One month later, you would get results immediately, you would see the result immediately when you do that experiment versus what he did, it involved a certain bit of time. It would take one week for us to see a change. So when I showed him this and this versus this, he was really impressed. And from that day onwards, he became a huge supporter of CI, in fact, you know, the plant in which I was working in, you know, with the support of, you know, one of the plant managers, Tim, his name, I'm I'm still, you know, in touch with him, and you know we share thoughts with each other. I see him as a huge mentor. Also, you know, we got plant of the Year Award for a plant to talk. About to be shut down, back in 2009 so that's, that's, you know, how we were able to, you know, build the, get the buy in from all the line managers and, you know, get started on the continuous improvement journey. Because the the the management had told that if you don't improve within a few months, you would be shut down. So we all work together, and we did experiments like this, and we were able to turn around a plant, of course, you know, not just me, so I just played one small role in that we did as a team. It was a team effort,   Michael Hingson ** 45:34 and that's how you really overcome resistance to change when, when people see that you bring something to the table that works, then they're probably more apt to want to listen to you.   Dr Khwaja Moinuddin ** 45:49 Yep, indeed. We need to know what we're talking about. You know that that builds trust? Definitely.   Michael Hingson ** 45:54 Yeah. And then the issue is that you what you're talking about is is, in a sense, different than what they understand, and it's a matter of establishing credibility. Yes, which is, which is pretty cool. Well, so tell me about your books. You've written two books, and you've written I n, s, p, i R, E, and you've, you've written another book, tell us about those.   Dr Khwaja Moinuddin ** 46:25 Yes, so I, you know, I have always wanted to share my knowledge, and I have always been sharing my knowledge, you know, through training, through coaching, I have conducted so many training sessions, so many and I have learned also, you know, from from shop floor employees, frontline employees, from middle managers. I have learned so much from them. And also executives, top executives, you know, leaders from various industries. You know whether it is manufacturing or logistics or, you know, back offices, banking, you know, pure manufacturing or logistics container, container shipping business, or aluminum rolling business. So I wanted to write this book to share my knowledge, because when I see that change management or change is being implemented very poorly, that really frustrates me. So I wanted to share this, and I have seen, you know, numerous books being written on this. You know, numerous frameworks, also, you name it. You know, there are so many books out there. What I wanted to do is give a simple framework, which is, I, N, s, p, i, R, E, which is, you know, if you have to implement change you need to inspire employees. There are no two ways about it. If we can talk about logic, we can talk about change management, we can talk about what's in it. For me, everything, but in my experience, if anyone is, if any employee or if any individual is not inspired by the change, the change is not going to go anywhere. They may do out of compliance, but we will not really get their hearts in it. And that's why I, you know, came up with this framework called Inspire, which is I basically is inspired the need for change in employees. N is navigate the organization and build a coalition. And stands for that. S is to surface resistance proactively, meaning, as we discussed, don't wait for resistance to hit you. You know when you least expect it, and then, and then, you know the change goes nowhere. Surface resistance proactively. And P is plan, your implementation. You know, when I say plan, not just, you know, like a, like a 20 step bullet point, there are so many plans that need, that need to come together, like a communication plan, resistance management plan, a training plan. There are so many plans that need to work together. And again, depending on the complexity of the change, you know, I never advocate, you know, over complicating stuff. And then you have, I, which is implementation When, when, you know, this is where rubber meets the road, if we don't implement the change in a structured way, you know, leaders are not role modeling on the shop floor. Leaders are just, you know, we call it as EMR. And this is, again, from another framework called Aim. Aim, you know, basically what we what we mean here is you can express. Leaders can express about the change, role model the change and reinforce the change. EMR, so if leaders are just expressing the change, it will lead to one times the improvement, but if leaders are role modeling the change, it will lead to three. Times the change acceleration. And if leaders are reinforcing the change, it will lead to 10 times accelerating the change. So that's what I talk about, in terms of implementation, you know, experimentation and stuff, which is i, and then you have reinforce and sustain, which is r, and then E stands for evaluating and learning. You know, after we close a change initiative, after we signed off on a change initiative, have what have we learned from it? What have we learned from it, and what, what if we had a, if we had a chance to make a do over, what would we do differently? What have we learned from it? And what would we do differently, and if we were to do implement another change, what are the learnings that we can take from this change that we have implemented and apply the learnings in our next change? And also, you know when, when leadership transitions, many, many changes, what? What happens? And