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Strap on your goggles, kids, because this week Josh is going Double Beer Mode on you suckers. Which means…which means…just listen and see what it means! (Peeing in bottles mostly) And other stuff. This week's stories come to us from our fearless reporters the world over, bringing you the most important news from Namibia, London, and the Good Ol' U-S-of-A. If you want to have your story featured on the show, write in to JoshPotterShow@gmail.com And we still want your hurricane drawings from last week. Don't forget about those. They're very important. We might never settle the debate otherwise. ON THIS WEEK'S EPISODE: ★ Chaz Jizzolm ★ Feline Revenge ★ Don Draber Facebook ★ Monkey Ladies And much more! ★★★ This week's Intro Music: “I Feel Weird But I'm Good” by Odd-Track Numbers Outro Music: “Live From The Roach Motel (feat. Hendawg)” by Brothers ★★★ See Josh Live! July 13th - The Lincoln Lodge - Chicago, Il Aug 15th - Comedy Cabin - Janesville, WI Aug 16th - Comedy Cabin - Janesville, WI Oct 31st - Headbangers Cruise w/Lamb Of God Nov 1st - Headbangers Cruise w/Lamb Of God Nov 2nd - Headbangers Cruise w/Lamb Of God Nov 3rd - Headbangers Cruise w/Lamb Of God Nov 4th - Headbangers Cruise w/Lamb Of God ALL STAND UP LINKS CAN BE FOUND HERE: ⁠⁠⁠⁠⁠https://thejoshpotter.com⁠⁠⁠⁠⁠ ★★★ Josh Potter

The guys talk about space, Lil Wayne, and childhood crushes. They also power rank guitar solos and debate whether or not people can be addicted to therapy.Follow the show on X/Twitter: @passthegravypod, @AlexJMiddleton, @NotPatDionne, and @RobertBarbosa03

Carlos Maslatón es un hombre del mercado financiero, en los últimos años se ha convertido en un influencer, profesa el liberalismo y hoy está muy alejado de Javier Milei. En su perfil de la red social X se define, además, como “bitcoinero”.Maslatón dixit

El Ministerio de Economía y Finanzas anunció ayer cinco medidas para atender la situación de los comercios que desarrollan su actividad en los departamentos fronterizos de Brasil. Conversamos En Perspectiva con el presidente de la Asociación Comercial e Industrial de Rivera, Gustavo Laclau. Hablando en un acto organizado por la Confederación Empresarial del Uruguay (CEDU) en Artigas, el ministro Gabriel Oddone adelantó que las medidas sirven para amortiguar la difícil situación en esas zonas del país, pero que no son una solución final. “Los anuncios que vamos a hacer ahora no pretenden resolver todos los problemas, ni pretenden ser una solución que de alguna manera despeje todos los dilemas que la políticas públicas tienen, pero sí pretenden ser el inicio de un proceso de aproximación de parte del Poder Ejecutivo para atacar los problemas de la frontera”.  En primer término, se exonerará en su totalidad el IVA mínimo a los pequeños contribuyentes y se reducirá un 50% de la tasa básica de ese tributo (es decir, se la llevará del 22% al 11%). La medida incluirá a las compras en comercios minoristas de ramos generales que estén localizados a menos de 20 km de un Paso de Frontera (PdeF) y se implementará mediante compras con tarjeta de débito. En segundo lugar, se dará una nueva extensión del subsidio al 100% del arrendamiento de las terminales de POS para monotributistas y contribuyentes Literal E. La tercera medida consta de una ampliación de la reducción del IMESI de 24% a 32% en la frontera con Brasil. Actualmente rige la rebaja, pero se aumentará en 8 puntos porcentuales la reducción del IMESI, pasando de 24% a 32% del precio de venta al público, cuando el pago se realice con un medio electrónico. En cuarto orden, se determinó “un régimen simplificado de importación” para el que se brindará exoneración total de tributos a la importación de determinados productos. Podrán hacer uso de este régimen especial los comercios minoristas, de ramos generales, ubicados a menos de 60 km de la frontera. El objetivo es que puedan importar libres de todo tributo productos que componen la canasta básica. Por último, habrá una reducción de hasta 75% en los aportes patronales de los nuevos empleos formales que generen las empresas ubicadas a menos de 60 km de un Paso de Frontera en los próximos 12 meses, es decir en el próximo año. La medida se aplicará en los rubros: Industria manufacturera; comercio minorista; alojamiento y servicios de comida; actividades administrativas y de apoyo; artes y entretenimiento y otras actividades de servicio. El costo estimado de este paquete para el Estado es de unos U$S 3 millones al año.

Subscribe to our YouTube channel: https://www.youtube.com/@CallMeBackPodcast?sub_confirmation=1  Subscribe to Ark Media's new podcast ‘What's Your Number?': https://www.youtube.com/@wyn.podcast?sub_confirmation=1   For sponsorship inquiries, please contact: callmeback@arkmedia.orgTo contact us, sign up for updates, and access transcripts, visit: https://arkmedia.org/Ark Media on Instagram: https://www.instagram.com/arkmediaorgDan on X: https://x.com/dansenorDan on Instagram: https://www.instagram.com/dansenorToday's episode:On Sunday, a peaceful demonstration in Boulder, Colorado, advocating the release of the 58 remaining Israeli hostages held by Hamas, was violently disrupted when 45-year-old Mohamed Sabry Soliman, disguising himself as a gardener, attacked participants with Molotov cocktails and a makeshift flamethrower. The assault injured six elderly individuals, aged between 67 and 88 — including a survivor of the Holocaust — with at least one victim in critical condition. In Paris, vandals defaced the Holocaust Memorial, two synagogues, and a Jewish restaurant in a coordinated act of antisemitic violence. These horrific events come just over one week after Elias Rodriguez, a radical, leftist activist, murdered two Israeli embassy staffers outside the Jewish museum in Washington DC. We have been hearing from Israelis who lived through the Intifada in Israel, as they reflect on what “Globalize the Intifada” means when it reaches our country; we hear one Israeli's perspective in today's episode. Meanwhile, just as it appeared that Israel was facing increasing international pressure, it is Hamas's position in the hostage negotiations that is weakening with time, according to U.S. officials. Late on Wednesday, the United States vetoed a United Nations Security Council resolution calling for an  “immediate, unconditional and permanent ceasefire” between Israel and Hamas in Gaza, the release of all the hostages and unhindered aid access across the enclave. Dorothy Shea, Acting US Ambassador to the UN cited the failure to condemn Hamas and calling for its disarmament as the reason for the veto. Nadav Eyal, senior analyst at Yedioth Achronot, joins us to discuss the implications of the antisemitic terror attack in Boulder as well as the turmoil in Gaza. CREDITS:ILAN BENATAR - Producer & EditorMARTIN HUERGO - Sound EditorMARIANGELES BURGOS - Additional EditingGABE SILVERSTEIN - ResearchYUVAL SEMO - Music Composer

In 2006, TVO launched a new nightly current affairs program called "The Agenda." Its first ever guest was none other than Conrad Black, newspaper proprietor, member of the British House of Lords, and prolific author. As The Agenda winds down, we invite Conrad Black back to discuss U.S.-Canada relations and his life almost 20 years later.See omnystudio.com/listener for privacy information.

The Caller’s Question: Tyler from Santa Barbara phoned into The Patrick Madrid Show with a simple but important question: “Why didn’t Vice President JD Vance kiss Pope Leo’s ring?” Patrick’s Take: Not a Sin, Just a Skip Patrick handled it with his usual blend of insight, clarity, and wisdom. Here’s the gist: There are diplomatic protocols at play when you're dealing with heads of state. JD Vance, while not a head of state himself, is pretty high up there, so formalities might have been planned in advance. Kissing the pope’s ring isn’t required. It’s a beautiful tradition, yes, but not a divine commandment. It came about in the Middle Ages. So, Vance skipping it is not a sin. Not disrespectful. Just… not traditional. Giving Grace Patrick gently reminded us: JD Vance is a new convert to Catholicism. He didn’t grow up in Catholic culture, so ring-kissing might be unfamiliar or even feel a bit odd to him. He’s from a very humble, rural background, and some of his choices may still reflect that down-to-earth, “no-frills” sensibility. The American Factor Patrick also pointed out a larger cultural angle: The U.S. has a strong anti-aristocracy streak, going way back. That “no kings, no crowns” mindset could subtly influence even how Catholic leaders act, especially on the world stage. There's still anti-Catholic sentiment in parts of the U.S., and Vance may have wanted to avoid fueling any fire or being seen as overly deferential to a “foreign prince.”

