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Last time we spoke about the beginning of the Battle of Hong kong. Japan's rise as a threat to British interests accelerated through the 1920s and intensified after invading China. Britain's response remained contradictory—diplomatically conciliatory yet militarily apprehensive. While Singapore and Malaya received substantial reinforcements, Hong Kong was acknowledged indefensible, yet the 1936 Defence Scheme attempted to fortify it as an island fortress. Governor Northcote urgently advocated evacuation, recognizing the futility of defense. London rejected this, fearing it would demoralize China and forfeit sovereignty claims. Reinforcement requests from commanders like Grasett fell on deaf ears until Grasett independently lobbied Canadian leaders. This persistence finally convinced Churchill to dispatch two additional battalions. On December 8, 1941, Japanese forces attacked across three fronts with overwhelming force. Within hours, the RAF was destroyed on the ground, demolitions proved ineffective, and British units rapidly retreated toward the Gin Drinkers Line, facing an enemy that outnumbered and outmaneuvered them from the opening moments.   #217 The Battle of Hong Kong Part 2: the Island Aflame Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Around 1500 hours on 9 December, Colonel Doi of the 228th Regiment arrived at Needle Hill, just north of the Gin Drinkers Line, ahead of his main force. For two hours he studied the British defensive positions through binoculars, noting trenches and bunkers—and to his surprise, washing lines fluttering with white clothes. The sight spoke volumes about the 2 Royal Scots' lax discipline. Then fog descended, reducing visibility to barely twenty meters, and heavy rain obscured the landscape. Doi sensed a fleeting advantage but lost radio contact with his battalions. Worse still, the Shing Mun Redoubt lay outside his regimental boundary, making an unauthorized attack a serious breach of protocol. When his units finally arrived, supporting artillery remained unavailable, held up by demolished roads. Doi chose to attack anyway. Doi ordered the 2nd Battalion to scout the eastern approach while the 3rd Battalion spearheaded the main assault. Major Nishiyana commanded the 3rd, sending Lieutenant Wakabayashi and Kasugai with 150 volunteers to lead. The Shing Mun Redoubt itself comprised five concrete pillboxes and an artillery observation post, connected by underground tunnels named after London landmarks—Piccadilly, Haymarket, and others. The whole complex sat on small rises above Jubilee Dam, then the British Empire's tallest. Defending the redoubt was A Company, 2 Royal Scots, under Captain Jones—just three officers and 39 men. One platoon of 25 soldiers under 2nd Lieutenant Thompson held the forward positions. Against this stood 150 Japanese attackers, with another 1,500 troops in reserve. Battalion orders forbade using the concrete works as fighting positions; they were meant for the Vickers machine-gun team and artillery protection. No mines could spare the redoubt's perimeter. On the night of the 9th, roughly half the defenders sheltered in the observation post while the remainder manned pillboxes 401b and 402. At 2000 hours, Thompson led a nine-man patrol northward to check Needle Hill and Shing Mun Valley. Despite two and a half hours in the field, the patrol returned at 2220 hours without detecting the Japanese force massing just 500 meters away. By that time, Lieutenant Kasugai's assault group had crossed Jubilee Dam undetected, bypassed unmanned Post X, and assembled below Pillbox 401b. At 2200 hours, Japanese sappers cut through two lines of wire. At 2300—H-Hour—Lance Corporal Laird heard movement in the bushes and opened fire. The Japanese answered with grenades and rushed the pillbox lines. One team entered the tunnel system; another hurled grenades through the air vents. Corporal Campbell swung his Vickers toward Pillbox 401, catching Japanese headquarters personnel in the open. Sergeant Robb mustered a counter-attack force of thirteen men. Five fell as casualties—Laird, Basnett, Coyle, Casey, and Jardine. Casey was killed; only Jardine escaped. The alert triggered gunfire from the observation post's defenders, and Forward Observer Wilcox called down 4.5-inch and 6-inch artillery fire. Without strong reinforcement and leadership, four Royal Scots and an Indian sentry abandoned the northern positions and withdrew to the observation post. Captain Jones received orders from Brigade to counter-attack, but delegated the task to Thompson. As Thompson attempted to leave the observation post, he found the gate locked from outside. This calamity had a backstory: just before the attack, Thompson had admitted a civilian at the request of Force 163 (SOE's sabotage unit in Singapore). Private Wylie had taken the observation post key from Lance Naik Kishan Singh and, upon exit, locked the gate behind him. The three officers were now literally locked out of the battle. Second Lieutenant Mochizuki and his platoon infiltrated through open trenches and began attacking the observation post from above, attempting to breach the hatches. The defenders held for three hours before Japanese sappers forced explosives down the air vents. At 0230 hours, the blast killed two Indian signallers inside. Thompson sustained a severe eye wound from grenade shrapnel; Jones and Warrant Officer Mead were both wounded. The remaining fifteen defenders surrendered; eleven became casualties. Meanwhile, a Rajput patrol engaging Japanese forces in the river valley managed to drive them back toward the redoubt. One final pillbox endured for another eleven hours before suffering the same sapper treatment. By 0400 hours on 10 December, the entire redoubt was lost. For just two killed, the Japanese had achieved a decisive victory—the breakthrough that would shift the entire campaign's trajectory. By dawn, a Japanese flag flew triumphantly from Point 255.   Major-General Maltby's assessment was stark: "This was calamitous, for Shing Mun was the key to the whole of the left position." Yet the Japanese perspective differed sharply. Having achieved a breakthrough, Colonel Doi received astonishing orders to withdraw—his success had transgressed into the 230th Regiment's sector and violated the meticulously prepared war plan. Doi refused. After heated confrontation with Major-General Ito and Lieutenant-General Sakai, his insubordination was later censured, though a divisional staff officer, Oyadomani, bore the scapegoat's burden of rebuke for failing to restrain Doi's initiative. With Shing Mun secured, Doi methodically fed reinforcements into the position. Throughout December 10th, the Japanese remained uncertain of their advantage and adopted a cautious strategy, probing British lines to exploit the evident disorder. Brigadier Wallis ordered the Royal Scots to mount an immediate dawn counterattack supported by the Rajputs and artillery. Lieutenant-Colonel White demurred; his battalion lacked any reasonable prospect of success. The resulting counterattack proved half-hearted at best. At first light on December 11th, the Japanese pressed Golden Hill forcefully, only to be repulsed by Captain Newton's Rajputs and gunfire from HMS Cicala. White positioned D Company in shallow shell scrapes and rusted wire—inadequate defenses against Japanese assault. Captain Pinkerton led a desperate bayonet charge that morning, temporarily clearing the Japanese and enabling the evacuation of wounded. Yet B, C, and D Companies absorbed devastating losses; Captains Rose and Richardson fell commanding their positions. With the Royal Scots collapsing, X Company of the Winnipeg Grenadiers and armored support rushed westward to seal the widening gap along Castle Peak Road. Meanwhile, Maltby grappled with alarming reports: Japanese landings on Lantau Island southwest of Hong Kong. Heavy artillery drove them back. A second probe at Aberdeen, where Special Naval Landing Forces approached within 300 yards of the naval base, was repelled by Canadian machine-gun fire. In hindsight, these were mere feints—never intended as the primary thrust. The stratagem succeeded. Maltby retained his island reserves—the Middlesex and two Canadian battalions—precisely where they would be needed. Had Wallis executed a forceful counterattack on December 10th with the Royal Scots and brigade reserves, the Rajputs might have retaken Shing Mun while the Japanese remained disorganized. Instead, Colonel Doi faced a furious Sakai, who had flown down from 38th Division headquarters at Taipo for what amounted to a pre-court-martial examination. The moment passed. After only 48 hours of combat, Maltby concluded the mainland was indefensible. The three battalions would withdraw intact to Hong Kong Island to assume their fortress defense roles. The naval commodore objected—demolitions, supply transfers, and troop ferrying required more time. The evacuation order was deferred 24 hours until noon on December 11th. At that hour, the decision was finalized: the mainland would be abandoned under cover of darkness. Further demolitions followed—the China Light and Power Station, the cement works on Tsing Yi Island, the docks. Yet Brigadier Wallis believed this merely a precautionary measure; he anticipated holding the mainland for at least another week. The withdrawal avoided Kowloon's congested streets, where street fighting and fifth columnists might have entrapped the British—a calculation that proved prescient, as an IJA advance column of 350 men from the 3/230th infiltrated Kowloon on the morning of December 12th to cut off the retreating garrison. The Royal Scots and Canadians retired south to Shamshuipo Barracks and Jordan Road Pier in western Kowloon; the Rajputs and supporting gunners withdrew eastward to Ma Lau Tong, which anchored the fortified Devil's Peak Peninsula. Maltby intended to hold this commanding position permanently—it was easily supplied across the narrow Lyemun Strait. The evacuation proceeded largely as planned. The Canadians and Royal Scots embarked on the afternoon and evening of December 11th under Punjabi covering fire. The Punjabis faced a harder journey—a moonlit scramble along steep Kowloon hills laden with supplies but critically short of mules. One group lost its way at a crucial junction, splitting into two columns. One proceeded toward Devil's Peak as planned; Battalion Headquarters descended into Kai Tak Airport, threaded through Kowloon City, and was evacuated by Star Ferry at Tsim Sha Tsui, fighting until the final moment as the last man boarded. The Rajputs' commander, unable to reach his Punjabi counterpart, abandoned Ma Lau Tong for the closer Hai Wan line near Devil's Peak. By 0400 hours on December 12th, the Punjabis and one Rajput company, accompanied by the gunners of the 25th Medium Battery, crossed Lyemun Strait to Hong Kong Island. Morning evacuations continued with minimal Japanese interference—a surprising restraint. Naval support proved crucial. The withdrawal completed by the morning of December 13th, though 170 mules were lost to the desertion of Chinese laborers—a deprivation that would haunt the subsequent campaign. During this passage, the IJN attempted shore bombardment. The Japanese cruiser and supporting vessels found themselves outranged by the defenders' 9.2-inch guns. The damage inflicted proved sufficient to discourage future naval adventures; for the remainder of the battle, the IJN maintained a cautious distance and played only a peripheral role. The speed and execution of the withdrawal apparently caught the Japanese unprepared. Their most probable expectation had been a full-scale assault on Devil's Peak accompanied by heavy bombardment—a day earlier, an assault without artillery preparation had been driven back with severe losses. The British appeared stronger than anticipated. The defense of the mainland had lasted only five days. With the mainland secured, the Japanese pivoted toward Hong Kong Island. The first move was diplomatic rather than military. At 0900 hours on December 13th, a small boat bearing a white flag crossed the harbor. It carried Colonel Toda, Lieutenant Mizuno, Mr. Othsu Dak, and two European women—the prominent and heavily pregnant Mrs. Macdonald and Mrs. C. R. Lee, wife of the Governor's secretary, accompanied by her two dachshunds. The surrender terms were flatly rejected. Major Boxer delivered the written refusal personally. Mrs. Macdonald remained in Hong Kong to give birth; Mrs. Lee and her dogs returned to Kowloon. The Japanese commenced systematic shelling of selected targets. On December 13th, a 9.2-inch gun on Mt. Davis was silenced; Belcher's Fort sustained damage. The following day, a 3-inch mount on Mt. Davis was hit, killing Chinese gunners and triggering morale collapse; some deserted. On December 15th, the barrage shifted to the northern shoreline, deliberately targeting pillboxes. At 2100 hours that night, approximately three Japanese companies attempted crossing the harbor in rubber rafts toward Pakshawan but were driven off by machine-gun fire. Fifth columnists intensified their operations—signaling with mirrors, sniping from concealed positions, spreading propaganda to encourage Chinese desertion. Their impact might have been catastrophic had not Rear-Admiral Chan and Colonel Yee, armed with tommy guns and grenades, systematically eliminated many of these saboteurs. By December 16th, half the pillboxes between the racecourse and Lyemun Strait lay destroyed. The intended crossing site was unmistakable. On December 17th, the Japanese dispatched a second peace mission—Colonel Toda's team now accompanied by Mrs. Lee with her dachshunds and a pregnant Russian woman. Again, the overtures were rebuffed. On December 18th, the bombardment reached new intensity. Oil storage tanks ignited, sending dense black smoke cascading across the northeast corner of the island—perfect concealment for what was to come. All signs pointed to imminent assault.  I want to note something here, you sometimes hear about how race played a role in the Pacific War and indeed it did. Racist attitudes were found on both the western and Japanese side of the war. There is a fantastic book dedicated to this by the way called, War without Mercy by John Dower, highly recommend it. What is interesting is how these racial attitudes actually affected decision making during the war. Take General Sakai's night amphibious assault for example. Western soldiers such as the Canadians in Hong Kong reported they were told by their commanders that quote "Don't worry about the Japanese, they can't see at night, they all wear glasses" another Canadian soldier wrote in a diary "They don't see well, especially at night we knew this as a matter of fact." Indeed the week before the outbreak of the battle of Hong Kong, Canadian officers attending a briefing by a British officer were informed that "Japan's aircraft were mostly obsolete, its air force had little practice in night flying, and its pilots were myopic and thus unable to carry out dive-bombing attacks". You might be asking yourself, why did they think the Japanese were myopic? The scientific explanation of the day was this "That the Japanese suffered widespread inner-ear damage. What caused this? Japanese motherhood, the practice of strapping babies to their mothers backs, it was explained caused their heads to bounce about, like when they harvested rice and permanently impaired their sense of balance". I particularly love this quote, one of my professors dedicated an entire class to the bizarre racial attitudes before and after the pacific war. There was a belief the Japanese could not see well at night, many western air force commanders actually believed there were times of day like at dawn or dusk where Japanese pilots would not operate because of this hindrance. American military commentator Fletcher Pratt in 1939 analyzed Japan's military strengths and explained it had four major weaknesses. The first was scarcity of resources such as iron, and steel. The second was that the Japanese "can neither make good airplanes nor fly them well" as a result of " the Japanese as a race have defects of the tubes of the inner ear, just as they are generally myopic. This gives them a defective sense of balance, the one physical sense in which an aviator is not permitted to be deficient.". The third was that the Japanese were short-tempered and were inclined to waste men unnecessarily when operations did not go well. The fourth was that the Japanese would simply never date to provoke a war with the US. Again Mr Pratt was an American military commentator whose information came from multiple accounts given by high ranking military officials! The British military maintained that the Japanese avoided night operations on land because they were simply incapable of caring them out well, while they avoided nighttime aerial attacks, as well as dive-bombing for the same reasons Pratt said quote "their pilots were poor and their aircraft inferior.". So take this all to mind when I talk about how certain ranking officers go about making their decisions. By the evening of 14 December, evacuated mainland units had regrouped on Hong Kong Island. The defensive structure was restructured into two brigades: Brigadier Wallis commanded the East Brigade from Taitam Gap, while Brigadier Lawson headed the West Brigade from Wongneichong Gap. This reorganization placed the 5/7 Rajputs across the north-east perimeter, defending over 3,500 metres of coastline with B Company positioned on the hills behind Taikoo Docks. The Royal Rifles of Canada held the north-east corner from Stanley to points south, with reserve positions at Lyemun. Two HKVDC companies supported from Taitam Valley and Pottinger Gap, while the veteran Hughsiliers manned the North Point power station. British and Canadian artillery provided fire support across the northern approaches. The West Brigade held the north-western and south-western shores. The 2/14 Punjab stretched from Causeway Bay to Belcher's Point, protecting Government House and General Maltby's headquarters, with battalion headquarters at Mid-Level. The Winnipeg Grenadiers covered the south-west from Wanchai Gap, with one company detached to the brigade headquarters at Wongneichong Gap. The 2 Royal Scots, severely mauled