you know this is what I have experienced, and this frustrates me a lot as well. Is, you know, when leadership changes, the change gets, you know, messed up. I want to say fucked up, but you know, and I don't know if I'm allowed to say that. You know, every leader, every leader, wants to come in and you know, right or wrong? You know, I'm not blaming a leader wants to leave their mark in the organization, which is good, but what they what they inadvertently do, is undo the change which their predecessors have done. And then people get confused, you know, they say it as a flavor of the month. Or they say, Okay, let's wait until this leader moves on, so that, you know, we can, we can, you know, just wait until this change passes away and it leads to, you know, production of morale and lots of issues. So this is what I talk about in my book, as well, how to avoid these, these situations. So it's like a practical framework where you know which anybody can take and apply to any change of any complexity, and you know if, even if it is very, very simple change which is going to take maybe 10 days or five days only, they can quickly go through the Inspire framework and see, you know, what are the gaps and whether we have, whether we are implementing the change in a proper, structured way. And these are in this is just a framework, you know, and you know, we don't have to use all the tools that I have mentioned in the book. We can pick and choose the tools which are relevant for the change that we are trying to implement.   Michael Hingson ** 52:38 What is the the key to making change sustainable when maybe leadership changes or the company environment shifts,   Dr Khwaja Moinuddin ** 52:48 yes. So, you know, as Dr Deming said, constancy of purpose, right? So, so if I'm a leader, Mike, and you know, if I'm changing my role, and if I'm going to, you know another function or another department, whether in the same organization or in a different organization, and let's say that you know, Mike, you are taking over my role. What is the constancy of purpose? You know? Are we? Does the organization, you know, it starts from our organization level. Does the organization have a constancy of purpose, and is it aligned with the vision and mission and whatever I have, whatever changes I have implemented, have I communicated them to you? Is there a smooth handover between me and you, so that you understand what are the changes I have done, what are the improvements I have done, and you know how you can take it forward and continuously improve upon it. So one thing is completely undoing and the other thing is continuously improving upon it. So that, you know, people see it as a natural, continuous improvement, rather than continue, rather than, you know, abruptly undoing something and then, and then, you know, starting from, you know, scratch, starting from scratch, and saying that, Oh, no, no, no, no, whatever this person did is total crap. And now we are going to change or revolutionize the whole organization where, which, you know, nine out of 10 times is, is, you know, you're just rehashing what this person has done into something new, into, you know, a different framework or a different bottle, however you want to frame it. So the there has to be a smooth hand over. So that's, that's, you know, point number one, and point number two is the the employees, the middle managers have the middle managers and the in the whole leadership team. They have an obligation. They have a accountability to make sure that, you know, they are aligned, to make sure that if one of their leadership team members is moving on, whenever a new leadership team member comes on board, to onboard them in a structured way, not to leave them, you know, hanging, not to, you know, not to let that person. Know, implement his or her own way completely. You know, let on board them and let them know what has happened in the organization. How they can, you know, continuously improve upon it. I'm not saying that, you know, revolutionary change is not required all. I'm saying that there are times when a revolution is required, but most of the times, continuous improvement is good enough. You know, when, when we, when we continuously improve. It keeps the continuity going. And people don't see it as you know, change after change after change. You know, we don't, we don't induce change fatigue in the organizations if we, if we do it as a continuum   Michael Hingson ** 55:40 makes sense, and it's all about and it's all about communication, yep,   Dr Khwaja Moinuddin ** 55:44 indeed. And that's where, you know, that's why I have written my second book, which is, which is about active listening. You know, I'm a bad listener, I have to be honest. So I used to be a very, very bad listener. Now I'm just a bad listener. So I have continuously improved on my listening skills, and at least I know now that you know, I'm aware of my how I need to improve my listening skills. So over the years, I have done, I have I have learned the techniques of how to listen and when and when I say listen, it is not to many people, many of us, you know, even even now. Also sometimes I catch myself, you know, trying to listen to reply or listen to respond. So when I catch myself doing that, I consciously, you know, try to listen to the person. So again, in this book, I have shared, you know, the the techniques which would help anybody to become a better listener, which, you know, one is one of the requirements for being a great leader, how to listen to people and how to listen to people, truly, truly listen to people. So I talk about simple, simple techniques in the book. You know, for example, paraphrasing, remembering, listening without judgment, right? Or suspending judgment, as I say so. You know, I rank these techniques in increasing order of complexity, suspending judgment being the