What does it really mean to have a bias toward action and how do you build that into your culture without skipping strategy? Boris Gloger joins Brian Milner for a deep dive on experimentation, leadership, and the difference between tactical work and true strategic thinking. Overview In this conversation, Brian welcomes longtime Scrum pioneer, consultant, and author Boris Gloger to explore the tension between planning and doing in Agile environments. Boris shares how a bias toward action isn’t about skipping steps—it’s about shortening the cycle between idea and feedback, especially when knowledge gaps or fear of mistakes create inertia. They unpack why experimentation is often misunderstood, what leaders get wrong about failure, and how AI, organizational habits, and strategy-as-practice are reshaping the future of Agile work. References and resources mentioned in the show: Boris Gloger LinkedIn Leaders Guide to Agile eBook Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Boris Gloger is a pioneering agile strategist and Germany’s first Certified Scrum Trainer, known for shaping how organizations across Europe approach transformation, strategy, and sustainable leadership. As founder of borisgloger consulting, he helps teams and executives navigate complexity—blending modern management, ethical innovation, and even AI—to make agility actually work in the real world. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the one, the only Mr. Boris Glogger with us. Welcome in Boris. Boris Gloger (00:11) Yeah, thank you, Eurobrein, for having me on your show. Brian Milner (00:14) Very excited to have Boris here. For those of you who haven't crossed paths with Boris, Boris has been involved in the Scrum movement, I would say, since the very, very earliest days. He's a CST, he's a coach, he's an author, he's a keynote speaker. He had a book early called The Agile Fixed Price. He runs his own consultancy in Europe. And he has a new book that's been, that's going to be coming out soon called strategy as practice. And that's one of the reasons we wanted to have Boris on is because there's kind of this topic area that's been percolating that I've heard people talk about quite often. And I see some confused looks when the, when the topic comes up, you hear this term about having a bias toward action. And, we just wanted to kind of dive into that a little bit about what that means to have a bias toward action. and really how we can apply that to what we do in our day-to-day lives. So let's start there, Boris. When you hear that term, having a bias toward action, what does that mean to you? Boris Gloger (01:12) The fun thing is I was always in tune with the idea because people said my basic mantra at the beginning of doing agile was doing as a way of thinking. So the basic idea of agile for me was always experimentation, trying things out, breaking rules, not for the sake of breaking rules, but making to create a new kind of order. the basic idea is like we had with test-driven development at the beginning of all these agile approaches and we said, yeah, we need to test first and then we have the end in our mind, but we don't know exactly how to achieve that. So there is this kind of bias towards action. That's absolutely true. On the other hand, what I've always found fascinating was that even the classical project management methodologies said, Yeah, you have to have a plan, but the second step is to revise that plan. And that was always this, do we plan planning and reality together? And actually for me at the beginning, 35 years ago, was exactly that kind of really cool blend of being able to have a great vision and people like Mike and all these guys, they had always said, we need to have that kind of a vision, we need to know. Yeah, if the product owner was exactly that idea, you have to have that vision, but you really need to get the nitty-gritty details of, so to say, of doing this stuff. Brian Milner (02:40) Yeah, that's awesome. And the thing that kind of always pops to my head when I think about this is, we hear this term bias toward action and there's sort of this balance, I think a little bit between planning and action, right? I mean, you wanna plan, you wanna plan well, but you don't wanna over plan. You don't wanna waste too much time trying to come up with a perfect plan. You wanna... you want to do things, but you also don't want to be, you don't want to rush into things. So how do people find that balance between not just, you know, going off, you know, like we say in the U S half cocked a little bit, you know, like just not, not really not ready to really do the thing that you're going to do. Cause you didn't really invest the time upfront, but on the other hand, not spending so much time that you're trying to get the perfect plan before you do anything. Boris Gloger (03:28) You know, the problem, for me, the issue was solved by when I figured out that the teams typically struggle not to achieve, for instance, the sprint goal or the end or whatever they wanted to accomplish when they have not the right know-how. So it's a knowledge problem. So for instance, I don't know if this is still the case, but sometimes developers say, need to... to immerse myself with that I need to figure that out. I need to get the new framework before I can do something about estimates or something. So whenever you hear that, that you know that person that just tries to give you an estimate or the team that would like to come into a sprint goal or whatever it is, they are not really knowing what topic is about. It's a knowledge gap. And then people tend to go into that analysis paralysis problem. They don't know exactly what they need to do. So therefore they need to investigate. But by doing investigation, you start making that big elephant in the corner, larger and larger and larger and larger because you go that ishikara diagram, you have too many options. It's like playing chess with all options at hand and not have enough experience. What kind of gambit you would like to do. So everything's possible and by, because you have not enough experience, you say everything's possible, that creates too much of a planning hassle. And Agile, is the funny thing is, made us very transparent by just saying, okay, let's spend maybe two weeks. And then we figured out two weeks is too much. So let's do a spike, then we call it a spike. The basic idea was always to have a very short time frame, timeline where we try to bring our know-how to a specific problem, try to solve it as fast as possible. And the funny thing was actually was, as if I I confess myself that I don't know everything, or anything, sorry, that I don't know anything, then I could say, I give me a very short timeline, I could say I spend an hour. And today we have chat, CVT and perplexity and all that stuff. And then we could say, okay, let's spend an hour observation, but then we need to come up with a better idea of what we are talking about. So we can shorten the time cycle. So whenever I experienced teams or even organizations, when they start getting that planning in place, we have a knowledge problem. And a typical that is, is, or the classical mindset always says, okay, then we need to plan more. We need to make that upfront work. For instance, we need to have backlogs and we need to know all these features, even if we don't know what kind of features our client really would like to have. And the actual software problem is saying, okay, let's get out with something that we can deliver. And then we get feedback. And if we understand that our kind of the amount of time we spend is as cheap as possible. So like we use the tools that we have. We used to know how that we have. We try to create something that we can achieve with what we can do already, then we can improve on that. And then we can figure out, we don't know exactly what we might need to have to do more research or ask another consultant or bring in friends from another team to help us with that. Brian Milner (06:46) It's, sounds like the there's a, there's a real, kind of focus then from, from what I'm hearing from you, like a real focus on experimentation and, you know, that, that phrase we hear a lot failing fast, that kind of thing. So how, do you cultivate that? How do you, how do you get the organization to buy in and your team to buy into that idea of. Let's experiment, let's fail fast. And, and, we'll learn more from, from doing that than just, you know, endlessly planning. Boris Gloger (07:12) I think the URCHAR community made a huge mistake of embracing this failure culture all the time. We always tell we need to call from failure because we are all ingrained in a culture in the Western society at least, where we learned through school our parents that making failures is not acceptable. Brian Milner (07:18) Ha ha. Boris Gloger (07:32) And I came across Amy Atkinson and she did a great book to make clear we need to talk about failures and mistakes in a very different kind of way. We need to understand that there are at least three kinds of mistakes that are possible. One is the basic mistake, like a spelling error or you have a context problem in a specific program that you write or you... You break something because you don't know exactly how strong your material is. That is basic mistake. You should know that. That's trainable. The other is the kind of error that you create because the problem you try to solve has too many variables. So that's a complicated problem. You can't foresee all aspects that might happen in future. So typical an airplane is crashing. So you have covered everything you know so far. But then there's some specific problem that nobody could foresee. That's a failure. But it's not something that you can foresee. You can't prevent that. You try to prevent as best as possible. And that's even not an accepted mistake because sometimes people die and you really would like to go against it. So that's the second kind of mistakes you don't like to have. We really like to get out of the system. And then there's a third way kind of mistakes. And that is exactly what we need to have. We need to embrace that experimentation and even experimentation. mean, I started physics in school and in university and an experimental physicists. He's not running an experiment like I just throw a ball around and then I figure out what happens. An experiment is a best guess. You have a theory behind it. You believe that what you deliver or that you try to find out is the best you try to do. The Wright brothers missed their first airplane. I mean, they didn't throw their airplane in the balloon. Then it gets destroyed. They tried whatever they believed is possible. But then you need to understand as a team, as an organization, we have never done this before, so it might get broken. We might learn. For instance, we had once a project where we worked with chemists 10 years ago to splice DNA. So we wanted to understand how DNA is written down in the DNA sequence analyzer. And I needed to understand that we had 90 scientists who created these chemicals to be able to that you can use that in that synthesizer to understand how our DNA is mapped out. And we first need to understand one sprint might get results that 99 of our experience will fail. But again, management said we need to be successful. Yeah, but what is the success in science? I mean, that you know this route of action is not working, right? And that is the kind of failure that we would like to have. And I believe our Agile community need to tell that much more to our clients. It's not like, we need to express failure. No, we don't need to embrace failure. We don't want to have mistakes and we don't want to have complicated issues that might lead to the destroying of our products. need on the other hand, the culture, the experimentation to figure out something that nobody knows so far is acceptable, it's necessary. And then, edge our processes help us again by saying, okay, we can shorten the frame, we can shorten the time frame so that we can create very small, tiny experiments so that in case we are mistaken, Not a big deal. That was the basic idea. Brian Milner (11:04) That's a great point. That's really a great point because you're right. It's not failure in general, right? There are certain kinds of failures that we definitely want to avoid, but there's failure as far as I run an experiment. at that point, that's where we start to enter into this dialogue of it's not really a failure at that point. If you run an experiment and it doesn't turn out the way you expected, it's just an experiment that didn't turn out the way you expected. Boris Gloger (11:30) Basically, every feature we create in software or even in hardware, we have never done it before. So the client or our customers can't use it so far because it's not there. So now we ship it to the client and then he or she might not really use it the way that we believe it is. Is it broken? it a mistake? It was not a mistake. It was an experiment and now we need to adapt on it. And if we can create a system, that was all that was agile, I think was a bot. On very first start, if we can create a system that gives us feedback early. then that guessing can't be so much deviation or say in a different way, our investment in time and material and costs and money and is shortened as much as possible. So we have very small investments. Brian Milner (12:13) Yeah, that's awesome. I'm kind of curious too, because, you know, we, we, we've talked a little bit at the beginning about how, you know, this is part of this bias towards action as part of this entrepreneurial kind of mindset. And I'm curious in your, experience and your consultants experience that you've worked with big companies and small companies, have you noticed a difference in sort of that bias toward action? Uh, you know, that, that kind of. is represented in a different way in a big company versus a more small startup company. Boris Gloger (12:48) The funny thing is I don't believe it's a problem of large corporations or small, tiny little startups, even if we would say that tiny little startups are more in tune in making experiments. It's really a kind of what is my mindset, and the mindset is a strange word, but what is my basic habit about how to embrace new things. What is the way I perceive the world? Every entrepreneur who tries to create it or say it different way, even entrepreneurs nowadays need to create business plans. The basic ideas I can show to investors, everything is already mapped out. I have already clients. I have a proven business model. That is completely crazy because If it were a proof business model, someone else would have already done it, right? So obviously you need to come up with the idea that a kind of entrepreneur mindset is a little bit like I try to create something that is much more interesting to phrase it this way. by creating something, it's like art. You can't, can't... Plan art, I mean, it's impossible. I