at Shing Mun, were held in reserve with fresh replacements from the HKVDC. The Middlesex Regiment's companies were dispersed along 72 pillboxes encircling the entire shoreline, while an improvised Z Company of clerks, musicians and cooks defended battalion headquarters at Leighton Hill. Supporting artillery included 9.2-inch and 6-inch guns on Mt Davis and 4.7-inch guns at Belcher's Point. As darkness fell on 17 December, Japanese reconnaissance swimmers reached Taikoo, confirming the crossing site despite detection. Reinforcements arrived: 18 additional heavy bombers from Guangzhou and 26 fighters from Taiwan joined the aerial assault. The crescendo of artillery fire on the 18th, combined with masses of small craft gathering across the harbour, signalled the imminent invasion. Japanese divisional headquarters shifted to Ma Tau Wei near Kai Tak Airport; the 23rd Army moved to Taipo. The invasion force disposed itself with the right flank embarking from east and west of Kai Tak, the left from Devil's Hill area. At 1800 hours, the invasion order was issued; by 1930 hours Sakai himself arrived in Kowloon to oversee the crossing. At precisely 2000 hours, the 2/228th Regiment silently paddled their collapsible craft toward Taikoo Docks and the nearby sugar factory as artillery support commenced. Colonel Doi embarked with 80 headquarters personnel aboard a large barge, leading the second wave. The conditions favoured the invaders—a moonless night, sporadic showers, and thick black smoke from burning oil tanks obscured their movement. They reached the midpoint undetected before searchlights and machine-gun fire scattered the small boats, separating commanders from their units. Despite this chaos, the assault pressed forward. At 2140 hours the artillery shifted to deeper targets; at 2145 hours the first wave of 3/230th landed at North Point, followed minutes later by 2/228th and then 2/229th. Three red flares signalled a successful landing. All six Japanese battalions were ashore by midnight, though wire fencing delayed their advance and Bren carriers added to the confusion on the beach. General Sano arrived at Taikoo one hour later. The 5/7 Rajputs bore the initial brunt of the assault. Despite days of preliminary shelling, the Rajputs mounted a stubborn defence; Japanese casualties mounted rapidly. The anti-tank company suffered so grievously that only a single gun remained operational. The Japanese plan was tactical rather than frontal—bypass isolated positions for later elimination and push rapidly toward high ground. Overwhelmed by numerical superiority and losing most of their officers, Rajput resistance gradually crumbled. Contradicting all evidence, Maltby remained convinced the main Japanese assault would strike directly at Victoria from Kowloon. He therefore withheld the counter-attack, instead dispatching a platoon of Middlesex troops, Royal Marines, naval personnel, and the Rajputs' reserve company—supported by artillery—to establish a defensive line blocking the Japanese advance toward Central District. Three HKVDC armoured cars were sent to protect East Brigade headquarters; two more reinforced the Middlesex battalion headquarters. It was manifestly inadequate against six Japanese battalions. In post-war dispatches, Maltby conceded his grave miscalculation: he believed he faced at most two battalions, not a full division. As the 3/230th broke through D Company of the 5/7 Rajputs, the 2/230th came ashore nearby and wheeled westward toward Victoria. Their advance halted abruptly at the North Point power station, held by an extraordinary force: four officers and 36 men of the HKVDC Hughsiliers Platoon—alongside 39 civilian volunteers from China Light & Power and Hong Kong Electric, including the station manager Vincent Sorby—plus eight Free French soldiers commanded by Captain Jacques Egal, a Shanghai businessman turned soldier. Without exception, these men were World War I veterans, many aged 55 or older. Some had fought in the Boer War. Major J. J. Patterson, the Hughsiliers' commander, had served with Allenby's Camel Corps and been mentioned in dispatches six times; he was chairman of Jardine Matheson and a legislative councillor. Private Sir Edward Des Voeux, 8th Baronet, a millionaire bullion trader and secretary of the Hong Kong Club, had enlisted as a private when deemed too old for mobilization. Private T. A. Pearce, 67 years old, was chairman of J. D. Hutchison & Company and secretary of the Hong Kong Jockey Club. Captain Bruch, the second-in-command, aged 60, chaired a major trading house. The list extended through Hong Kong's business elite, each choosing to fight rather than flee. These old men held an entire regiment at bay. When Patterson called for aid, Maltby dispatched an HKVDC armoured car with a platoon from Z Company, 1 Middlesex, but the reinforcement was ambushed before reaching the station; only nine soldiers, including 2nd Lieutenant Caruthers, broke through. Unable to dislodge the defenders by assault, the Japanese resorted to bombardment. By 0145 hours on 19 December, surrounded and ammunition exhausted, the defenders withdrew to King's Road behind a disabled bus. The Japanese deployed three machine guns, killing or mortally wounding all but Private Geoghan. A Japanese officer, believing all dead, cautiously approached—only to have Geoghan, despite his wounds, surge from cover and charge. He killed the officer and four soldiers before collapsing from wounds. Somehow Geoghan survived. Those old men—civilians and reservists, businessmen and veterans—held the entire western Japanese advance for 18 hours, buying Maltby precious time to withdraw forces and establish a new defensive line. Their stand at North Point became one of the campaign's most improbable acts of defiance. As the 2/229th Regiment advanced southward toward Mt Parker, the 3/229th landed at Aldrich Bay and turned eastward toward Lyemun, where they seized an HKVDC 6-inch gun. Major Bishop of the Royal Rifles of Canada, unaware of the landings, dispatched 15 Platoon under Lieutenant Scott to check on A Company of the Rajputs. Unexpectedly, they encountered armed men in civilian clothes at Lyemun's gate—the first indication of the Japanese presence on the island. Yet senior officers dismissed initial reports of landings and lost positions as exaggerated, a critical miscalculation that proved catastrophic. At Lyemun Fort, the 5th Anti-aircraft Battery of the HKVDC was caught completely unaware and surrendered after minimal resistance. The Japanese then committed one of many atrocities that would characterize the battle, bayoneting 29 survivors. Alerted by 15 Platoon's report, Bishop attempted a counter-attack with two platoons to retake the fort, but the defenders could not scale the six-meter wall and withdrew with nine men killed. As the 2/229th pressed southward toward Mt Parker, they overran the Salesian Mission, which had been converted into an Advance Dressing Station. No. 8 Company of the 2/229th systematized a massacre of medical personnel and the wounded—an atrocity that would later become pivotal evidence at Colonel Tanaka's war crimes trial. Yet amid the chaos, several medical staff and wounded survived to testify: Gunners Y. K. Chan and Martin H. C. Tso of the 5th Battery, Captain Osler Thomas of the HKVDC, Captain Martin Banfill of the Royal Canadian Medical Corps, and Corporal Norman Leath of the Royal Army Medical Corps. C Company of the Royal Rifles, reinforced with captured Japanese machine guns abandoned by fleeing Rajputs, inflicted heavy casualties on the attackers, with one Japanese company suffering over 65 percent losses. Yet overwhelmed by superior numbers and suffering nearly two platoons worth of casualties themselves, the Canadians were forced to withdraw, leaving only a reinforcement platoon under Lieutenant Blaver on Mt Parker. When Captain Clerke arrived at dawn with 16 Platoon to reinforce the position, he found over 100 Japanese already entrenched. With no artillery support and only two platoons available, Clerke had no choice but to withdraw, abandoning Mt Parker to the enemy. By dawn on the 19th, the East Brigade faced catastrophe. Infantry strength had been halved, and losses of artillery were equally devastating. A series of misunderstandings and misinterpreted orders led coastal gun crews at Capes D'Aguilar and Collinson to destroy their own guns in confusion or lose them to the advancing Japanese. Of the entire artillery complement, only one 18-pounder and two 3.7-inch field guns remained operational. Wongneichong—literally "yellow muddy creek" in Chinese—occupies the center of Hong Kong Island, a valley separating the eastern hills (Mt Parker, Mt Butler, Jardine's Lookout) from the western massif (Mt Nicholson, Mt Cameron, Victoria Peak). This narrow gap formed the critical artery linking northern and southern Hong Kong, making Brigadier Lawson's decision to place West Brigade Headquarters there strategically sound yet tactically vulnerable. Recognizing the exposed position after the landings, Major Lyndon had located an alternative site south of Mt Nicholson, scheduled to open the following day. In response to the Japanese landings, Lawson dispatched three platoons of Winnipeg Grenadiers to block the advance. Lieutenant C. D. French took 18 Platoon to Mt Butler, Lieutenant G. A. Birkett's 17 Platoon moved to Jardine's Lookout, and Lieutenant L. B. Corrigan's platoon took the north-west approach to the Gap. As on Mt Parker, both French and Birkett were killed almost immediately, their small forces overwhelmed by battalion-strength enemy forces with artillery support. By morning on the 19th, two battalions each of the 230th and 228th Regiments were pushing for the high ground. The 2/230th rapidly occupied Jardine's Lookout while the 3/230th moved to Mt Nicholson and the 2/228th advanced toward the Gap itself. No. 3 Company of the HKVDC under Major E. Stewart held pillboxes around Jardine's Lookout, while No. 1 Company under Captain Penn defended Taitam Valley with forward positions at Quarry Gap. The pillboxes, despite heavy bombardment, held longer than anticipated—some for as long as 24 hours. Stewart maintained his company headquarters until the 22nd, four days of continuous fighting without adequate ammunition, food, or water. No. 3 Company suffered 80 percent casualties and ceased to exist as a cohesive unit. Realizing that the enemy had penetrated to Mt Butler, Brigadier Lawson decided counter-attack was essential. Major A. B. Gresham of A Company, Winnipeg Grenadiers, was ordered to retake Mt Butler and clear Jardine's Lookout. The Canadians initially succeeded, with Warrant Officer 2 J. R. Osborne leading a bayonet charge, but a strong counter-attack by three Japanese companies drove them back by 2200 hours. The Canadians held firm until 1500 hours, when Gresham attempted surrender despite waving a white flag—the Japanese shot him regardless. In the chaos that followed, a Canadian killed a Japanese officer in response, triggering a grenade barrage. Warrant Officer Osborne caught the grenades and hurled them back as fast as they came, but one landed in an impossible position. Without hesitation, Osborne threw himself on the grenade to save his comrades. This act of supreme self-sacrifice earned him a Victoria Cross—the first Canadian VC of World War II. At dawn on the 19th, Maltby dispatched A Company of the 2 Royal Scots under Captain K. J. Campbell to reinforce the Gap, but they lost all their officers with only 15 men reaching Lawson's headquarters. A group of sailors under Commander A. L. Pears came from the south, but were ambushed en route; only a few reached the Postbridge—a house just south of the Gap—which became an isolated strongpoint. The 3/230th captured the police station perched on a mound at the southern point of the Gap, then swept eastward to seize the anti-aircraft guns of 7th Battery (barely 250 meters from brigade headquarters) and continued uphill toward Taitam Hill to capture additional 6-inch and 3.7-inch guns. Maltby's response was to call down final protective fire from the HKSRA in Happy Valley, inflicting massive casualties on the 3/230th. At 1000 hours on the 19th, Lawson reported that his headquarters was surrounded and he was about to "go outside and shoot it out." Captain H. A. Bush provided covering fire as Lawson and his entire staff, including Middlesex signallers, were cut down by machine-gun fire across the Gap. Lawson's body was discovered two days later halfway up the hill behind his headquarters, dead from a gunshot wound to the thigh. Lieutenant Kerfoot of the 2/14 Punjab with his three Bren carriers arrived minutes too late to save him. IJA who saw the fight made a note stating "he died heroically". At 1330 hours on the 19th, Maltby issued "Operation Order No. 6" calling for a massive counter-attack to commence 90 minutes later. The plan was ambitious: A and D Companies of the 2/14 Punjab were to attack east from Victoria to North Point to relieve the Hughsiliers, while HQ Company of the Winnipeg Grenadiers and the 2 Royal Scots were to attack the Gap and Jardine's Lookout. Eight field guns were promised but never materialized. There was no reconnaissance, no proper orders, and minimal coordination. The Canadians were to rendezvous with the 2 Royal Scots at Middle Gap at 1530 hours, but the Scots were late; the Canadians advanced without them. Captain Pinkerton of D Company, 2 Royal Scots, was ordered at the last minute to attack up Wongneichong Gap Road—the same route A Company had taken only seven hours earlier and been decimated—because it was reported as "lightly held." Captain A. M. S. Slater-Brown led the advance with three Bren carriers and attached engineers, followed by D Company of the Winnipeg Grenadiers. Just as the carriers reached the burnt-out trucks of A Company, they too were ambushed. Mortars and machine-gun fire rained down from Jardine's Lookout, where the Japanese occupied captured HKVDC pillboxes. Slater-Brown and 2nd Lieutenant Bell, the battalion intelligence officer, were killed instantly. The Royal Scots waited in the roadside ditches until 0200 hours before launching an attack on the police station, reaching the steps before Pinkerton was severely wounded. Captain Ford's composite company attack at 0300 hours also failed. Simultaneously, C Company under Lieutenant F. L. Stanier attacked Jardine's Lookout—also unsuccessfully. This series of piecemeal assaults cost the Royal Scots eight officers and 68 soldiers. Growing increasingly desperate, Maltby ordered Major Hodkinson, Officer Commanding HQ Company of the Winnipeg Grenadiers, to attack the Gap and proceed to Mt Parker. Requesting reinforcements from A Company and the Royal Scots, Hodkinson launched his assault with covering fire from Lieutenant Corrigan on Mt Nicholson. The Grenadiers managed to reach Mt Nicholson with only five unwounded men, though Corrigan's group advanced to within 300 meters of the Gap road. Then came an unexpected stroke of fortune: while skirting Mt Nicholson, Hodkinson's group stumbled upon approximately 500 Japanese—probably from the 3/230th—eating lunch without posting sentries. The Winnipeg Grenadiers unleashed devastating fire, inflicting heavy casualties. By 1745 hours, Hodkinson's force was only 100 meters from Repulse Bay Road. With four men and a 2-inch mortar, Hodkinson worked his way to the abandoned brigade headquarters, bringing 20 walking wounded with him. He established a foothold at the Gap, receiving orders to attack the police station at 2200 hours. Two HKVDC armoured cars with Vickers machine guns came in support, but accurate enemy fire disabled both. Like Pinkerton before him, Hodkinson reached near his objective before being severely wounded. For this action of determination and courage, Hodkinson was awarded the Distinguished Service Order. By the morning of the 20th, the Japanese had consolidated control of the Gap, but elements of D Company, Winnipeg Grenadiers, still held various pillboxes north of the position. Initially, 17 and 18 Platoons occupied forward positions with Company Headquarters and 16 Platoon in reserve, positioned across Wongneichong Road almost directly opposite brigade headquarters. Forward positions were rapidly overrun and cut off from the company. They fought without officers until withdrawal to battalion headquarters became necessary. With Captain A. S. Bowman killed and Captain R. W. Philips wounded, command fell to Lieutenant T. A. Blackwood. An attempt by B Company to relieve D Company on the evening of the 20th failed catastrophically, killing all officers and 29 men. With fewer than 50 men remaining—all wounded—Lieutenant Blackwood continued inflicting heavy casualties on the Japanese until 22 December, when exhaustion and the complete absence of ammunition, food, and water forced surrender. D Company killed over 200 Japanese soldiers. Post-war Japanese reports refused to believe that a single company had held the Gap for so long. For their stubborn defense, Philips and Blackwood were awarded the Military Cross, and three enlisted men received the Military Medal. The battle of Wongneichong Gap was characterized by fragmented planning and poor coordination. On the night of the 19th-20th, no fewer than three separate companies attacked the police station, with another company assaulting Jardine's Lookout—all within five hours, all independently organized by local commanders. Had these disparate actions been coordinated into a single simultaneous assault, fortress headquarters' objectives might well have been achieved. By the end of the 20th, the British had lost the vital ground of Wongneichong, though Postbridge House remained as an isolated holdout. For the Japanese, Wongneichong became the single costliest engagement since the invasion began, with over 800 casualties and the regimental commander of the 3/230th seriously wounded. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me.   Japanese landings on 18-19 December overwhelmed the East Brigade. Brigadier Lawson died defending the vital Gap. Desperate, uncoordinated counter-attacks by British and Canadian troops failed to dislodge the enemy. D Company Winnipeg Grenadiers held the position for four days against overwhelming odds before surrendering. The Japanese suffered 800 casualties but secured this critical strategic ground.