most difficult, you know when, when someone starts speaking, or, you know, even if, even when we see someone immediately, in the first five seconds, we judge that person. And, you know, right or wrong, we judge that we and in this book, also, I talk about, you know, why we are prone to judging people, and why we have such a such a difficult time in suspending judgment. So if we are aware that you know, let's say that you know when I'm talking to you, Mike, if I catch myself judging you right, so at least I know that I'm Judging You right. So at least I can I know that I'm judging you, and I should not do that. I should listen to you, and I should try to understand where you are coming from, instead of saying, instead of just thinking in my mind, oh, whatever Mike is saying is it doesn't make any sense. So maybe initially it may not make sense. But you know, when we open our ears, we have two years, and that's for a reason, and only one mouth. So we need to listen, and we need to completely understand where the other person is coming from, whether you know it is in personal life or in work life. You know, when we, if we don't listen to the teams whom we are managing, and if we just say, you know, do as I say, it's my way or the highway, people will do because you know you are their line manager. But it won't last long. No, the minute you, you know, change your team, or the minute you go out, people will, people will be, you know, good riddance. So, so that's what they'll be thinking. So how to listen to people, and also it will help the leader to grow. You know, over the years, when I listen to my wife, I have understood my own shortcomings, and if I had listened to her 20 years back, maybe I would have been a different person. Maybe, maybe I would have been a more mature person. So this is what, you know, I talk about in the in the book as well. How can we truly, truly listen? And some techniques like paraphrasing. You know, when, when our mind wanders, you know, it will be good to paraphrase the person to whom you're you're speaking so that you know you you remember, so remembering, paraphrasing, empathy, for example, you know, not just talking about KPI, KPI KPIs to the team members. Understand how they're doing. You know, are they having any personal issues? How is their family? You know, work is not, you know what, what? Work is a part of our life. But you know, we spend eight to 10 hours at at a workplace. So we need to know the team members whom we are managing, and we need to listen to them. If somebody is, you know, performing badly, right? It's very easy to give them a negative feedback. But. So if we listen to them, and if they feel heard, maybe they are going through something, or maybe they are not getting enough support. If we listen to them, and if we create that environment of active listening in the whole team, suspending judgment and listening actively, then we create a more stronger bond, and the team would would become like a world class team. This has been my experience. So this is what I have shared in my, in my in my second book,   Michael Hingson ** 1:00:29 and certainly words to to remember. Well, we have been doing this an hour now, and I think it's probably time that we we end it for the day. But if people want to reach out to you. How can they do that?   Dr Khwaja Moinuddin ** 1:00:43 Well, I am there on on LinkedIn, and people can reach me through email, and I'll be more than happy to, you know, respond to anything they need. And I'm I know if people want to reach out to me to conduct any training sessions, my website is also their journey towards excellence. You know where I have my offerings. So   Michael Hingson ** 1:01:04 what is the website? What is the website called, again, journey towards excellence. Journey towards excellence.com, okay, and your email address, khwaja.moinuddin@gmail.com and spell that, if you would   Dr Khwaja Moinuddin ** 1:01:21 Yes, please. K, H, W, A, j, A, dot, M, O, I n, u, d, d, I n@gmail.com,   Michael Hingson ** 1:01:32 great. Well, I hope people will reach out. I think you've offered a lot of great insights and inspiration for people. I appreciate hearing all that you had to say, and I knew I was going to learn a lot today and have and I always tell people, if I'm not learning at least as much as everyone else, I'm not doing my job right. So I really appreciate your time, and it's now getting late where you are, so we're going to let you go. But I want to thank you again for being here, and I do want to thank everyone who is listening and watching us today. We really appreciate it. If you would, I'd love it. If you'd give us a five star review. Wherever you're watching us and listening to us, if you'd like to talk to me or email me about the episode and give us your thoughts, feel free to do so. At Michael H, I m, I C, H, A, E, L, H i at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page. Michael Hinkson, that's m, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, love to hear from you if any of you have any thoughts as to someone else who might make a good podcast guest. And quad you as well. Would love it if you let us know we're always looking for more people to come on and be guests on the show. But again, kwaja, I want to thank you for being here. This has been wonderful.   Dr Khwaja Moinuddin ** 1:02:47 Thank you. Thank you so much, Mike, and it's been a real pleasure talking to you, and it's an honor to be part of your podcast. I wish I had met you earlier and learned I would have learned so much from you, I would definitely, definitely, definitely, you know, reach out to you to learn more. And you know, thank you for the opportunity. Thank you definitely for the opportunity.   **Michael Hingson ** 1:03:15   You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to inter

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