mean, you might have an idea and you might maybe someone who's writing texts or novels might create a huge outline. But on the other hand, within that outline, he needs to be creative again. And someone will say, I just start by getting continuous feedback. It's always the same. You need to create something to be able to observe it. that was for me, for me, that was the epiphany or the idea 25 years ago was, I don't know what your background is, but I wasn't a business analyst. Business analysts always wanted to write documents that the developer can really implement, right? And then we figured out you can't write down what you need to implement. There's no way of writing requirements in the way that someone else can build it. That's impossible. And even philosophers figure that out 100 years ago is written, Shanti said, you can't tell people what is the case. It's impossible. So, but what you can do, you can create something and you can have it in your review. And then you can start discussing about what you just created. And then you create a new result based on your observations and the next investment that you put in that. And then you create the next version of your product, your feature, your service, et cetera. Brian Milner (15:12) Hmm. Boris Gloger (15:25) And when we came back to the entrepreneur mindset and starting companies, Greaves created exactly that. He said, okay, let's use scrum to come up with as much possibilities for experimentation. And then we will see if it works. Then we can go on at that. And large corporations typically, They have on the one hand side, have too much money. And by having too much money, you would like to get an investment and they have a different problem. Typically large corporations typically needs to, they have already a specific margin with their current running products. And if you come up with a new business feature product, you might not get that as that amount of of revenue or profitability at the beginning. And therefore, can't, corporations have the problem that they have already running business and they are not seeing that they need to spend much, much more money on these opportunities. And maybe over time, that opportunity to make money and that's their problem. So this is the issue. It's not about entrepreneurial mindsets, it's about that. problem that you are not willing to spend that much money as long as you make much more money, it's the same amount of time on your current business. It happens even to myself, We are running a consulting company in Germany and Austria, and Austria is much smaller than Germany's tenth of the size. And if you spend one hour of sales in Austria, you don't make that much money in Austria than you make in Germany. this investment of one hour. Where should you focus? You will always focus on Germany, of course. means obvious. Brian Milner (17:08) Yeah. Yeah. Boris Gloger (17:10) Does it make sense? Maybe I'm running so. Brian Milner (17:14) No, that makes sense. That makes sense entirely. And so I'm kind of curious in this conversation about action and having a bias toward action then, what do you think are some of the, in your experience in working with companies, what have you seen as sort of the common obstacles or barriers, whether that be psychological or. organizational, what do you find as the most common barriers that are preventing people from having that bias toward action? Boris Gloger (17:44) the they are they are afraid of the of that of tapping into the new room endeavor. So that was always my blind spot because I'm an entrepreneur. I love to do new things. I just try things out. If I've either reading a book, and there's a cool idea, I try to what can happen. But we are not And most organizations are not built that way that they're really willing to, when most people are not good in just trying things out. And most people would really like to see how it's done. And most people are not good in... in that have not the imagination what might be possible. That's the we always know that product adoption curve, that the early adopters, the fast followers, the early minority, the late minority. And these inventors or early adopters, they are the ones who can imagine there might be a brighter future if I try that out. And the other ones are the ones who need to see that it is successful. And so whenever you try implementing Scrum or design thinking or mob programming or I don't whatever it is, you will always have people who say it's not possible because I don't have, haven't seen it before. And I sometimes I compare that with how to how kids are learning. Some kids are learning because they see how what is happening. They just mirroring what they see. And some kids are start to invent the same image in imagination. And but both that we are all of us are able to do both. It's not like I'm an imaginary guy who's inventing all the time and I don't, people, maybe there's a preference and the organizations have the same preference. But typically that's the problem that I see in organizations is based on our society and our socialization, on our business behaviors and maybe the pressure of large corporations and all that peer pressure is Brian Milner (19:34) Yeah. Yeah. Boris Gloger (19:54) The willingness to give people the room to try something out is the problem. Well, not the problem, it's the hinders us of being more innovative in organizations. Brian Milner (19:59) Yeah. Yeah. Well, that brings to mind a good question then too, because this experimentation mindset is very, very much a cultural kind of aspect of an organization, which speaks to leadership. And I'm kind of curious from your perspective, if you're a leader, what kind of things can you do as a leader to encourage, foster, of really nurture? that experimentation mindset in your organization. Boris Gloger (20:34) Let's have a very simple example. Everybody of us now maybe have played with chat, CPT, Suno, perplexity and so on. So that's the school AI technology around the corner. And what happens now in organizations is exactly what happens 30 years ago when the internet came here. You have leadership or managers who say, that's a technology, I give it to the teams, they can figure out whatever that is. And the funny thing is, if you have a technology that will change the way we behave, so it's a social technology, a kind of shift, then I need to change my behavior, I need to change the way I do I'm doing things. Yeah, everybody of us has now an iPhone or an Android or whatever it is, but but we are using our mobiles in a completely different way than 30 years ago. And to lead us and manage us, we need to train ourselves first before we can help our teams to change. So the problem is that Again, a lot of Agilist talks about we need, first we need to change the culture of organizations to be able to do Agile and so on and so on. That's complete nonsense. But what we really need to is we need to have managers, team leads, it with team leads, to help them to do the things themselves because Agile, even in the beginning, now it's technology change, now it's AI, is something that changes the way we do our stuff. It's kind of habit. And we need to help them to seize themselves. Maybe they can only seize themselves by doing that stuff. And that goes back to my belief that leadership needs to know much more about the content of their teams and the way these teams can perform their tasks and the technology that is around to be able to thrive in organizations. Brian Milner (22:40) Yeah. Yeah. I love this discussion and I love that you brought up, you know, AI and how that's affecting things here as well. how do you think that's having a, do you think that's making it easier, harder? How do you think AI is, is kind of influencing this bias toward action mentality? Boris Gloger (22:59) Yeah, it depends on if you are able to play. mean, because the funny thing is, it's a new kind of technology. really knows what all these tools can do by themselves. And it's new again. It's not like I have done AI for the next last 10 years and I know exactly what's possible. So we need to play. So you need to log in to adjust it. Yesterday, I tried something on Zulu. I created the company song in 10 seconds. I went to ChatGVT, I said I need a song, I need lyrics for a company song. These are the three words I would like to have, future, Beurus Kluger, and it needs to be that kind of mood. ChatGVT created the song for my lyrics, then they put the lyrics into the... And they created a prompt with ChatGVT and then put that prompt in my lyrics into Sono and Sono created that song within 10 seconds. I mean, it's not get the Grammy. Okay. It's not the Grammy. But it was, I mean, it's, it's, it's okay. Yeah. It's a nice party song. And now, and just playing around. And that is what I would like to see in organizations, that we start to play around with these kind of technologies and involve everybody. But most people, the very discussions that I had in the last couple of weeks or months was about these tools shall do the job exactly the same way as it is done today. So it's like... I create that kind of report. Now I give that to Chet Chibati and Chet Chibati shall create that same report again. That is nonsense. It's like doing photography in the old days, black and white. And now I want to have photography exactly done the same way with my digital camera. And what happened was we used the digital cameras changed completely the way we create photography and art. changed completely, right? And that is the same thing we need to do with ChatGV team. And we need to understand that we don't know exactly how to use it. And then we can enlarge and optimize on one hand the way we are working, for instance, creating 20 different versions for different social media over text or something like that, or 20 new pictures. But if I would like to express myself, so, and... and talk about my own behavior or my own team dynamic and what is the innovation in ourselves, then we need to do ourselves. And we can use, that is the other observation that we made. The funny thing that goes back to the knowledge issue, the funny thing is that teams typically say, I don't know if it's in the US, but at least in my experience, that we still have the problem within teams. that people believe this is my know-how and that is your know-how and I'm a specialist in X or Y set. So they can't talk to each other. But if you use maybe chat GPT and all these tools now, they can bridge these know-how gaps using these tools. And suddenly they can talk to each other much faster. So they get more productive. It's crazy. It's not like I'm now a fool with a tool. I can be a fool and the tool might help me to overcome my knowledge gaps. Brian Milner (26:20) Now this is awesome. I know that your book that's coming out, Strategy is Practice, talks about a lot of these things. Tell us a little bit about this book and kind of what the focus is. Boris Gloger (26:30) the basic idea when I started doing working on the on strategies, we be in the the actual community, we talk about strategy as what is a new idea of being OKR. So OKR equals strategy, and that is not true. And I came up with this basic idea, what is the basic problem of of strategic thinking and we are back to the in most organizations, we still believe strategy is the planning part and then we have an implementation part. And years ago, I came across a very basic, completely different idea that said every action is strategy. Very simple example. You have the strategy in a company that you have a high price policy. Everything you do is high price. But then you are maybe in a situation where you really need money, effort, revenue issues, liquidation, liquidation problems. Then you might reduce your price. And that moment, your strategy is gone. just your obviously and you have now a new strategy. So your actions and your strategies always in line. So it's not the tactic for the strategy, but tactic is strategy. And now we are back to Azure. So now we can say, okay, we need kind of a long-term idea. And now we can use for creating the vision. For instance, you list the V2MOM framework for creating your vision. But now I need to have a possibility to communicate my strategic ideas. And in the Azure community, we know how to do this. We have plannings and we have dailies and we have reviews and retrospectives. So now I can use all these tools. I can use from the bookshelf of Azure tools. I can use maybe OKRs to create a continuous cycle of innovation or communication so that I get that everybody knows now what is the right strategy. And I can feed back with the reviews to management. that the strategy approach might not work that way that they believed it's possible experimentation. And then and I added two more ideas from future insight or strategic foresight, some other people call it. So the basic idea is, how can I still think about the future in an not in the way of that I have a crystal ball. But I could say, how can I influence the future, but I can only influence the future if I have an idea what might be in future. It's like a scenario. Now you can create actions, power these kind of scenarios that you like, or what you need to prevent a specific scenario if you don't like that. And we need a third tool, that was borrowed from ABCD risk planning, was the basic idea, how can I get my very clear a very simple tool to get the tactics or the real environmental changes like suddenly my estimates might not be correct anymore or my suggestions or beliefs about the future might not get true in the future. So I need kind of a system to feed back reality in my strategy. it's a little bit like reviewing all the time the environment. And if you put all that together, then you get a very nice frame how to use strategy on a daily practice. It's not like I do strategy and then have a five-year plan. No, you have to do continuously strategy. And I hope that this will help leaders to do strategy. I mean, because most leaders don't do strategy. They do tactic kind of work. and they don't spend They don't spend enough time in the trenches. to enrich their strategies and their thinking and their vision. because they detach strategy and implementation all the time. That's the basic idea. Brian Milner (30:30) That's awesome. That sounds fascinating. And I can't wait to read that. That sounds like it's going to be a really good book. So we'll make sure that we have links in our show notes to that if anyone wants to find out more information about that or learn more from Boris on this topic. Boris, can't thank you enough for making time for coming on. This has been a fascinating discussion. Thank you for coming on the show. Boris Gloger (30:40) Yeah. Yeah, thank you very much for having me on your show and appreciate that your time and your effort here. Make a deal for the, it's very supporting for the agile community. Thank you for that. Brian Milner (30:57) Absolutely. Yeah, yeah, thank you.