The debate over Eskom’s future is heating up, with the National Union of Mineworkers rejecting plans for an independent Transmission System Operator. NUM says the restructuring could put jobs and public ownership at risk, while Eskom argues that reform can strengthen the electricity sector if it is carefully phased. After concerns raised by a listener about Eskom’s unbundling, Zain Johnson gets the union’s perspective from NUM National Energy Sector Coordinator Khangela Baloyi. Early Breakfast with Africa Melane is 702’s and CapeTalk’s early morning talk show. Experienced broadcaster Africa Melane brings you the early morning news, sports, business, and interviews politicians and analysts to help make sense of the world. He also enjoys chatting to guests in the lifestyle sphere and the Arts. All the interviews are podcasted for you to catch-up and listen. Thank you for listening to this podcast from Early Breakfast with Africa Melane For more about the show click https://buff.ly/XHry7eQ and find all the catch-up podcasts here https://buff.ly/XJ10LBU Listen live on weekdays between 04:00 and 06:00 (SA Time) to the Early Breakfast with Africa Melane broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3N Subscribe to the 702 and CapeTalk daily and weekly newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Mao's War on Sparrows and Australia's Emu Conflict Guest: Stephen Moss Book Title: Ten Birds That Changed the World In 1958, Mao Zedong ordered the eradication of the tree sparrow as part of his "Four Pests" campaign, believing it would save grain. The mass slaughter — carried out by citizens banging pots until birds dropped dead from exhaustion — caused an ecological disaster. Without sparrows to eat them, insect populations exploded and consumed the harvests, leading to a famine that killed up to 50 million people. Scientists like Tso-hsin Cheng who tried to warn Mao were persecuted, and China was eventually forced to import sparrows from the Soviet Union to restore the ecosystem. In a lighter but equally revealing tale, Moss recounts Australia's 1932 Emu War, where the military failed to cull 20,000 emus with machine guns. The emus used tactical "guerrilla" maneuvers to outwit the soldiers, proving that human attempts to militarily intervene in nature often end in humiliation or catastrophe. (7)1914 EMPEROR PENGUIN

This week we invited Joey Cassata from Zo2, TSO, and now Twisted Sister to go track by track through the 3rd studio album “To Hell With The Devil” from Stryper. Each month in 2026 we will cover a single studio album released in 1986 celebrating its 40th Anniversary. WE NEED YOUR HELP!! It's quick, easy, and free - Please consider doing one or all of the following to help grow our audience: Leave Us A Five Star Review in one of the following places: Apple Podcast Podchaser Spotify Connect with us  Email us growinuprock@gmail.com Contact Form  Like and Follow Us on FaceBook Follow Us on Twitter Leave Us A Review On Podchaser Join The Growin' Up Rock Loud Minority Facebook Group Do You Spotify? Then Follow us and Give Our Playlist a listen. We update it regularly with kick ass rock n roll Spotify Playlist Buy and Support Music From The Artist We Discuss On This Episode Growin' Up Rock Amazon Store Pantheon Podcast Network Twisted Sister Website Joey Cassata FB Music in this Episode Provided by the Following: Stryper and Kiss (Eric Carr) If you dig what you are hearing, go pick up the album or some merch., and support these artists. A Special THANK YOU to Restrayned for the Killer Show Intro and transition music!! Restrayned Website Learn more about your ad choices. Visit megaphone.fm/adchoices

Alejandro Cabrera Muñoz, co-founder and CEO of Green Eagle Solutions, returns to discuss automating 70 GW of renewable assets and why operators are self-operating their fleets. Reach out to sales@greeneaglesolutions.com to learn more! Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining light on wind energy’s brightest innovators. This is the progress powering tomorrow Allen Hall: Alejandro, welcome back to the program.  Alejandro Cabrera Muños: Thank you so much, Allen. It’s a pleasure to be here.  Allen Hall: Well, so last time we talked, you had so much happening at Green Eagle, and it is, uh, amazing to watch the progress there. You’ve been around for quite a while now. You started, what, in 2011 working on SCADA systems. Uh, uh, there’s been a lot of evolution since then. Walk me through, like, the process where you thought, “Hey, there’s a business here.”  Alejandro Cabrera Muños: Of course. Uh, we actually started officially back in 2012. It’s been a, quite a, of a long journey to, to get here. Uh, yeah, we started, uh, back, back then. We say it’s a whole new world, right? If we look backwards, like, almost 15 years. Makes me, makes me feel, like, extremely [00:01:00] old. Uh, but ne- nevertheless, um, yeah, back then we were trying to, to cover, like, a lot of issues that were based on OEM SCADAs, which by the way, we still are dealing with. But, but that, that was starting point. It was, um- It was, uh, based on understanding that the, the renewable energy industry is so complex. Every wind farm, every solar plant has different issues, different systems. Even, even the same models from the same manufacturer sometimes have complete different systems, which complicates everything. So it was very exciting to, to start our careers in a, in an industry where nothing is standard and where everyone is looking for something that is standard. So that’s, that’s where we fit in. Um, yeah, and in these years, we, we started basically creating the f- the foundations, uh, uh, on top of, uh, SCADA systems. [00:02:00] But as soon as we had that, those foundations, we realized that this sector is not gonna evolve, uh, it’s gonna cope up with the complexity, uh, of the technical complexity, market volatility, regulatory compliance. That’s not gonna be solved by just having more SCADAs. So we created a layer of automation in place, which is basically what we’ve been, um, evolving in the last 10 years now, um, with the, with the mindset and with the goal that every wind turbine should be running autonomously without having to have people behind it, uh, supervising and taking control of it. Allen Hall: Yeah, and that’s a great founding idea, but that has grown from an idea to you’re automating, what, 40 gigawatts of renewable assets right now?  Alejandro Cabrera Muños: Oh, we’re actually now connected to over 70 gigawatts.  Allen Hall: That’s amazing. Alejandro, that’s incredible.  Alejandro Cabrera Muños: And all of them are different.  Allen Hall: Sure. So that, that’s a combination– 70 gigawatts is a combination of wind and solar and anything else? Alejandro Cabrera Muños: Yes. [00:03:00] Well, actually, one of the, one of the main, um, needs that we try to cover from day one is to be able to connect to all, um, asset classes. So we understand that, um, the challenge of operating a large portfolio for our customers, um, can only be solved if we have the ability to connect to all type of asset classes. So we can have to connect to wind turbines, inverters, trackers, substations, um, energy meters, you name it. You– we have to connect to every single asset class, um, because what’s important is how you manage that data on top of that and how you react on the anomalies.  Allen Hall: Right. Because I think a lot of operators are now considering taking your model, the Green Eagle model of s-self-operating, but they need that help, they need that insight into the operation of a solar farm or a wind farm or, or any of those assets, renewable assets, ensure those inverter-driven assets. You’re, you’re seeing– I, I think we’re seeing the same thing, which is a lot of operators decide to [00:04:00] leave full service agreements globally, and what do you think is driving that now? Uh, is it a financial decision? Is it a performance decision, or is it both?  Alejandro Cabrera Muños: I think there are many factors, but I think the main driver is the financial aspects of it. I think when you, when you delegate the operations to a third-party, uh, entity They are gonna optimize their services to whatever service level agreement or availability they are committed to. And for that reason, you’re never gonna get– effectively, you’re never gonna get the extra mile. You’re never gonna get any extra from there. Um, and that’s okay when the market is– has great conditions and everything w- is going well. But we are seeing how in the last years we have, uh, a lot of market volatility, negative pricing. Everything is becoming more and more complex, so many projects are actually under stake financially. And I think that’s, um, that’s pressuring everyone to look for opportunities to squeeze their assets a little bit more or a little bit better, I would say.[00:05:00] Um, and part of that is to take operations in-house so you at least you have the opportunity to, to do, um, a better job, uh, let’s say.  Allen Hall: Yeah, and part of what we’re seeing is, at least in the United States and, and globally now, I think it’s, there’s more action globally than there has been on mergers and acquisitions. So an operator that has historically had a particular OEM in wind, you know, say it’s Vestas or Siemens or GE, whoever, Nordex, it could be any of them. Uh, when they acquire another competitor or another farm, they’re bringing in a f- a wind turbine they probably don’t know much about. And, and that’s a huge problem. And, and there’s not a lot of resources for them to grab hold of. Uh, that’s one of the marketplaces you’re trying to fill right now, right?  Alejandro Cabrera Muños: Of course. Uh, as I mentioned before, if something describes our sector is that nothing is standard, despite everyone is seeking standardization of everything, right? Uh, but nothing is standard for, [00:06:00] for– and that, that’s the reality. So the first thing when, when you have a portfolio and you are incorporating new assets into it, you need, um, a solution that is able to connect to all type of assets, right? Um, w-we call our solution a three-in-one solution because first of all, it acts as a second level SCADA, so you can connect everything there, uh, everything there, and you have access to all the data across all your assets. Then we have the SCADA automation layer, and then we have the data analysis layer on top of that. Okay. But let’s focus on the operations, which was, uh, your question, right? So you have a new bunch of assets. Sometimes you don’t have any documentation whatsoever, but these are Gamesas, Nordex, a bunch of them from different years. Um, the first thing that we provide is a second level SCADA, so you can connect to all of those. But We have, uh, something that we believe is very unique. So what we provide to our [00:07:00] customers is ability to automate all these assets autonomously. And what that gives you, it’s, um, set of data that can be analyzed, and we can learn from what’s working, what’s not working, beyond what the manufacturer’s gonna tell you to do, right? So we have thousands of General Electric turbines connected to our software, for instance. Um, we know what works, what doesn’t works, uh, what are the faults that can be resetted remotely, what are the ones that are not, what is the success ratio of those resets, ’cause that’s a metric that nobody else has unless you have automation in place. Uh, but we can actually understand, is it working? Is it not working? Is it creating fatigue for no reason to these turbines? So what– we have all this, this, uh, un- this knowledge and this, um, knowhow, uh, for all these models. Um- I believe one of the main, um, value that we provide to our customers is, is not only the, the solution itself, but it’s also the [00:08:00] ability to be somehow prescriptive. It’s, it’s not that we’re gonna know more about how to operate the assets than our customers, but, uh, we have a sense of what’s the benchmark, right? So I, I– And that benchmark is very, very useful for them as well.  Allen Hall: So th- that’s part of getting to scale, and 70 gigawatts is a, a lot of scale, where you have seen a number of turbines in different places operating in different environments and performing at different levels. That’s unique, right? That gives you insight into really what’s happening to a turbine or a solar asset globally and also locally. For a lot of operators that just happen to acquire or, or, or take on a- an older wind farm, uh, they tend to get stuck, right? They, they, they, they don’t tend to be able to, to find their way through those little nuances. That’s a huge financial impact to them eventually, right?  Alejandro Cabrera Muños: It is. And I, and I believe that for many years this was something that in a way got, um– [00:09:00] didn’t get a lot of visibility. I think people were not fully aware of how much revenue, how much production they were losing just because they were not operating their assets at the best capacity. Um, now we have the data to prove what, what better can look like. W- uh, we have data to prove that if you follow the OEM’s, uh, protocols, you may be creating fatigue for no reason. Um, and there are improv- there are ways to improve that thing. So I think it’s, um– We are, we are opening the door for a new, complete new way to operate your, your portfolio and get more benefit from it. Allen Hall: I think that’s a very interesting aspect of the sort of the structural aspects of how a, a wind turbine performs, and a lot of that is driven by software. And you, you realize if you’re paying close attention to the OEMs that some of the software updates are not necessarily performance enhancements. They’re more of protecting the turbine because they realize they may have a problem. So it may be a slight derate, it may be a, a different sort of power curve that happens. [00:10:00] But a lot of operators don’t really sense that that is happening up close because they’re not into the details of that. That’s where Green Eagle separates itself. You are into all those details. And do you have a lot of operators just reach out for help immediately saying, “Hey, I have this Siemens Gamesa or Gamesa wind farm,” think about an older wind farm, a Gamesa wind farm Help. Just please help. Uh, whatever you can do, just show us you can do it. Do you, do you start to run a little test campaign on that site, or do you, or do you go pull back from the 70 gigawatts and 15 years of history to, to show this is what you can do with that particular asset to, to get them involved in a thinking about the problem a little bit differently? Alejandro Cabrera Muños: Well, I wish, I wish it was that way. Um, but what, what– It, it was that transparent, but what happens is that we’re working with the largest, uh, some of the largest utilities and IPPs in the world. So what happens is that they, they will never come to us saying, [00:11:00] “We don’t know how to operate this turbine,” or, “We don’t have enough information.” Um, the way they ask for it is like, “Are you compatible with this?” And, “Do you know… Do you have some protocols? Do you know the standard protocols to run these turbines?” Um, and that’s the way we, we start the conversation, and then they, uh, they, they get confident that we can actually help them with that. We only know about how, how much or how little they know about a specific model once we start working with them. And it’s not all or nothing. I- Ev-Even the largest manufacturer, e-even the largest utilities, their portfolio is constantly evolving. They’re incorporating new sites almost every month. So there’s always one site that they don’t, they don’t have expertise in the, in the house, so it’s, it’s normal. Like, basically not many people have expertise in some of the models from old Nordex or Gamesas or you name it. It, it’s impossible basically to have to understand all models in the world. So I think we [00:12:00] have the, the data, the benchmarks, and experience, and on top of that, the of course, the, the tools, so you can actually operate better those, those assets.  Allen Hall: So the name of your system is called ARSOS, A-R-S-O-S, and for anybody listening to this podcast, you can just Google it, and it’s gonna take you to Green Eagle. What is that product? How would, how would you define or describe that product?  Alejandro Cabrera Muños: Well, ARSOS is a suite. Um, what– The way I like to think about it is a, is a three-in-one solution, right? So it’s first of all, it acts, it, it, it fits in between the SCADA world and the REMs, uh, the REMs, uh, solutions. Okay? And they’re complete different worlds even though you see dashboards and they look the same thing. But SCADAs must be, um, must be able to be installed on premises. They require OT enterprise cybersecurity level. They can be, they should be installed on air-gapped infrastructure, so no access to internet whatsoever. [00:13:00]Um, and that they tend to be extremely complex to configure and, and, uh, adapt to every, uh, every different site. So that’s one world. Um, on the other hand, we have the, the REM solutions that are like more like a SaaS platform, like a Power- it could be Power BI, it could be like the, the normal use cases that you need it. You need something, some tools to create the reports at the end of the month to understand the performance of your assets, right? So you have these two, two worlds. So what we are proposing here is a solution that has been built for the past 15 years, but it fits right in the middle. So it covers Almost everything that you need from a SCADA and second level SCADA solution. It puts automation in place, and then it also gives you all the data so you can consume it in the best way, uh, possible, which by the way, now with, uh, artificial intelligence, it’s incredible what you can do with it. So this is basically what we have built, um, right [00:14:00] now. And the main differentiation here is that since we are in the middle, we are trying to solve all this complexity from a SCADA world with a product that is already pre-configured. So you can basically connect to your sites in a completely easy way, um, doing clicks and not a lot of complexity because it’s already pre-made for your needs. Um, because of that, the time to market is extremely much, uh, faster compared to a SCADA solution, so you can have a solution in thing, in hours and not in months. It’s, it’s not a project anymore, right? Which is, which it sounds like normal when you, when you talk about applications, it sounds like a normal thing to do, that you have a, a system running in hours or minutes. But when you’re talking about SCADAs, that’s like sci- uh, sci-fiction, right? Um, that’s what we’re bringing to, into, onto the table. It’s, it’s, uh, something that you can connect to all your assets in a seamless way, painless, and, uh, and, uh, off the [00:15:00] shelf.  Allen Hall: Well, that’s a very interesting way of framing, uh, the product because, uh, you do see both ends of the spectrum here, where y- there’s a number of companies that are offering a c- completely SaaS product, which is a very pretty dashboard, and it still relies on a human to watch this dashboard and, and to make sense of it, and it provides some insight. And then you get to the other side, which is almost a completely mechanical system, where it’s just SCADA data and, and you’re just picking up data for datas, uh, to have, basically. So you, you f- you sort of find that middle ground. The, the, the amount of software and technology that it’s in that space, though, must be huge, and what is the effect of AI bring to you? Does that help you more with just on the, on the, on the model side or just the, the statistical analysis of all the data that you have access to now?  Alejandro Cabrera Muños: Let me make a, um, clarification. Because since, uh, we are, we are providing automation [00:16:00] in a world that is mission critical, right? So there’s no, a lot of, there’s no room for creativity or probabilistic approach. It all has to be the deterministic, right? Uh, so when we talk about automation, we’ve always been focused on deterministic automation, so rule-based, uh, automation, and that’s what we have implemented on top of the level of the SCADAs, right? So that’s, that’s the part where you know how to deal with an asset. You have the protocols. You want to understand how they work, but you want to have certainty of what happens if the turbine is on fault and the fault is related to the gearbox temperature and so on. So you wanna make sure that there’s a reset automatically executed only if the temperature of the gearbox is under X threshold. So this very deterministic approach. Uh, but we have, uh, something, um, very unique when we go on the, on the other side, when we go on the side of the REMs. Because we not only have the data of, of the assets, we [00:17:00] not only have statuses, performance, availability, uh, production. We also have the data of how these assets, assets have been operated, right? So we know how much fatigue they have received, how they’ve been operated, um, have they received curtailments or not? How many curtailments? What were the reasons? So we can actually have a 360, uh, degree of all the data, including all the control, not only how they’re performing, but also how we are operating those assets. And we believe that this is very unique because only if you have all these 360 data, then you can actually enhance what you have on top of that. And that is where AI come, comes in, right? So AI, AI is great in, um, helping our customers in doing root cause analysis, um, dealing with anomalies are not well, um, uh, procedure. Uh, there’s no course of action that is clear, that you don’t know. It’s, they’re not like too [00:18:00] frequent to, to have one. Uh, mixing different type of data. Like I mentioned before, you have, uh, market data, you have curtailments, you have, uh, commands to stop or start a turbine. You have a lot of information there, and you can put all together. Uh, also along with the CMMS information. Um- Lastly, they get– they can pull that together to do whatever they need, right? Uh, they can build with AI. You, you can now do your own dashboards. You can create your own APMs if you wanted to. Um, and I like to think about it, like, with these new tools that you can create disposable dashboards. And, uh, the concept is that it doesn’t matter how many different dashboards you have in an APM, but tomorrow you have a, a specific case. And I think it’s amazing that now with AI and the right, uh, data structure, you can now create a dashboard, and maybe it’s just for one use case, you know? And you just build it today, look at the data. You have [00:19:00] a, um, a case study, and that’s it. May– you never use it that again. The trick for being able to, to, to create this ecosystem where you analyze the data in a completely different way is that we have been working on how to structure the data so the AI is gonna be able to understand the data itself. So once that, that layer is structured in the right way, then you can actually create your own APMs or your own dashboards as you need to.  Allen Hall: That’s fascinating. So instead of just thinking of a turbine or a, a solar field as a asset where you’re trying to maximize performance necessarily, you’re looking at it from the marketplace, the, the, uh, the shutdowns, all the, the things that are contr- overriding the performance and trying to optimize performance in this market environment, which may be very turbulent, and I think for a lot of wind operators is very turbulent, uh, at, at the minute just [00:20:00] because of the nature of the electricity grid. So you’re, you’re then thinking about Having an AI tool to help you do investigative work on the particulars, not just the global data set of how this turbine globally operates, but the specifics, that’s fascinating because that allows you then to treat each turbine as its own separate power plant, in a sense, but also to, to think about lifetime issues and how to maintain that piece of equipment in a much more efficient way. That’s remarkable.  Alejandro Cabrera Muños: And you have the– With AI, you also have the capabilities to automate all these type of analysis. So once you have a specific, uh, case to be analyzed, then you can automate that case to be analyzed in a daily basis, in a weekly basis. But that’s, uh, that, that’s, uh, that’s, uh, the world that we are moving to. Allen Hall: So a lot of what’s happening at Green Eagle at the moment is being automated and, and making it easy for, for customers to get [00:21:00]onboarded to the RSO system. What does that look like today? Uh, how do, how do I get onboarded? I have an asset of I got 1,000 turbines and a couple of solar fields. What does it look like to get me started in the RSO system with Green Eagle? Alejandro Cabrera Muños: Well, if you’re using our cloud, it’s, it’s gonna be a process of If you have a, a portfolio of 500 gigawatts, you can connect to our, to our cloud in a matter of like one month to two months So that’s something that you can do by yourself. So, um, you can create the assets, you can create the connectivity. The connectivity is done through IP filtering or VPN tunnels. All that is from the, from the dashboards, from, from the cloud. Um, then you can, based on the model directory, you can choose which is the, the assets that you want to connect to and through what channels, whether you have Modbus, OPC, and so on. Um, but that’s a- as complex as, as it gets. Really? It’s n- it’s not easy either, because [00:22:00] you need to understand what is a Modbus, what is a OPC, but that’s what it is. It, it’s not a matter of, like, installing something on site and doing tons of, uh, complex, uh, um, configurations. You don’t need, uh, SCADA engineers to be, like, building these dashboards tailor-made for your sites and, and all that is, is something from the past in o- in our opinion. Allen Hall: So you’re not on the telephone, or you’re not on a, a online chat with the Green Eagle team, because it’s, it’s, it’s– you’ve, you’ve done enough capacity now that you’ve automated this.  Alejandro Cabrera Muños: You don’t have to.  Allen Hall: That’s amazing, because I think that’s the first worry for any operator that is gonna make that leap saying, “Hey, I need a little bit of help with this wind farm or this solar site,” is that, “Oh, I gotta be on the phone. I gotta– There’s a lot of im- of onboarding that has to happen,” and you’ve eliminated that.  Alejandro Cabrera Muños: Well, first, w- I, I totally understand this hesitation. Um, many of our customers are living in, in the, in the SCADA world, right? Uh, and which w- it was probably once a pain [00:23:00] to be configured to begin with, and I think half the sector is traumatized by these processes. So I, I tot- I totally understand that that pain is, is still there, right? I understand that. But what we’re trying to do is to, to move forward and say like, “Yeah, that, that’s gone. That was the past. Now we have a different way to do it.” And if you have, uh, either new assets that you need to connect or you even consider, like, moving to something more modern, something with more capabilities, something that comes with automation in place, uh, well, we have a solution that is painless. Allen Hall: Can I discuss, or can we go back and forth about the, the use of inverter-based resources, the solar and the wind sites, in terms of the, the move from grid following to grid forming and stabilizing the grid? I think there’s gonna be a lot of changes in the way that we operate these assets over the next year. Mostly, uh, I see action in the United States from the Iberian blackout about a year ago. They’re changing the thought process of how they want to run the grid so that the wind [00:24:00] and solar can keep the grid operating. Is– Are you involved in, are you involved in that aspect of how you operate those assets and how those inverters perform and, and configuring them to, to do more of the, of the grid forming and keeping the grid stable? Alejandro Cabrera Muños: I believe, to be honest, this is more related to power plant controllers and hybrid plants. So we have, we have made several projects with, um- With a mix, uh, of, uh, wind, solar, um, and storage. And wh- but what we’re doing here, uh, to be completely honest, we are not involved in the power plant controllers. Uh, we believe that that’s an electrical device and has, uh, uh, particularities that are out of us- our scope. But what we do is to, again, we connect to all asset classes, right? So we also w- connect to the PPCs, and we can monitor the PPC, the performance of the PPC, and we integrate that into everything else, right? So [00:25:00] that’s, for us, that’s another asset that we are connecting to, and that it make– it completes the view of, um, of sites that are now, like, almost like mini portfolios at, at the same place, right? ‘Cause you have, uh, different technologies, service stations. You have so many things that you need to orchestrate as well. So we’re, we’re w- moving into, into that area as well, uh, f- with the same concepts.  Allen Hall: B- so in a, in a sense, you’re able to monitor the health or status of the grid. Because you’re connected to so many of these assets, you have a pretty good understanding of how the grid is doing at any particular moment then. Alejandro Cabrera Muños: That’s right, yeah, especially in, in Spain, of course, ’cause we’re connected to, um, over 25 gigawatts at the, uh, at, in Spain, so.  Allen Hall: Alejandro, that’s amazing.  Alejandro Cabrera Muños: Over 25 gigawatts at the, uh, at, in Spain. So, so that’s s- it’s almost a third of the, of the installed capacity in Spain.  Allen Hall: Is there a movement in Spain to, to use technology like yours [00:26:00] to better monitor, regulate, control the, uh, wind and solar assets so- such that they stay engaged when, when the, the grid starts to, to vary a little bit? Has anybody asked you to, to be involved with that? Because it seems like you’re the right– you’re in the right place at the right time.  Alejandro Cabrera Muños: The challenge of all these grid codes, uh, in, in most of cases is just that There are tons of curtailments that are coming from many different reasons, technical restrictions, market, uh, dispatch, um, other type of compliance. Um, the, the first challenge is to just execute on them, right? So they’re coming, you need to apply on the, on the sites. Um, that was the first, the first phase. But now that we have so many gigawatts connected, and that we’re also participating in balance mechanis- balance mechanisms and ancillary services, what we are seeing is that depending on how your assets perform and how quickly they are in regulating, um, you are gonna [00:27:00] have penalties or more, uh, profitability in the participation of the markets. So that’s, that’s extremely important as well ’cause it’s, it’s quite difficult to, to measure. But we have all the– Since everything is automated, you can always track, and you can statistically understand which of the sites are performing better or worse, in what cases, and therefore you have opportunities to improve the regulation and get more revenue from it. Allen Hall: Okay. So Green Eagle then is, because of the scale that it has at the minute, can look at the grid and is involved in, in the, the grid requirements, so to speak, of, of, uh, curtailments and what assets are operating when, and also the voltage control aspects and frequency control, which is the other part of it. You, because you’re, because you have so many assets in Spain and globally, you, it’s amazing the number of assets you have. You, you then can actually, one, see health of the grid, two, [00:28:00] provide insights to operators on what that looks like. I mean, real time you could, you can do that. And then are, are, are the regulators then coming to, to you asking advice on how these assets should perform? Because it does seem like you would be a tremendous resource on how the grid is actually doing on a larger scale from a renewables standpoint.  Alejandro Cabrera Muños: Yeah. Well, fortunately, the, the regulator has its own also, uh, system, so it’s, uh, redundant, right? So as far as we, we are working to, to have, uh, the best system in the world, but, but it will be a lot of, uh, responsibility for us to just have the whole grid depending on us. That would be a lot of weight. Uh, but in a, in a way, in, in a, in a way, it already depends on us, uh, effectively. So, so the pressure is, is there. We have, we have talked to them, um, since we have so many customers, um, in the, in the– at this level, uh, we have to be very quick in implementing new grid codes and new [00:29:00] regulatory, uh, compliance issues and, and so on. So that’s, that’s, um… It’s a challenge, but at the same time, it’s, it’s very exciting that we are always ahead in, in this regard.  Allen Hall: Right. If, if I was an operator and I had Green Eagle as one of my, uh, helpers in a sense, uh, assistants in a sense, that helps with the, the grid code i-in terms of, one, understanding it, and two, being able to implement the changes that are coming down all the time. You have a resource there that understands it from a larger perspective because you see it from multiple operators in multiple places trying to do the same thing. That’s a huge advantage instead of you trying to na-navigate or try to understand all those grid code changes and why they’re happening and what it means to you and how do you operate your assets. So you can provide a little bit of guidance there for the operators.  Alejandro Cabrera Muños: Of, of course. Um, uh, the main, the main value proposition that we can have here for anyone that wants to participate or be part of the Spanish market is that we already have all this figured out. So if you wanna start from the scratch [00:30:00] with, uh, with a SCADA, industrial SCADA, well, let’s, let’s go with, let’s go with that. You’re gonna be probably traumatized in the future, right? Uh, but with us you have an off-the-shelf product that is already compliance. It, uh, h- we have already set, uh, the system certified by the TSO in Spain. So we have already gone through this process so many times, and it’s off the shelf, so you don’t have to worry about any of this. And on top of that, you have the Peace of mind that if tomorrow there’s gonna be a, a, a new change in the, in the, in a new grid code, well, which most likely is gonna happen, um, soon, uh, we have to, we have to do it. Because we have already, uh, a lot of customers that, that, that need it. So for us, it’s actually also, uh, strategic to, to be ahead and be fast in implementing these grid codes. Allen Hall: That’s amazing. That’s such a huge resource for Spain and the rest of the world. Yeah, that’s amazing. Well, I, I know people who are listening to this podcast right now are thinking, “Okay, I haven’t heard of Green [00:31:00]Eagle, but now I’m interested, and I need to f- find out more.” How do they contact you? Where do they go first? What’s the best first step?  Alejandro Cabrera Muños: Well, they can connect, uh, directly to me through LinkedIn, or they can just write to sales@greeneaglesolutions.com.  Allen Hall: Great, yeah, and Alejandro’s available on LinkedIn, so you can f- find him there. And we’ll put his contact information in the show notes to, so you have quick access. Alejandro, you gotta come back more often because the, the things that you’re doing with Green Eagle are amazing, and, uh, the, the scale is incredible. Congratulations on that. Uh, and, and I, I, I need you to come back and tell us what the next generation looks like because I know when you guys get ahold of AI and start thinking through some of these real challenging problems, Green Eagle will have solutions. So you’re welcome back anytime.  Alejandro Cabrera Muños: Super exciting to come back, uh, when you invite me. Thank you so [00:32:00] much.