Strawberry fields in the Tampa Bay region and at the UF Gulf Coast Research Center were riddled by crown rot disease spread by Hurricane Milton, and Ag Secretary Brooke Rollins provides update on the USDA's ongoing partnership with Mexico to combat the New World Screwworm.

Anthony Albanese noncommittal in respionse to U-S calls to increase defence spending... a nationalist candidate wins the Polish presidential election... and Football Australia defends the long wait to appoint a new Matildas coach, after Joe Montemurro finally gets the job

The federal government considers whether or not to challenge U-S tariffs at the World Trade Organisation... a close call in the Polish election... and Joe Montemurro appointed as new Matildas coach

Good afternoon, I'm _____ with today's episode of EZ News. Tai-Ex opening The Tai-Ex opened down 93-points this morning from last Thursday's close, at 21,253 on turnover of 6.4-billion N-T. The market bucked a regional upward trend on Thursday and ended the day marginally lower. That decline came despite other Asian indexes surging on the back of news that a U-S court ruling has blocked President Donald Trump from imposing sweeping tariffs on imports under an emergency-powers law. MND to take delivery of 42 more Abrams MBTs later this month The Ministry of National Defense is reportedly slated to take delivery of 42 more M-1-A-2-T Abrams main battle tanks later this month. Sources are being cited as saying the tanks will participate (參加) in live-fire drills scheduled to take place between June 18 and 27 at a base in Hsinchu County. The Army took delivery of it first batch of 38 Abrams tanks in December of last year. Another 28 tanks are expected to arrive in Taiwan in the first quarter of next year. The U-S State Department approved Taiwan's request to purchase 108 M-1-A-2-T tanks and related equipment in 2019. Sports body presses for apology after table tennis prodigy pulled from tournament The Sports Administration is demanding an apology from the national table tennis association after it banned Yeh Yi-tian from competing in the upcoming World Table Tennis United States Smash tournament. According to the administration, the Chinese Taipei Table Tennis Association must explain why it withdrew (退出) Yeh from the tournament in Las Vegas. The administration said it contacted the association about the matter after receiving a complaint from Yeh's coach, Chuang Chih-yuan and will now suspend all subsidies until an apology is issued. The Sports Administration is also warning that it could take steps to replace the Chinese Taipei Table Tennis Association's secretary-general if necessary. US Suspect Arrested in PetrolBomb Attack The FBI says it's investigating an attack on pro-Israel protestors in Boulder, Colorado as an act of terror. One man was taken into custody (拘留) accused of throwing Molotov cocktails at demonstrators and wounding several of them. Our US Correspondent Simon Marks reports. 200 dead in Nigeria from flooding The death toll following floods in Nigeria is continuing to rise, with officials now saying at least 200 have been killed in the catastrophe. Rainfall on thursday unleashed the devastating flood on a market town in the country, which is near a major trading and transit (運輸) hub. Authorities say, they're calling off rescue efforts, as they don't believe there are more survivors. Another 11 people were injured in the floods, and more than 3000 displaced… and two roads and bridges were also damaged in the floods. Pope Blesses Cyclists in Giro d'Italia Pope Leo XIV blessed the 159 cyclists competing in the Giro d'Italia as the three-week race's final stage began with an unprecedented ride through the Vatican gardens behind St. Peter's Basilica. Overall race leader Simon Yates and some other riders got off their bikes and walked forward to shake hands with the pope. The pope was presented with a replica (複製品) of the leader's pink jersey. He praised the riders as "role models for young people all over the world”. Leo is honoring the event and bringing it inside the Vatican in memory of Pope Francis, who died in April this year. －－－－以下訊息由 SoundOn 動態廣告贊助商提供－－－－ －挺你所想！與你一起生活的銀行－ 中國信託銀行APP超越大升級， 眾多好用功能，力挺你的金融需求！ 趕緊註冊行動銀行，就送OPENPOINT100點。 立即點擊連結看活動詳情～ https://sofm.pse.is/7nt2qz -- 【台灣虎航 台中獨家直飛名古屋】 開航價$2,399元起，中台灣虎迷每週3班直飛名古屋，說走就走！ 立即訂購：https://sofm.pse.is/7nt2qk -- Hosting provided by SoundOn

A virus responsible for damaging cotton crops across the southern U.S. has been lurking in fields for nearly 20 years, undetected, and Microsoft and the National FFA announced the expansion of “FarmBeats for Students”, a cutting-edge program to teach precision agriculture.