How does a company bring Chinese takeout into the modern era?This week's episode of the Restaurant Business podcast A Deeper Dive features Angell Tsang and Min Choe, the founders of the Austin-based Tso Chinese Takeout and Delivery.You may not have heard of Tso but it is a fascinating concept that is bringing a more modern sensibility to the idea of the Chinese restaurant.Specifically they built their technology first and then added a restaurant. They discuss why they crafted a restaurant chain in reverse. They also explain why they opted for Chinese in the first place.And that leads into an interesting discussion on the phenomenal history of Chinese food in America. It's a great conversation and an interesting concept. Check it out.Want more from Jonathan Maze?https://www.restaurantbusinessonline.com/profile/jonathan-mazeTik-Tok @jonathandmazehttps://www.restaurantbusinessonline.com/article/week-restaurantsSubscribe to RB newsletters: https://www.restaurantbusinessonline.com/newsletters

Spain has approximately 42GW of utility-scale solar and 50GW when rooftop is included, yet less than 100MW of grid-connected battery storage. In February, solar capture rates hit €1.30 per megawatt hour, a fraction of the €30–35/MWh needed for a solar project to break even. So why hasn't battery storage followed the solar boom and could it be the key to rescuing solar revenues?Pablo Martinez Serrano, Iberia Industry Lead at Modo Energy, joins Ed Porter to break down why Spain's energy market defies easy assumptions, and what the Iberian blackout changed.They cover:- Why Spain's hydro fleet masked the need for batteries for years, and why that's no longer enough as solar saturation bites.- Why solar developers are earning less and less for every unit of power they generate and what that means for the projects still in the pipeline.- The co-location thesis: why existing solar asset owners are turning to BESS to fix their generation profile and unlock ancillary service revenue- What actually caused the Iberian blackout: voltage instability, cascading disconnections, and why the TSO had already flagged the risk- Spain's new voltage control market: how it works, why priority of dispatch may be more valuable than the reactive service payment itselfWant to model battery revenue stacks in Spain or track Iberian power market dynamics? Ko, Modo Energy's AI analyst, is built for exactly these questions. Free sign up: https://help.modo.energy/en/articles/13335470-ko-your-ai-analyst?utm_source=podcast&utm_medium=podcast_apps&utm_id=pablo_martinez⏱ CHAPTERS00:00:00 Introduction00:00:50 What everyone gets wrong about Spain00:01:54 Spain's generation mix: solar, wind, hydro, gas and nuclear00:04:43 Seasonal demand dynamics and why spring is the problem00:06:03 Solar capture price collapse: €42 to below €30/MWh00:08:19 PPA contracts, negative prices and the solar momentum problem00:11:52 The co-location pivot: why developers are turning to storage00:13:58 Why Spain has less than 100MW of batteries vs GB's 6GW00:15:33 Where the money is coming from: two types of investor00:17:11 The Iberian blackout: what went wrong and why00:20:04 How Spain is rebuilding grid stability after the blackout00:21:04 Spain's new voltage control market and what it pays00:24:43 Grid forming inverters and the future of ancillary services00:26:38 Contrarian take: Spain hasn't actually decoupled from gas00:29:15 The three phases of displacing thermal generators00:30:39 Closing remarksYou can watch or listen to new episodes every Tuesday. Transmission is a Modo Energy production. Your host is Ed Porter - Director EMEA & APAC at Modo Energy.

Spain has approximately 42GW of utility-scale solar and 50GW when rooftop is included, yet less than 100MW of grid-connected battery storage. In February, solar capture rates hit €1.30 per megawatt hour, a fraction of the €30–35/MWh needed for a solar project to break even. So why hasn't battery storage followed the solar boom and could it be the key to rescuing solar revenues?Pablo Martinez Serrano, Iberia Industry Lead at Modo Energy, joins Ed Porter to break down why Spain's energy market defies easy assumptions, and what the Iberian blackout changed.They cover:- Why Spain's hydro fleet masked the need for batteries for years, and why that's no longer enough as solar saturation bites.- Why solar developers are earning less and less for every unit of power they generate and what that means for the projects still in the pipeline.- The co-location thesis: why existing solar asset owners are turning to BESS to fix their generation profile and unlock ancillary service revenue- What actually caused the Iberian blackout: voltage instability, cascading disconnections, and why the TSO had already flagged the risk- Spain's new voltage control market: how it works, why priority of dispatch may be more valuable than the reactive service payment itselfWant to model battery revenue stacks in Spain or track Iberian power market dynamics? Ko, Modo Energy's AI analyst, is built for exactly these questions. Free sign up: https://help.modo.energy/en/articles/13335470-ko-your-ai-analyst?utm_source=podcast&utm_medium=podcast_apps&utm_id=pablo_martinez⏱ CHAPTERS00:00:00 Introduction00:00:50 What everyone gets wrong about Spain00:01:54 Spain's generation mix: solar, wind, hydro, gas and nuclear00:04:43 Seasonal demand dynamics and why spring is the problem00:06:03 Solar capture price collapse: €42 to below €30/MWh00:08:19 PPA contracts, negative prices and the solar momentum problem00:11:52 The co-location pivot: why developers are turning to storage00:13:58 Why Spain has less than 100MW of batteries vs GB's 6GW00:15:33 Where the money is coming from: two types of investor00:17:11 The Iberian blackout: what went wrong and why00:20:04 How Spain is rebuilding grid stability after the blackout00:21:04 Spain's new voltage control market and what it pays00:24:43 Grid forming inverters and the future of ancillary services00:26:38 Contrarian take: Spain hasn't actually decoupled from gas00:29:15 The three phases of displacing thermal generators00:30:39 Closing remarksYou can watch or listen to new episodes every Tuesday. Transmission is a Modo Energy production. Your host is Ed Porter - Director EMEA & APAC at Modo Energy.

Frances Darcey, Tasmanian Symphony Orchestra (TSO) Brand Manager, joins Kaz and Tubes to detail the return of The Cat Empire x TSO collaboration for a 2026 encore show in Hobart.See omnystudio.com/listener for privacy information.

Ep 632: Three man show! The boys are back for another brand-new special episode! They'll discuss the Gold Medal Game for the Men's olympic hockey between USA and Canada. Elvis will take a look at the MondayNBA slate and give out their best bets. Plus, they'll end the show with some college hoops and give out their best bets. tSo, please make sure you guys hit that like button, subscribe, rate, leave a review and comment below who you'll betting on this week!Watch on youtube:  https://www.youtube.com/live/sqNOBh5oERU?si=HpgFNEmD_BglMD0WListen to the full Podcast: https://podcasts.apple.com/us/podcast/the-dream-wager/id1550381287Props.CashUse code DREAM25 for 25% off your first month's subscription. RATE AND REVIEW THE SHOW ON iTUNES & AUDIO PLATFORMS!#Sports #Podcast #TheDreamWager #SportsBetting #NBA #NBAPicks #CBBPicks #Olympics Follow The Dream Wager on X@thedreamwager  Follow The Dream Wager on Instagram@thedreamwagerFollow the boys on X Dylan: @rockk24  Elvis: @e_thedreamwagerJoey D: @10secondsleft_

Rockers! You voted Joel Hoekstra as your favorite podcast guest of the year for 2025 so we figured we needed to get him back for 2026 for you guys! The timing couldn't have been better as Joel ended the year with a killer TSO tour and is now releasing a brand new record called "From the Fade". At the time of this interview, three singles were already released so we are talking about the upcoming record, those three singles, music videos, and the longevity of Joel's career. All this and more, so check it out and leave us a killer review!Rock!

In this derivative of a show takeover, Dr. Brianna Rue interviews me to explore my journey in podcasting and the insights I've has gained about the optometry profession. We discuss the challenges optometrists face, the importance of financial literacy, and many other lessons I've learned through and because of the conversations I've had on this show. We cover a lot in this dialogue and—among many topics—our conversation emphasizes the need for clarity in goals, the significance of delegation, and the value of building relationships in practice ownership. Towards the end of the conversation , we also touch on the future of the show and the significance of continuous learning and adaptation in the profession.   Resources: Book a Triage call with Adam Download the Practice Owner's Financial Toolkit 20/20 Money Ultimate Financial Success Masterclass OD Mastermind Interest Form   Episodes Referenced:  Lessons from the (former) President of TSO: cooperative strategies to counter PE disruption and empower private practice ownership with John Marvin Thoughts and opinions on the state & future of private practice optometry from the president of a $110 million optometry organization: a conversation with John Marvin, President of Texas State Optical A deep dive into practice transitions with Dr. Mick Kling, OD (Part 1) A deep dive into practice transitions with Dr. Mick Kling, OD (Part 2) Dr. Jennifer Stewart's "tepid" start optometry practice: the power of vision & intentionality, the importance of an ideal patient avatar, and reconciling business risk with a conservative personality Increasing optical revenue by rethinking--from buying to selling--your frame management with Kayla Ashlee of Spexy Rethinking the perception of sales in your office with Kayla Ashlee, Founder of Spexy   ————————————————————————————— Please rate and subscribe to 20/20 Money on these platforms Apple Podcasts Spotify ————————————————————————————— For past episodes of 20/20 Money with full companion show notes, please check out our episode archive here!

Laurent and Gerard sit down with Jo-Jo Hubbard, CEO of Electron, to explore why the centre of gravity in the energy transition is shifting decisively toward the distribution grid. Jo-Jo explains why the “last mile” is becoming the true engine of system flexibility, how demand at the edge must become a core resource, and why DSOs aren't confused about flexibility at all — they simply respond to the incentives regulators design. Flexibility, she argues, isn't replacing grid reinforcement but making it smarter, helping utilities target and sequence investments far more efficiently at a time when distribution upgrade costs are rising quickly.We discuss how to escape the sector's obsession with endless pilots, and why real scale only arrives when year-round, rules-based products give suppliers and aggregators the confidence to automate and invest. The conversation then turns to the economics of location — from REMA to zonal pricing — and why congestion at the distribution level is where flexibility competes most effectively with copper. Jo-Jo also lays out what it takes to get millions of households engaged without overwhelming them, making the experience effortless, automated and consistent across retailers.She breaks down the hardest parts of the DER orchestration stack, noting that the real challenge isn't cloud infrastructure but standardising how device capabilities and network constraints are described across a patchwork of utilities. Looking ahead to 2030, Jo-Jo argues that no single asset class “wins”: value depends on time, place and service, with EVs likely providing tens of gigawatts of potential flexibility but orchestration remaining the true hero.We cover the future of interoperability and open data — not via global standards, but through adapters and translation layers similar to those that shaped the internet — and examine the cybersecurity demands of cloud-based orchestration as it becomes critical infrastructure. Jo-Jo also gives a global view of progress, from Australia's rapid adoption to the US's accelerating regulatory push and Europe's mix of strong TSO-level progress but uneven local action. She closes with reflections on whether the centralised grid is dying, who should ultimately control DERs, whether blockchain still has a role, and what a nightmare scenario looks like in a DER-dominated world.A fast, clear, and deeply insightful conversation on the rise of flexibility, the reinvention of the distribution grid, and the technologies and rules needed to orchestrate millions of devices.

Welcome into 2026 and to begin the new year here is the audio edition of the latest show and joining us is Joel Hoekstra from Whitesnake, Night Ranger and TSO, Joel has a 4th album coming out from his band "Joel Hoekstra's 13" called "From The Fade" it arrives on Feb 27 we look ahead to this and back at a career which has seen him playing with and alongside some of the greatest bands and musicians of the generation.If you prefer to watch this in video form you can over on You Tube and the website www.therocknbluesexperience.com