The U-S is urging Australia to increase defence spending by 40-billion-dollars a year in a bid to counter the growing threat of China. Australian police, along with investigators from around the world, have helped dismantle a massive sextortion operation in Nigeria. And Taylor Swift has night out with bestie Selena GomezSee omnystudio.com/listener for privacy information.

The U-S is urging Australia to increase defence spending by 40-billion-dollars a year in a bid to counter the growing threat of China. Australian police, along with investigators from around the world, have helped dismantle a massive sextortion operation in Nigeria. And Taylor Swift has night out with bestie Selena GomezSee omnystudio.com/listener for privacy information.

Donald Trump's wide-ranging tariffs on international imports will remain in place for now, after the White House filed an emergency intervention in Federal Court. The U-S government made the appeal in response to a court order that some import tariffs be blocked immediately, on the grounds the president had over-reached his powers.

Dr. Shalabh Gupta, founder and CEO of Unicycive Therapeutics, shares his inspiring journey from practicing medicine to leading groundbreaking innovations in kidney disease treatment. Dr. Gupta discusses his comprehensive framework for identifying and developing medical solutions, his vision for Unicycive's future, and the importance of focus and execution in medical startups. He reveals the challenges and triumphs of bringing life-changing products to market and offers profound advice for new entrepreneurs in the industry.   Guest links: https://unicycive.com/  Charity supported: Feeding America Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host: Lindsey Dinneen Editing: Marketing Wise Producer: Velentium   EPISODE TRANSCRIPT Episode 056 - Dr. Shalabh Gupta [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I am so excited to introduce you to my guest, Dr. Shalabh Gupta. Dr. Gupta is the founder and CEO of Unicycive Therapeutics. He is a visionary in healthcare, leading groundbreaking efforts to design innovative therapies and reimagine how we approach unmet medical needs. His work goes beyond the lab as he's driving a healthcare revolution by developing innovative therapies addressing critical gaps in treatment. His perspective combines decades of experience and expertise in drug design with a deep commitment to equity in health care. Well, welcome to the show, Shalabh. I'm so excited that you're here with me today. [00:01:35] Dr. Shalabh Gupta: Thank you. Thank you for hosting me. [00:01:36] Lindsey Dinneen: Of course. I'd love if you wouldn't mind just telling us a little bit about yourself, your background, and what led you to MedTech. [00:01:45] Dr. Shalabh Gupta: By way of background, I'm a physician, trained, practiced, did my medical training in internal medicine, residency in physical medicine and rehab, research fellowship in cardiac and pulmonary rehabilitation, board certified physician, practice in New York at NYU hospital, NYU Medical Center. This is where I did my medical training for roughly decade after finishing medical school. I also have a graduate degree in finance management from NYU. While I was doing my residency training, I realized that I wanted to find a way to have a broader impact on society as well as what we were working on in learning medicine. So, I started my career working initially with a biotechnology company at the time to help them get their drug with FDA through a regulatory approval process. The beginning of the process is called IND following a investigation new drug application, IND application. I actually visited FDA on their behalf, met with FDA back in the time when everything used to be in person. Built from there onward, joined Wall Street from working as a stock analyst. So I covered biotech companies as a stock analyst, and the weekend and holidays that were available, I worked to continue to practice the medicine at NYU as an attending physician, and then joined another bank and covered pharmaceutical stocks and worked covering six of the largest pharma companies that include Pfizer, Merck, Viacom, Selling Power, Eli Lilly, Bristol Myers Squibb. From there, I moved to California. I worked for Genentech in corporate strategy. Genentech, at the time, and continues to be, one of the largest biotechnology companies. And from working at Genentech, I got my inspiration to start my own companies. So I founded two companies prior to finding starting Unicycive. All my companies are focused on aesthetic therapeutic area. Unicycive is focused on nephrology, treatment of kidney diseases, and we have two drugs in development. We have a lead drug that is pending approval from the US FDA in June of 2025 this year. And the second, I guess, finish phase 1 clinical trial in the UK. And we are in discussion with the agency to proceed with the next stage of clinical trial in the US. So that's a quick background. [00:04:14] Lindsey Dinneen: Wow. That's incredible. Thank you for sharing your story. Yeah. So let's talk about your company now. You've become CEO of this company. You're developing these products that are going to change lives. What first made you realize that there was a gap that needed to be filled in the market for this? And then, what prompted you to go, "You know what? Hey, I think I can have the solution for this or I can have the answer to this." [00:04:38] Dr. Shalabh Gupta: The first question that you ask, understanding the unmet need in medicine, there are a lot of problems that you can address. So, to give you a framework, if I am thinking about a problem, I want to understand if a couple of things, and in order of priorities, these are: can I find a solution that with my resources-- resources is time, energy, and money-- can I create a product that will truly make it to the market? Number two is that I also feel that one can get very blindsided that "I have a solution," but not understand what other solutions exist in the market. So understanding the competitive landscape. If I create this drug, this device, this product, and it is going to take three to four years in the market to come to the market-- which, by the way, in medical word is a still very fast track because it takes much longer-- what will the competitive landscape look like for 5 years down the road? So that's the second part. And third is that what is the solution that I'm developing? Is it unique in terms of having a novel, either as a drug device or drug device combination, or as a patented drug, patented device, because in our industry, it's not really possible to scale up something until unless you have an IP or intellectual property protection. And then from there onward, the last thing is also, who's going to fund me, how I think about funding, not for next six months a year, but also a continuum of the product development. If I think about all these 4-5 problems, then you start to narrow it down. There are some problems that are very much worthy of exploration. For example, treatment of Alzheimer's, we all know it's a big unmet need, we all know there's a big market opportunity. But I realized that was something we couldn't do it with the products or the development candidates that I had seen. So, being able to define where is the end point and goal. Being able to understand, can I make an impact? And when I say I, I speak for myself, but each one of us, I always remind entrepreneurs, we each one of us have our own deck of cards. We have to play with our cards, we can't compare ourselves with somebody else, or we can compare some other cases study. So understanding more about what is so unique that I can bring to table that can I make a difference and then making a business around this where the thesis lies. Once you identify that, then there's a question about continuing to execute and keep changing your plan as you go along. [00:07:11] Lindsey Dinneen: Yeah, absolutely. Well, I love your framework for thinking through all of those things. And so of course you use that when you thought, "Hey, here's this issue. I could potentially have a solution," and you went through this process. And then can you tell us about your innovation now and how that is helping and how you expect it to help change all these wonderful lives? [00:07:33] Dr. Shalabh Gupta: So, so for treatment of kidney diseases, first of all, it has been one area of development that has not had that much of innovation. And, and I think that is where the initial part of the thesis was that focusing on nephrology of kidney diseases is not same as developing a drug for cancer treatment. Cancer treatment changes every six months a year. The standard of care continues to evolve. Is there an unmet need in cancer treatment? A hundred percent, but the part is that the pace of innovation is very rapid. Is it same in nephrology? It's getting there, but it's still the development of a new products in nephrology still is not at the same pace. So I thought there was something we could make a difference by a small company. The drug that I acquired from another company was a drug that had finished a clinical trial. So it had shown that the drug is safe. It had also shown some signal of it working in healthy volunteers. That's a phase one trial. And the innovation came from a car battery company that had figured out how to make a big, large size pill to make it smaller. And sometimes greatest innovation, greatest insight come from the fact that when I talk to the kidney doctors, the physicians who take care of these patients there with the treatment of kidney diseases, they said the problem for these patients are the patients have to take 12 to 15 pills per day. And this innovation allowed us to be able to make that number of pills go down from 13 to 12 or 15 to three pills per day, one pill with each meal. And then the regulatory pathway became a bit more clear that if I can show that our drug is similar to the drug that was in the market, maybe there was an opportunity to go through expedited pathway, which is what we did. And I acquired the drug in 2018, went to FDA right after acquiring the drug to expedite the pathway again, thinking about de risking the development pathway. And as I mentioned in 2025, we are expecting the approval. So that is the process about it. And that's the story behind the lead drug. [00:09:51] Lindsey Dinneen: Great. Excellent. So that is really exciting. And as you continue to go forward with this company and the innovations that you're creating, what is your ultimate goal or dream that you're really striving for? [00:10:06] Dr. Shalabh Gupta: So, the focus for Unicycive is building new novel treatment for kidney diseases. Our lead drug is expecting approval in June 2025. But we have a second drug in development, and we continue to think about what will be something that we as a small company can bring to market. There are other areas of unmet need in kidney treatment. But instead of doing too many things at the same time, we continue to think, "How do we grow our company? What will be the vision for the company three years down the road, five years down the road?" And what we want to continue doing is to develop the drug candidates, advance them. Right now, after the first drug we get through approval, it will be the