LA Public Press reporter Phoenix Tso joins us for our first podcast of the year. Tso covered mutual aid efforts immediately after last January's Eaton Fire in the Altadena area of the San Gabriel Mountains. Marking the anniversary of the 14,000 acre fire that destroyed 10,000 structures and took at least 19 lives, Tso checked in again with small business owners rebuilding their lives back from the disaster. Struggles are plenty: insurance claims, fire remediation, lost income, lost neighbors and customers, and real estate development. The stories Tso shares with us are somber, but remind us why the community needs support from the San Gabriel Valley at large. A lightly edited transcript of the conversation can be found below. Streetsblog's San Gabriel Valley coverage is supported by Foothill Transit, offering car-free travel throughout the San Gabriel Valley with connections to the A Line Stations across the Foothills and Commuter Express lines traveling into the heart of downtown L.A. To plan your trip, visit Foothill Transit. "Foothill Transit. Going Good Places."Sign-up for our SGV Connect Newsletter, coming to your inbox on Fridays! Chris Greenspon - This is SGV Connect 145. I'm Chris Greenspon. This is our first podcast of the new year. We hope you all had a good break. Quickly, before we begin, though, I just want to remind you that Streetsblog's San Gabriel Valley coverage is supported by Foothill Transit, offering car free travel throughout the San Gabriel Valley with connections to the A Line Stations across the foothills and commuter express lines traveling into the heart of downtown LA. To plan your trip, visit Foothill transit.org. Foothill Transit "Going good places".  Today, we're looking back at the one year anniversary of the Eaton Fire and recovery efforts to keep the community intact. Here as our guest, we have Phoenix Tso reporter for LA Public Press. Phoenix, welcome back to SGV Connect.  Phoenix Tso - Thank you for having me.  Chris - So earlier this week, you filed a story checking in with business owners in Altadena who've been able to reopen a year after the fire. How are people holding up now, a year later?  Phoenix - Yeah, I just did a story on small business owners whose businesses were affected by the Eaton Fire in Altadena one year later. I think it's kind of a mixed bag. I talked to a bunch of people who were able to reopen. Some, like, just a couple months ago, reopened. One person actually, technically never closed. She said she was the only person in her shopping plaza, without a working air conditioning and a patchy roof,  all burned up.  But the building was luckily intact, and her store was luckily intact. She runs a print and copying shop. So, yeah, it's a mixed bag.  Some people, their businesses burned down completely. It's a total loss. One person I talked to runs a martial arts studio, and she actually bought the land that her studio was standing on. She's trying to rebuild, trying to raise the money, and she says that, like, it'll probably take three to five years for her to come back and for the community to really come back. Yes, there's businesses that have reopened, but there's just not as many people back in Altadena one year later.  Chris - And what's the mood? Phoenix - It's somber. I would say.  I think there's still a big community feel, though. A lot of these businesses were pillars of the community, and they're where people gather still…or gather even more. For example, Fair Oaks Burger, they closed during the fire, and they didn't reopen until June, basically because of smoke remediation issues and debris and everything like that. But they kept doing mutual aid operations in their parking lot. They worked with the World Central Kitchen to distribute food, and they ended up partnering with different groups to do grocery distributions. So they've still been around in Altadena, and there are a lot of community events there, and a lot of the community really gathers there. Business is slower than before, but people did come back after Fair Oaks Burger reopened.  Chris - What kind of community is this and why do people want to preserve it? Obviously, every time a community has a tragedy, we hear some of the same descriptors. But what makes Altadena Altadena? Phoenix - I think Altadena is special because it's technically urban. It's close to LA but it really does have a small town feel. I wonder if Altadena residents would agree with me…of like a Gilmore Girls type of feel. It's right by the mountains. It's beautiful up there. It's a little isolated and out of the way.  People who like a quiet, sort of nature…very close to nature, type of community that still is also close to urban amenities. I think they love that. As has been said it's a historically black community. It's one of the few communities where black people are allowed to own homes for a long time, and that community has been affected heavily by the fire.There's a big question whether they'll be able to make a comeback, especially with a lot of corporate developers buying up lots that have burned down.  So it's actually a very diverse working class community as well. It's kind of unique in that sense, very different from the Palisades fire. Where the Pacific Palisades is one of the wealthiest communities in LA County. The diversity, the mix, but also like a very tight knit community. I think when you go out to community events, there is a small business fair on Small Business Saturday, right after Thanksgiving, you could definitely see a lot of the community out there, and people knowing each other, and really breaking bread together. Chris - And it still has a little bit of that 'Dena' cultural feel with the hippie stuff and the art galleries.  Phoenix - Yeah, definitely. And in fact, I talked to an art gallery owner who started dedicating his gallery to artists affected by the fire in Altadena and Pasadena. And he said, "Yeah, the support that people are showing those artists is really amazing." Chris - So you spoke to a range of different types of businesses. You spoke to the gallerist. You spoke to somebody who's trying to get a martial arts studio back up and running, hopefully in a few years. You spoke to somebody who owned a print and copy shop and I think a restaurant or two. Overall, what are the challenges that they spoke about in getting reopened?  Phoenix - Yeah, I think their insurance companies were a big challenge.  I interviewed a lot of business owners at Mariposa junction, which is one of the few shopping areas where one of the buildings burned down, but one did not burn down. So those businesses have come back. So I think that's a big challenge.  Oh, the gallery owner I talked to. His name is Ben McGinty. He said that the biggest challenge for him is being back when everybody else has lost everything and it's a very like sobering thought, for sure.  But also, people said that the challenge was getting their shops remediated in a timely manner, they had to wait months for that to happen. I think some of them did it themselves and still need to get reimbursed by their insurance company. I guess some insurance companies were understanding. Some, just gave an attitude, like, "why are you asking?" It's like, "oh, I'm a policyholder. Like, why wouldn't I ask for this, for, you know, this to be paid out?"  Yeah, I think having the money to be able to reopen and rebuild, having a good landlord who would like not charge rent while you're not in the store and an insurance company to help with repairs. Those are all challenges.  Chris - So how are folks surviving, or is it? Are they getting grants? Are they getting help from the city? Are they getting community buyouts? What's going on?  Phoenix - Yes, there are a lot of grants. Fair Oaks Burger, it's kind of interesting. You know, Rick Caruso, the billionaire businessman, his foundation has issued a good amount of grants. Interesting to see his name in the mix there.  There are a lot of grants from corporations, different chambers of commerce. There are low interest loans, or no interest loans that people have been able to get another challenge is the red tape it takes to reopen in LA County. The owner of Fair Oaks Burger talked about that a lot, and she said that, if they make the process easier with a little less red tape. She thinks  more businesses will be able to come back more easily.  Chris - So where are we seeing real estate movement? You alluded to this a little bit.  Phoenix - Oh, yeah, I haven't looked at this in a lot of detail, but I've seen a lot of reports.A lot of the lots, I think it's several hundred residential lots that have a lot of people have  put their lots up for sale because they aren't able to rebuild.  That's a similar challenge. The insurance companies have not come through for people who lost their homes, which is really horrible to hear. So they're selling their lots. And a lot of corporate developers, LLCs, are buying up those lots. It remains to be seen what they're doing with them.  I saw a report where  one of them is being constructed right now, and it's kind of interesting. The home they're building is for sale for at least a million dollars, or something like that. I don't know how a lot of people can afford that. So, there are a lot of community groups who are really tracking that and are really trying to advocate for community land trusts and for community minded people to buy up these lots and to be able to sell or rent them to working class folks, just to preserve the diversity of Altadena, to let allow people to be able to come back.  I read last year, groups had asked for, maybe $500 million from the state, which they didn't get. I wouldn't be surprised if they're trying again. But so far, I think there hasn't been a lot of support from, you know, from the state to actually do something to preserve Altadena as it was and has been. Chris - Yeah, it sounds like an uphill struggle. So what should we keep an eye out for as we're wrapping up this interview going forward with LA Public Press, with Altadena and your reporting? Phoenix - Oh, I'll keep covering Altadena. I'm covering calls for a state investigation into the evacuation response by LA County. I will be looking into who's buying these residential lots and what they're doing with them as a whole. We are still covering everything LA County, especially the immigration raids, police accountability, housing, organizing, you name it. Chris - So thanks for joining us once again on SGV Connect.  Phoenix - Thanks for having me again.  Chris - That's Phoenix Tso reporter for LA Public Press covering all things Eaton, fire, mutual aid, Chinatown and more. Check out hers and all the other fine work from LA Public Press, and if you can donate, they do good work. And if you have anything left over, donate to Streetsblog. I'm Chris Greenspon. Thanks for listening.   

Have you ever wondered what actually happens inside a coaching program before you join? Do you feel stuck, unsure of your next step, or overwhelmed by strategy, mindset, or how to launch what God is calling you to build? In this episode, I'm giving you a behind-the-scenes look at a real coaching call from my Podcast to Profit program. You'll hear edited snippets from spotlight coaching sessions with different students as they sit with me, ask honest questions, and get real-time guidance. We talk through clarity, strategy, mindset blocks, mapping out launches, and whatever they need in that moment. As you listen, put yourself in their seat. Ask how this applies to your business, your idea, and your next step. If you're ready to start something new and want clarity on what God is inviting you into next, let this episode bring focus, direction, and confidence for your next move. I pray this blesses you!   Ready to Make Consistent Income From a Podcast?  Join my 5-Day Profitable Podcast Bootcamp! I'll show you how to create a podcast that makes steady income on autopilot—without relying on social media.

We conclude our series on Queensryche (and Nik is thrilled) with "Promised Land!" How did the band fare following two huge commercial hits, and make their way in the crowded Nirvana/Alt-Rock/"Black Album" Metallica new reality of mid-90s music? We make references to The Simpsons, Seymour Butts, The Predator, Foreigner, Se7en, KISS, Role Models, I Love You Man, and more!Buy Don's shirts and support his weed habit!https://southeastofheaven.threadless.com/Check out our last series on the Layne Staley years of Alice in Chains:https://www.youtube.com/playlist?list=PLpHaaolFKt7Pcnm3WOVo2Ckp8d5C4k2pgFor Rock and Metal news: https://www.ghostcultmag.comFor vinyl porn: https://www.instagram.com/Glacially_MusicalFor Don-related stuff: https://www.southeastofheaven.com/To support the Pouredcast: https://linktr.ee/GlaciallyMusicalPouredcast Invest In Vinyl mylar inner sleeves https://amzn.to/3pPLQaA Timestamp: 0:00 Intro ✅ Greetings! 1:40 Beer ✅ Nik - Mamma's Little Helper, Don - Torpedo IPA, Keefy - Liquid Death 3:38 Vinyl ✅ Nik - REO Speedwagon + Cannabis Corpse, Don - Eddie and The Cruisers + The Well , Keefy - Mark Lanegan + Forn / Yautja split 7 inch, 13:33 News ✅ Vinnie Vincent new single pre-order, TSO does Ozzy/Sabbath tribute, Bill Ward poetry, Don gift unboxing, Alcatrazz vs Graham Bonnett vs no one cares33:30 Shirt✅ Nik - Ghost Cult Shirt + track jacket, Don - Thrillhouse Records, Keefy - Metallica - Re-Load hockey jersey37:17 Meat✅1994 in rock and metal, Don loves "Promised Land" but is it any good? 130:00 ✅ Outro - Please like and subscribe! Tell your friends! This is the "finger fudge pour: https://www.youtube.com/shorts/rTtqjPgZZ7s#queensryche#seattle#heavymetal#radiofriendly#vinylcommunity#promisedland

We sit down with the founder of TSO – Tree Service Owners, a free community of more than 11,000 companies growing 5% every month. Built by a 26-year industry veteran, TSO is a vendor-free, owner-only space designed for real questions, constructive conversations, and shared learning. With hundreds of posts and thousands of comments each month, plus webinars on growth, hiring, and operations, TSO has become a trusted place for tree service companies to help each other succeed, competitive, but united in wanting everyone to get better.

WEDNESDAY HR 2 Amber Nova's first time at the TSO show. What are we gonna do for Friday's show? Rules for the aggressive fundraising. Best Christmas cities.

WEDNESDAY HR 2 Amber Nova's first time at the TSO show. What are we gonna do for Friday's show? Rules for the aggressive fundraising. Best Christmas cities.See omnystudio.com/listener for privacy information.

MONDAY HR 1 We start the morning with the heartbreaking story of Rob and Michelle Reiner deaths. Russ weekend with TSO. Ryan does trivia event.

MONDAY HR 1 We start the morning with the heartbreaking story of Rob and Michelle Reiner deaths. Russ weekend with TSO. Ryan does trivia event. See omnystudio.com/listener for privacy information.

Do you feel crystal clear on the heart of your message… but totally stuck when it comes to naming your podcast? Like, you know exactly who you want to serve, what you want to talk about, and why it matters—but your title just isn't landing, isn't searchable, or doesn't feel like you?   In this highly requested behind-the-scenes peek inside Podcast to Profit, I'm coaching my student, Holly, through crafting her podcast title and tagline (TSO). She came in knowing her mission and her listener, but needed help refining her messaging so her title was clear, compelling, and SEO-rich.   Listen in as we workshop Holly's title and tagline and walk through the same strategic, Spirit-led process you can use for your own show. If you've been stuck naming your podcast or clarifying your message, this episode will give you insight on how to get clear and create something your ideal listener can actually find and connect with.   I pray this blesses you!   Ready to Make Consistent Income From a Podcast?  Join my 5-Day Profitable Podcast Bootcamp! I'll show you how to create a podcast that makes steady income on autopilot—without relying on social media.

A creative modification, lean of peak with turbocharging, electronic ignition, and oil leaks are on tap. Email podcasts@aopa.org for a chance to get on the show. Join the world's largest aviation community at aopa.org/join Full notes below: Tom has a turbocharged Mooney and he's wondering how to manage it while lean of peak. The hosts say the first goal is to get on the lean side quickly, and then fine tune once there. They argue you can hear and feel when you're lean of peak, which is how you can expedite it. Then check the CHTs and the TITs to make sure they are below limits. That's it. Paul said in that way turbos have an advantage because it doesn't at what altitude you lean, the numbers should be similar. He tends to lean based solely on fuel flow. Ray is considering going to dual electronic magnetos, but he's concerned about redundancy and the safety of the associated battery. The hosts talk at length about the benefits of dual e-mags, and think that redundancy is better with e-mags than traditional magnetos, so even though you're going away from two independent systems, it's still an improvement. Mike said the TSO for the battery containment is extremely high, and not to worry about thermal runaway. The company must also think so because apparently the experimental version is largely the same, minus the same battery containment. Eric is a new A&P and he's trying to become better informed on the difference between major and minor overhaul. He helped a friend create an external charging port for a battery minder on the belly through an inspection port. The hosts are wowed by the work, and want to do it themselves, and all agree it's a minor alteration. It doesn't stick out into the airflow any more than a GPS antenna, which is a minor alteration. Mike recommends reading FAR Part 1.1, which gives the definition of a major alteration. If it doesn't meet that definition, it's minor. But of course Eric is a scientist by day and doesn't love the ambiguity of the reg. Mike says it's in his best judgement, and part of his role as a mechanic. Walter is trying to track down an oil leak on his Beech Sierra. Over a few years he's had his mechanic address multiple trouble spots, and over time that's helped. But recently he's had some oil pooling on his lower cowling. Colleen thinks areas such as oil return lines are problematic. The rubber boots connecting those lines get worn out and can be replaced. She's been trying to track down an oil leak on her Lycoming without luck, and gives Walter a bunch of places to check.

In this episode, Jason Pritchard speaks with Javier Espuch, Chief Business Development Officer at Emberion, a pioneer in safety-critical avionics and autopilot systems for UAVs and eVTOL aircraft. Javier shares the company's 18-year journey, from its early focus on miniaturised drone flight-control systems to becoming a leading technology provider for advanced air mobility platforms. Javier explains how Embention's flagship Veronte Autopilot has evolved through strict adherence to aviation-grade standards such as DO-178 and DO-254, giving manufacturers a certifiable, highly reliable flight-control solution adaptable to nearly any aircraft configuration. He highlights the system's key differentiators: miniaturisation, flexibility, and a model-based design environment that allows OEMs to customise control strategies for unique airframe architectures—from coaxial helicopters to tail-sitters and hybrid VTOLs. The discussion dives into the company's work toward TSO certification, the challenges of the still-emerging regulatory framework for autonomous systems, and the importance of achieving a certifiable detect-and-avoid capability, one of the biggest remaining hurdles for commercial eVTOL operations. Javier also outlines Emberion's expanding ecosystem, including upcoming inceptor controls and onboard cockpit displays, aimed at offering a complete avionics suite for AAM manufacturers. On industry trends, Javier shares his optimism about the diversity of vehicle concepts entering the market and stresses the importance of international collaboration, close OEM partnerships, and continued regulatory progress. Looking ahead, he sees the next 3–5 years as pivotal, with certification maturity and component standardisation unlocking meaningful commercial operations worldwide. He closes by reflecting on the excitement of helping early-stage innovators grow into mature aviation companies, one of the most rewarding parts of working in this transformative sector.

Limp...Tso...School...

Beat Migs!! We talk the rockaholics, one caller was dressed as Santa at the TSO concert, and Taryn sang karaoke!

Episode #284Drummer Jeff Plate is a founding member of the Trans-Siberian Orchestra, Savatage, and he's also a drum instructor. Mistress Carrie caught up with Jeff in his home studio to talk this years show, pyro, The Sphere, celebrating the Holidays, Moriah Formica, Ozzy, festivals, Nu-Metal, Spinal Tap, and so much more.  Episode NotesCheck out the custom playlist for Episode #284 here!Hear Jeff Plate from TSO on Episode #229Hear Joel Hoekstra from TSO on Episode #122See TSO in concert get ticket info here!Find Jeff Plate OnlineFacebookInstagramFind Trans Siberian Orchestra Online:WebsiteTwitterFacebookInstagramYoutubeFind Mistress Carrie Online: Official WebsiteThe Mistress Carrie Backstage Pass on PatreonXFacebookInstagramThreadsYouTubeCameoPantheon Podcast NetworkFind The Mistress Carrie Podcast online:InstagramThreads Learn more about your ad choices. Visit megaphone.fm/adchoices

Drummer for the Trans Siberian Orchestra Jeff Plate joins the show to talk about his history with the band and the upcoming TSO show at Rupp Arena. See omnystudio.com/listener for privacy information.

Every holiday season, Trans-Siberian Orchestra electrifies audiences with a symphony of rock, lights, and storytelling unlike anything else on earth. Nine-time Emmy winner David Sams sits down with Al Pitrelli—TSO's lead guitarist, musical director, and founding member—to reveal the heart, history, and humanity behind one of America's most cherished Christmas traditions. From the early days of analog tape and late nights in the studio to selling out arenas across the country, Al shares how The Ghosts of Christmas Eve continues to evolve while keeping Paul O'Neill's vision alive. Hear how TSO balances nostalgia with innovation, what fans can expect from this year's breathtaking production, and why this music connects generations every winter. Whether you're a lifelong fan or discovering TSO for the first time, this inspiring conversation captures the artistry, emotion, and sheer power of the band that defines the sound of the season. ✨ Experience the magic live—find a show near you and get tickets at TSOTickets.com.

David Fleming speaks with Al Pitrelli once again about the 2025 tour for Trans-Siberian Orchestra - The Ghosts of Christmas Eve. This is also the 25th anniversary Beethoven's Last Night, so a bit here as well. We'll also touch briefly on Savatage, the group from which TSO sprang. They (finally) started touring again!

Oggi faremo un viaggio con Achille Costacurta, figlio dell’attrice e conduttrice Martina Colombari e del calciatore Billy Costacurta. Fin da giovanissimo, Achille ha sviluppato una dipendenza dalle droghe con cui provava a controllare il suo ADHD, quando questo non gli era ancora stato diagnosticato. Ha dovuto, nel pieno della sua adolescenza, affrontare sette TSO, per un totale di quattordici settimane in ospedale. In questa puntata Achille ci parlerà dei suoi anni più difficili, degli errori commessi, dei momenti più bui dietro ai muri delle cliniche. Ci racconterà le cure e le ansie dei genitori, l’affetto per i suoi amici e un nuovo sogno: quello di aiutare i ragazzi con disabilità. Ci racconterà di come ha visto la speranza in un doppio arcobaleno, e di come oggi nessuno dovrà mai vergognarsi di lui. Il dream team di One More Time è composto da: Samar Abdel Basset, Davide Tessari, Alice Gagliardi, Tommaso Galli, Noemi Grandi, Edoardo Levy, Gloria Giovanditti, Leila Stabile, Giovanni Zaccaria. Questo episodio contiene l’inserimento di prodotti e servizi a fini commerciali.See omnystudio.com/listener for privacy information.

He was there are the beginning of TSO - and now he's coming to Fargo! Al Pitrelli tells the story of the beginning of TSO, their history, tradition and what to expect from this year's show. This year's tour, "THE GHOSTS OF EVE - THE BEST OF TSO AND MORE" will feature an ALL NEW SHOW and promises to be the BIGGEST and BEST TSO tour to date. TICKETS AVAILABLE NOW AT: www.TRANS-SIBERIAN.com See omnystudio.com/listener for privacy information.

【本集節目嘉賓】臺北市立交響樂團 線上專題策展人：王士文 大提琴家：陳昱翰 【本集節目主角】 蘇聯音樂家： 迪米特里．蕭斯塔科維契 Dmitry Dmitriyevich Shostakovich 為了理想和心中至美，你願付出多大代價？ 根紅苗正的蘇聯貴公子，卻為藝術頑強抗黨。 遊走在死亡威脅和違心做作之間， 他想活，更想真心實意的活。 當『真』一頭撞上政治指定的虛假， 當同胞的苦難禁止宣之於口， 當心懷家國大愛難以割捨， 這位西方熱捧的東方天才， 卻選擇放棄鐵幕外的光明， 轉身護住脆弱的藝術幼苗。 痛苦會過去，美會留下。 暴政磨礪出的，是更純粹的他。 【2025 TSO大師系列】殷巴爾、李映衡與TSO

Another two-for-one on Talkin' Rock. First up is guitar virtuoso Joel Hoekstra. The TSO machine is about to fire up for the holiday season, and Joel answers my questions about rehearsals (which is super interesting), the accusations of using backing tracks, his solo material, and lots more. Then, it's Sammy and Josh from Citizen Zero. Sammy had an eventful summer touring with the Goo Goo Dolls. He talks about how that came about. Plus, the guys talk about putting CZ back together, some shows coming up, and big things in 2026. Thanks for listening!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

"The Ghosts of Eve - The Best of TSO and More" tour is coming to the Valley. Al Pitrelli, TSO guitarist, joined the show to talk about the tour and what fans can expect.

Back in 1967, Igor Stravinsky, the legendary classical composer, ignored his doctors' advice and conducted the Toronto Symphony Orchestra in what would turn out to be his final public performance ever. Now, the TSO is honouring that concert and Stravinsky's legacy with a new recording of his 1920 ballet, “Pulcinella.” Gustavo Gimeno, the orchestra's music director, joins Tom Power to tell us about the record and why it was such a big deal for Stravinsky to do this performance.

We kicked off the program with four news stories and different guests on the stories we think you need to know about!TSO's 2025 tour, “Ghosts of Christmas Eve: The Best of TSO & More” will be an ALL NEW SHOW and promises to be the biggest & best TSO tour to date! Coming 11/29/25 to Worcester, MA - DCU Ctr. Guest: Jeff Plate – Member of the Trans-Siberian Orchestra - drums / original member InBoston Magazine's Latest Edition, Featuring Dan Rea! Guest: AnnMarie LaFauci – Editor of InBoston Magazine New results from the National Assessment of Educational Progress (NAEP) reveal a 4-point drop for 8th graders in science, reinforcing the urgent need to expand high-quality, engaging science education for all K–12 students. Guest: Christine Cunningham - Senior Vice President, STEM Learning, Museum of Science and National Assessment Governing Board MemberThe electricity is back at Fenway. And so is the late Luis Tiant. Guest: Rich Tenorio – Boston Globe journalist

TSO is coming back to Climate Pledge in November!

Beat Migs! And we chat with Al Pitrelli from TSO about them coming to Climate Pledge Arena!

Joel from TSO calls in and chats all things going on in his world.

As the CEO and President of Texas State Optical (TSO) for over 20 years, John Marvin grew TSO into one of the top 10 retail optical organizations in the U.S.Tune in, as John gives us a glimpse into his career, how he developed his leadership style, and the next chapter for him beyond TSO.John also talks about the importance of building a culture for continuous improvement in both our professional and personal lives; as well as insight into the virtues of servant leadership.You can follow John on LinkedIn to see and hear many more leadership insights!If you like what you hear, buy me a coffee to support the show and get a shout-out in a future episode!

John D. Marvin is a visionary entrepreneur, acclaimed columnist, and influential leader dedicated to empowering others to unlock their full potential. As President and CEO of Texas State Optical, John has cultivated a thriving business network while spearheading initiatives in health and wellness consulting and eye care partnerships. With a steadfast commitment to personal growth, John has spent years studying the transformative power of mindset and the “inner game” in achieving success. Beyond his entrepreneurial endeavors, Through his unwavering dedication to making a difference, John D. Marvin epitomizes the essence of leadership and empowerment, making him a compelling guest for any podcast seeking to inspire and motivate their audience. TSO brings in around 110M$ in revenue annually.   CONNECT WITH John D. Marvin Facebook: https://www.facebook.com/jdmarvin LinkedIn: https://www.linkedin.com/in/jdmarvin/ IG: https://www.instagram.com/jdmarvin/ Email: jdmarvin@mac.com   JOIN THE FIGHT AGAINST FOOD INSECURITY   Join the fight against food insecurity here in the U.S. DONATE TODAY at Meet the Streets Outreach, INC. to fight hunger!    Meet the Streets Outreach provides essential support to Houston's food-insecure communities by offering over 2,000 hot meals each month. With your help, we can continue to serve those in need. Your support ensures that we can continue to make a meaningful difference in the lives of Houston's most vulnerable residents. Thank you for considering this opportunity to invest in the well-being of our community.   Food Insecure Households For many families in the U.S., the past several years have been difficult. Higher food prices, economic instability, and other factors have made providing for a family even harder. 1 in 8 households in the U.S. is food insecure. That means these families don't have enough money or resources to buy enough food for everyone in their household. As recently as 2022, 7.3 million children lived in food insecure households. Also, 16.9% of children live in poverty.   SNAP Benefits More than 22 million U.S. households use SNAP benefits to help with food costs, as of April 2023. Sometimes known as “food stamps,” SNAP is the federal Supplemental Nutrition Assistance Program. People who receive SNAP benefits can use it to buy groceries, seeds, and plants for food. SNAP cannot be used to purchase hot food or household items like cleaning supplies, vitamins, or diapers.   CONNECT WITH Cedric Francis Website: https://www.lead2greatness.com/ Facebook: https://www.facebook.com/cedricbfrancis X (twitter): https://twitter.com/cedricbfrancis Instagram: https://www.instagram.com/cedricbfrancis/ LinkedIn: https://www.linkedin.com/in/cedric-b-francis-a0544037/

Achieving Success with Olivia Atkin Episode 137 "How To Achieve A Clear Vision For Unstoppable Success with John Marvin"Olivia talks personal and professional achievements with John Marvin. John D. Marvin is the President and CEO of Texas State Optical, a leading network of independent optometrists generating over $110 million in annual revenue. With nearly 25 years of leadership experience, John has transformed TSO into one of the top ten retail optical companies in the United States, setting a benchmark for excellence in eye care and business growth. He is a Certified Member of the John C. Maxwell Team of Professional Speakers, Trainers, and Coaches, sharing his expertise in leadership, customer service, and practice management. John's ability to align mindset with strategy has not only driven TSO's success but also made him a sought-after mentor for professionals in sales, business, and personal growth. His insights into consumer behavior and organizational leadership offer a wealth of knowledge for anyone aiming to elevate their success.Join Olivia every Tuesday as she brings on top notch guests to talk about how they are Achieving Success! Career Development Book and More at Achieving-success.comStay Connected With Us:Linkedin: https://www.linkedin.com/company/achieving-success-llcInstagram: @_achievingsuccessTwitter: @_achievesuccessFacebook: @Achieving SuccessYou can find John Marvin:LinkedIn: John MarvinEmail: jdmarvin@tso.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/achieving-success-with-olivia-atkin--5743662/support.

In this THINK Business Mini Business Course, Jon Dowskin and John Marvin, President/CEO, TSO, Inc. discuss setting intentions. Get valuable, expert insight you can put into practice today! Watch the full episode Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big!   Connect with John Marvin: Website: www.tso.com X: https://www.twitter.com/JohnDMarvinTX Instagram: https://www.instagram.com/jdmarvin LinkedIn: https://www.linkedin.com/in/jdmarvin/ Facebook: https://www.facebook.com/jdmarvin                 *E – explicit language may be used in this podcast.

時至二十一世紀，羅馬教會依然屹立， 耶穌永不退流行，聖經千百年暢銷， 但陳年積弊已不容無視， 上帝的牧羊人，又該領著羊群往哪裡行？ 而今的教宗還有多重要？ 看似繁瑣的儀式背後有何玄機？ 從上任開始就不停締造紀錄的教宗方濟各， 來看看他奇特的生平與功過。 【分子藥局╳studio GLOW極靜薰衣草好眠配方】～5/31

Sponsored By: BetOnline.Ag: https://www.betonline.ag/ Chris Caffery on Savatage, Trans-Siberian Orchestra & Rock’s Evolution | Krazy Train Podcast This week on Krazy Train with Jasmin St. Claire, legendary guitarist Chris Caffery joins the show to talk Savatage, Trans-Siberian Orchestra, and the wild ride of rock music history