second drug. There is a thought process behind it. One of the biggest challenges that I've seen for smaller companies and startups is that they end up in doing too many things at the same time, which is difficult to do, even for big companies. You know, big companies, they have a one product that is a marquee product, they launch that and then they develop other things. So, being able to stay focused is also key because you can have a lot of energy, you can have a lot of ideas, but you have to focus on which one you can do first. [00:11:22] Lindsey Dinneen: Yeah, that is so true. It's such great advice, a good reminder. Yes, focus is so important. You know, honestly, that's probably one of the tricky things that startups in this particular field might struggle with is that focus. So I'm wondering what kind of advice do you have for say a brand new entrepreneur in the industry who has these great ideas, but you know, maybe has so many that they're a little too scattered. [00:11:52] Dr. Shalabh Gupta: Right. So, I think you may start with 10 ideas but the framework I gave you that: can this idea in this given timeframe with my resources and the funds that I can raise, can it make a difference? So you start to narrow it down. You start with a big funnel, narrow it down. And then maybe you have two or three ideas. Instead of thinking to yourself that "No, I'm not going to tell my idea to anyone because somebody else can take it away," find people who will be willing to pressure test those ideas. Then you will have identified something, maybe one Idea that is worth the pursuit. So then you focus on that. So that's one part of how to triage it because we all have ideas, but those ideas may not be worth developing once you go and talk to the marketplace. And marketplace is your investors, the physicians, and the patients. I keep saying about these three stakeholders, because if physicians cannot prescribe what you are developing, then it's of no use. If patients don't necessarily benefit, then it's of no use. And if you cannot get insurance companies a reimbursement for that means the product will never get here. So it's a process, but nobody can come up with an idea. And there is no great idea. There are ideas that you have to, and then once you find that one idea that resonates with all the stakeholders, physicians are excited about it. If you talk to patients, and you want to do that early on, you don't want to develop an idea and then go, you know, that is the greatest idea but nobody really perceives it that way that except you and a couple of your friends and people who work with you. I don't mean in a bad way. I mean, that you want to be able to test this idea very quickly. So once you get that idea, once you identify what is that the company should be focused on, then the question about is actually building an execution plan. And the only advice I can give is that at any given day for a company, startup, especially whether you're a founder or you're a founding team member, the list of priorities is 50, 5, 0, or maybe 100. It takes time to figure out of those 50, which are the top three that are most important and then being able to focus on those three. You know, the reason I say that no one can work on 50 priorities at the same time. But we all can take two or three priorities and say, "These are the three things that I'm going to work on today. That is this week. Those are the things I'm going to do this month." And therefore you start to develop identifying priorities. The right ones takes time. Sometimes it is a fundraising. Sometimes it's a building a team. Sometimes it's a product development. Sometimes it's all three of them, but being able to allocate your time and energy and focus is a key. People say it's the question of money. I don't think it's a question of money. Money is one of the resources, but the biggest resource we all have is a time and energy and focus. In a company of our size, we are a publicly listed company, and we now have grown from where we used to be, and it's still small. Even today, there are a lot of things we choose not to do. We choose not to go to conferences. We choose not to publish papers. If something is a priority to us, we say, "This is the only thing we're going to focus on. This is the next three months, this is our main goal." And every team meeting I have, I always remind people, three priorities. More than three, way too many. One may not be enough. But because if you can't remind people, what is the priority for the company, then you will not succeed. It is a very challenging environment to think about a startup company or companies in general. And when you have too many priorities, you tend to lose focus on. By building priorities, having priorities, executing them. You create momentum, you create confidence. They create success and you keep climbing the ladder. But truly the biggest challenge for us in the beginning of the career is that identifying which are those three priorities that matter. And once you have had some experience, then the challenge is to keep those priorities and change them as you go along, right? As you go along, you have to continue to grow. For example, in the beginning, it may be the five people you have and that may be enough. But as where we are in the company, it's a question about growth of the organization, right size, not too many people, not too little, hiring enough people so we can continue to execute on our vision and the promises that we made to ourself and to our investors. [00:16:27] Lindsey Dinneen: Thank you for that advice. That was fantastic. And such a great way to narrow it down and help people understand how to narrow down so that they can actually focus and succeed before moving on. I love that. Thank you. So, you know, looking back over your life, and of course, you've had such an incredible career that has really taken you in a lot of different directions. Could 10 year old you have ever anticipated where you'd be today? [00:16:54] Dr. Shalabh Gupta: I don't think so. I think I think we all have a what I call a true north compass. What I did think at the 10 years of age, if I can go back, maybe 10 is too early but maybe 15 or 16 or 17, that hasn't changed. Let me tell you 2 things that I always felt most inspired and excited about. Number one was that I wanted to be in healthcare because, intellectually, I like biological sciences. I felt, "My gosh, what could I do with that if I could make a difference?" And number two was that I, from very early on, I wanted to be something which could help people directly. As you know, there are many ways you can help people, but being in medicine or healthcare, I felt there was a direct impact. Now, looking back after several decades, I feel that part of the influence was my dad. My dad is a physician, continues to see patients and do pro bono work. So that had a very lasting influence on me. That helped me to think about, okay, this is what I want to do. Then being trained as a physician, then going to work on Wall Street, then there was a question about understanding how the impact can be broadened, if you will. The way to think about what I do today versus what I did, say, as a physician, physicians see, say, 10 patients, maybe 12 patients if you're seeing an outpatient basis per day. And if you're in an ICU or ICU doctor, an ER doctor, you could see more number of patients, but then smaller time. And you multiply that impact that many patients, let's just say 10 patients per day, and you work at 300, 350 days, 360 days, 365 days, don't take any break, but that is that many patients a year. What we do today has a potential to impact hundreds and thousands and millions of patients and not just in the U S, globally. So from one vantage point is just magnifying the impact. And the other vantage point is doing what I would have done before. I still love sciences every day. My job is to not just talk about business, but also think about, "How do we fundamentally solve the problem?" And having had those experiences you know, it helps you to keep yourself grounded. One part, I know this wasn't your question, but one advice I can give people who are thinking about developing their careers as an entrepreneur, if you are a founder and CEO, especially think about your career or skill set as I spoke, a wheel, a circle. Every skill that you have, some of us start with more technical background, like me and MD. Then you have to develop their finance and business skills and the business development skills. So sometimes people say, "Well, you know, ABC went to grad school and they dropped out of grad school and they started a company." That's wonderful, but think about much longer beyond a two-year, three-year, five-year time horizon. And that's what helped me to think about my career. So I worked on the Wall Street, but that gave me a finance and understanding about how public companies are valued, not just by the company, but how stock analysts value the company, how investors value the company, what moves the stock, what did Genentech to understood. That gave me the chance to understand how a big biopharma company thinks about their product development. And at Genentech, in some interactions we have had, we were looking at the products from other smaller companies, either to collaborate with them or to acquire those products. So that's a different skill set. I went very early on, as I said, in my career, I went to FDA. So even though I'm not regulatory expert, but I understand how agencies think about the product approval so that helps you to make a more of a holistic viewpoint because the business has become more complex, and you cannot just have a only business degree and you say, "Well, I'm going to succeed." Some people have rounded that up by years and years of experiences. And then there is also innate desire to learn. I learned from not just doing the work I do every day, but my, my, you know, talked a lot about it. I read anytime I get I read books that are not related to medicine, that are not necessarily related to health care, because you have to understand how to grow a revolution. You have to understand leadership skills that are not necessarily taught in schools. So, you have to find a way to continue to refine yourself, because the only way you can create a great company is to become a better version of yourself. [00:21:31] Lindsey Dinneen: Thank you so much for talking about that and for sharing your advice. And I love that image of the wheel. It's a good reminder that sometimes life takes you on very interesting tangents, but sometimes they all do merge at some point. You've got this little sliver of this knowledge that you're working on, and then this experience, and then they start building and I really love that, that, that way of thinking about it and also remembering that It's very useful. So, so like even earlier, I was struck, you talked about how there was inspiration from car batteries, right? And so how interesting is that to go from, what you might expect within your industry, here's how to solve a problem. But then you guys went outside and said, how do other people solve problems? Like maybe we can borrow from that. And I think that's really cool. [00:22:21] Dr. Shalabh Gupta: And I also think that if you stop focusing on only in your industry, learn from anywhere. Some of the best learnings that I have personally, that felt inspirational to me, did not come from biotech companies. They come from tech companies, truly. When you think about the worst, most successful tech companies like Amazon, Apple. I can go on and on, but there are things that you can learn from them. There are things you can learn from the founder of Amazon, Jeff Bezos. He talks about building Amazon and he talks about doing many experiments at a smaller scale that fail at Amazon in order for them to succeed at a few that really work. And this is where I was saying that culling the ideas, you may start with 10 ideas, but no one can develop 10 ideas, no one. And it's not because of money. People say, "Well, that if I had money." There have been numerous examples where companies have been funded with lots of money and the companies fail. Part of the problem is that when you get too much money, I think you may not realize that you still have to deliver. Because focus and execution takes really knowing what the target is, and then hitting the target and not one time and time again. Targets may change, but the companies cannot focus in 20 different things. In the beginning, you have to start with a very key thesis. [00:23:39] Lindsey Dinneen: Yeah. Absolutely. Absolutely. And yeah, so learning from other industries, and that actually kind of also brings up a thought. So as you've gone along in your career and you've had many different iterations of who you are and what you bring to the world, now, are there any moments that really stand out to you as affirming, "Yes, I am in the right place at the right time?" [00:24:04] Dr. Shalabh Gupta: Yeah, that's a very good question. And I have had a chance to think about it every now and then. So there are there, there are certain observations I'll make. You know, people always say, " What will be your dream job?" And I think the dream job for someone is the job that which you will do any given day, and you will feel a joy that you're doing it and you're not doing for remuneration. You're not doing because you're going to get paid. And we all have those different moments in time. People talk about "flow" where the time stops because you're doing something so deeply engaging that you lost track of time. You forgot where you are. You're not feeling tired. For me building of this company and the team that we have assembled at Unicycive is that flow. Any day that I'm not traveling, I am in my office. I don't work from home. I am every single day in my office. And sure we have a small team, but when we work with the team, these are motivated, driven people with decades of experiences. We feel that we are in a common mission, like we are solving the world's greatest problem. And I know that may be exaggeration, but that's how it feels. And being with them in a room and thinking about a complex problem-- and not just thinking of a problem like how big companies think about it-- but thinking of the problem in a scientific way, but delivering it a solution that only a small company can do that to me is a joy. Number two part is that as I've gone further on my career, I, I am a mentor to a number of startups from Stanford and UCSF, and many Stanford companies, many of them come with a very different problem than purely a biotech company. Since the pro bono work, I do this because I find by telling other people from their problem, I get to reflect on my own problem, and I do that on every quarter. There's one or two companies and I've been really privileged. I feel one of the greatest joys to meet with these great CEOs and Stanford has been a great collaborator. They have a program called Start X in which they have these companies that are participating in a accelerator program. And Stanford's accelerator is different and unique that they don't take any equity. They provide you the opportunity for mentorship. I was part of that program many years ago. So I meet with the CEOs and many of these CEOs will come very different problem. As an example, there is a company that's focused on artificial intelligence using interaction between a physician or healthcare provider and patient, and being able to use AI to streamline that interaction. That is a point that I saw of 10 years of clinical practice, how that communication is broken, literally is broken. Patients go to doctors, not because doctors are the world's greatest knowledge source, but patients at the end of day, they need someone to help them feel better, help them understand the problem that the physician can solve it. What ended up in being in today's healthcare system in the U. S. is that doctors have become mechanical and not because doctors are bad, because we are given these many things to document these many things to chart. If you talk to a physician, a primary care physician, many times the physician is sitting behind the computer screen. Those bedside manners are gone, like literally they are not there until you go into concierge medicine because the physician has to fill up this chart. I practice medicine. So understanding how this company and this CEO, this entrepreneur is trying to solve that problem, I lean back to the years of clinical practice. Then I lean back to the building the company. They're prioritizing it, having three priorities, having five priorities, and then being able to understand. And every company has some things which are similar, growth of your product development, continuing to advance the company, continuing to tell the story, attracting the right team members. It just gets magnified at a broader level. But the problems start similar, very similar. You know, think about when we talk about tech companies, Apple, the first thing they had to do, develop a product, then build a team, then sell the product, tell the, sell the vision, you know, and then continue to raise money. And that part is seems sometime very lonely. It also seems that I am uniquely burdened with these problems. And I always remind people, "You know, as much as you would like to think that you are unique. I assure you, it is not a problem that we are gifted with. We all have to face the same set of problems, sometimes more, sometimes less." So then you start to take them less personally. You start to say, "Okay, I'm not the first one to face this problem. These problems have happened to people like me before and they will overcome. How can I do it?" Then you'd become safe, a solution based thinking versus a place where you get overwhelmed with the problem because problems exist. And if anyone is listening to this podcast and if they've developed a started a company, I can assure you the problems come with a flood. They are not going to end ever. So it is disappointing. Sometime it feels that, "Oh my gosh, it is me versus the world," but it is not so. If you have good set of mentors, people who are not directly involved in day to day in your business, there are people who can help you think through it. And that is something that I find a great joy in talking to these CEOs, being able to help them understand the problem. And I say, you know, a couple of hours a month, but then when I go back to my own work, one that I realized this was the same problem I faced a few years ago. Two, it's a similar version of the problem I face at a slightly larger scale today. And three, being able to step out of from your own narrow zone, it gives you perspective. Then what I said to you about that problems are not, these are not personal problems. These are the problems we all face developing a product. It doesn't matter whether you healthcare. People tell me health care or product development is really hard. You talk to my colleagues, our CEOs who are running tech companies. Products in development and tech companies may seem easier, but to create a great product that truly solves customers problem, it's not easy. [00:30:30] Lindsey Dinneen: Yeah, and well, I love that mentorship and sort of teaching and guiding, giving advice to the next generation is something is of a core value of yours and something you really care about. And it actually is a great segue into my next question, which is just pivoting the conversation for fun, imagine that you were to be offered a million dollars to teach a masterclass on anything you want. It can be within your industry, what you're doing right now, but it doesn't have to be. What would you choose to teach? [00:31:02] Dr. Shalabh Gupta: I think as much as we all feel that entrepreneurship is an external game, I think it's a lot of internal mindset, being able to understand yourself better. Being able to understand who you are, what are your true core values, what really drives you. It takes time and it requires a continuous interrogation, asking yourself, "Is this really what I enjoy?" Some of us feel it's a glamour that we feel like we want to be CEO. Some of us would be better off as a CTO, Chief Technology Officer. Some of us would not want to do startups. It's not for everybody. And it's okay because you can work in a bigger company and can be, you know, people talk about entrepreneurial pursued within a large organization. Maybe that's what for you. But being able to understand yourself, it's a very important part. And I think unfortunately, formal education does not help us no matter what degrees and which schools. And it really doesn't matter whether you a science degree, MD, PhD, or your business school degree like MBA, we're all very uniquely different, and we have different values. What one person sees inspired by, for somebody else, it may be a nightmare, you know. It's a thing that people think that startups are so much fun. I read a joke. It says, "People leave 9 to 5 job to work from 5 to 9, which is 5 a. m. to 9 p. m." So I think that's because this is some truth to it. And I've said to people again and again that if making money is your objective, please don't go as to run a startup. It is probably the worst way to think about pursuing the financial part. You do something because you have a faith and belief in something. And it doesn't have to be the faith about changing humanity. It's about something that you have a unique skill set or unique product idea that you believe you can bring to the marketplace. The biggest focus we all can have is making an impact. If I can serve a large number of patients, I can serve a large physician, I will have a product that will make money, therefore, that will make money for enterprise that will make money for investors. And therefore, as a company, we will make money. It's a very simple truth, but we like to make it complicated. I really mean it. The more I got to understand this part of the process better, which goes back to the basic thing that I said to you, if you said that you have a master class, the one thing I will say to you, it's spend time to understand yourself. And it's okay to realize that what I thought I like, I don't like it. The part that I talked to you about flow, it takes efforts. I've had many careers, but when I work in my company, the time can stop for four or five hours, literally we can be working on something. And I have a team and it's not just me alone. I have a team that when we think about a problem, these are people who have spent three decades in working in different companies, large, small, many size companies, we could work cohesively, collectively, think about a problem. And that to me, it's a joy. For me, that is a creation, right? You know, we're thinking about the problem, which may be a design of a clinical trial, because we have to think we have to use brains. And I always say, "God gave us a gift, which is a neuron. So use it, let's use them." And challenge yourself, right? And the challenge in a good way, not be a condescending ending jerk and say "No, how could you do it?" I try to say to people, "Look, I understand this is how it is done, but I want to do two things. Number one, please believe me that we can do better, faster, cheaper. And number two, I promise you that whatever I'm telling you, I'm not going to tell you and walk out of the conference room. I will work hand to hand." We call it a hand to hand combat is essentially that I'm not just telling you I'm going to work with you. I want to find the solution, but we can't do that thing that are you used to. Every trial, people tell me it's going to take 18 months, 12 months, it's going to cost as much. We shrink that thing timeline cost by not 10, 20%. We talking 50%. And these are people have done this before. So, so I need the courage to be honest and say, "No, we can't do it. We have to do it faster, better, cheaper, but how?" And then asking them. So, I say, "It's okay that we walk away and we don't have a clue. It's okay. Today's Thursday. Let's come back. Take three days to think about it." But the reason is that because when you ask yourself from a place that I can't do it, the mind is start to find solution versus when you say, no, I can't do it. Because in that case, it's a subconscious mind that keeps on giving you 15 reasons why you can't do it. People talk about growth mindset. I've always said to people, "We may not be able to do this thing today, but the understanding that with a little bit of help, a little bit of patience, a little bit of it, making ourself better, we can become that company, we can become that organization." And that really requires challenging ourself. And that's where I went back to. I want to go back to this question you asked earlier. People talk a lot about entrepreneurship as if it is some very specific skill set. I think because if you know yourself, you know what is your true zone is, then you want to surround yourself places that you are either not good at, or you don't enjoy doing it, right? In the beginning, it is just you and a vast amount of problems to face. Then you start to build your team. Then you start to see yourself, "You know, maybe Bob can do this work. I really, I'm not that good at it. I don't like doing it." Then you start to rely and surround yourself with not same skill set, but the people who are complementary skill set. And that's how you build a team. That's the foundation of team. Then you build trust and you say to Bob, "Whatever you do, it's not your fault. I'm here to protect you." You don't point fingers at each other. We always remind the example of Navy SEAL. You know, I've never worked in the US Army. I was not an Army veteran, but the ethos that Navy SEAL uses where the team wins, I always tell people we are a winning team. We are not looking for MVPs, you know, because the teams win. Teams create products, teams create value. Individual glories is not useful and this is something you have to keep reminding us that we keep drilling it down and say " No, it's not Bob. It's not John. It's not James. It's us. It's as a team." Again, as you grow through the company stages, your skill set has to continue to evolve and people always say, "Well, how do you lead a team?" The first thing that I always said, "Every single person in my team, you are a leader. Why? You wake up in the morning, brush your teeth. You're leading yourself." Really! Like, what do you do with your day? If you happen to be a parent or partner, a spouse or somebody, you have people you influence around yourself, right? So instead of worrying about, "Oh, you know, I want to lead a company." First, you have to lead yourself and you have to lead with courage. It's starting a company, building a company, right? Yeah. No matter what the media tells you, it is hard. It's hard to develop a product. It's hard because the challenges are not one or two. There are many. Being able to drill down, saying "These are the three things I'll focus on. These are the only things that matter." And then if something new comes up, you have to face that challenge and put the third in your list. It comes in a different page. You know, I use this basic exercise. I have a notebook, a physical notebook and not electronic one, and a piece of paper. What are the top three priorities? And then the other part is that I've asked people to do this exercise when startup companies, CEOs come and tell me all their problems, all the things they want to do. I said, "Humor me if you will. This is the end of the year. And let's say today is we are in 2025. What would you like to tell yourself a year from now? If everything happened the best you could imagine, how many customers, how many products, what will be the stage of product, who would have funded you? Who are the people behind you?" And I asked him to write in a whiteboard. And I say, imagine, no, this is the five thing. If they write 25 things, I say, "No, this is down to five things. What are those five things you would like?" And again, everything has just gone and you can't believe you're sitting there. What will it take? Is it this? And then you start to have a goalpost, right? It's a target. Then you work backward. [00:39:37] Lindsey Dinneen: Yeah. Yeah. Well, that's great. That is such great advice. So thank you, first of all, for sharing, but I think in general, your masterclass would be so much-- you'd have to have a full day or more. That's great though. I love that. How would you wish to be remembered after you leave this world? [00:39:57] Dr. Shalabh Gupta: That's a very good question. That's one that I ask myself every day. The most important thing for me is to be who I am to make a difference for people who are around me. For me, my family is very important. I have kids and I always think about it. What will my children remember? Then it comes down to people who work with me. We want to give an experience to people. I've had people who have worked for I keep saying it two or three decades. My true wish is that I always say for whatever time they work at Unicycive, I want them to be remembering this is the best time they work for a company and that is the best hope we can do it. Because as a entrepreneur, if I can make our company the best experience, best environment, then that creates the best products. And a company like us, we realize that we are going to face challenges and it's not a question of this, the question is how many challenges. The question is not going to be, "Will the challenge defeat us?" The question is, "How do we overcome the challenges?" So it's about growth mindset, having a very distinct, clear vision and empowering people. And last thing is that what we do in healthcare affects millions of people people. Our drug is not going to be just in the U. S. We have partnerships outside U. S. We think about patients in China, South Korea, Southeast Asia. We are talking to companies in Europe. It's an opportunity to make a difference globally. And that is what keeps us going. That's what, you know, when that's when I talk with flow, that is what makes you want to work, whether it's a weekend or whether it's a late evening. And I think that is something which we all need to do to find something that is meaningful. And meaning means different things to different people in different phases of life. So it doesn't have to be, you know, I tell even my own team member, " Unicycive does not have to be the purpose of your life, but let me help you to manifest your best version so you can work well, because you are working here, you are spending your time, might as well make it meaningful for you and for the company." So finding that balance is key and it's a constant challenge. I never take anything for granted. It's a constant to my own team members. How can we make it better? You know, people always say the company grows and we started with the company. We went to IPO with one person. That was just me as an employee, which is not a common thing. I frankly don't know any other company that I've ever seen that went to a straight IPO with one employee. But that wasn't about me. It was about building the company, building the team. Today, we have 25 or so more, but it's still a small team. And people always ask me, "How do we go from 25 to 50 and it still remain the same." I said "Exactly how we became 5 to 10 to 15, 15 to 20." Because if you keep the culture same, focus same, and you remind people that it's not about who we are individually, but it's what we could be collectively. And you have it going and you know, something you're passionate about, you will give all that you got and then some more or else there is not worth fighting for because life is hard and building a product developing a technology or running a company is hard. So, either you are a full believer or else you can't do it. I mean, if you can do it, it's going to be miserable on both front. You want to do a good job and you will find it very difficult. So. [00:43:24] Lindsey Dinneen: Yeah. Indeed. Yeah. Excellent. Well, and then final question. What is one thing that makes you smile every time you see or think about it? [00:43:36] Dr. Shalabh Gupta: I think when you look back on the challenges that you once thought were unsurmountable, and then you say to yourself, "Huh, that was just a curve in the road, not a roadblock." Then you start to smile because of not because how smart you are, but how much together a team can accomplish. And you start to find, if you're working in a company setting, you start to feel that people start to feel empowered. My team says that you did it. I said, "No, we did it. I just showed you a judicious path, but you did it. I didn't do it. All I said to you is to change your framework." Because it's a framework. It's a mindset. And I keep saying about mindset because if you come with the idea that " No, I only, I need this much money, this much time, these many resources," you'll find you the subconscious mind keeps on validating those challenges. But if you say, "No, people like us have done it before I can do it, we can do it." And give them the time and space and say, "Look, you don't have to have an answer right now, but please go back and just think about it." Then they come back with the answer and they themselves surprised. But it truly requires a authenticity, a vulnerability, and being absolutely willing to fall on your face and get up and just fight again. And that's part people don't realize. People think about that every company is a smooth road up, but the companies go through the cycle. It's not when you're going up, it's what happens when you fall down. Can you pick yourself up? And it's not just with your team, but with your investors too. You know, we thought that we're going to file an NDA in 2020. You know, 2024, we had planned for everything and the whole thing was there, but we ended up in having to run an additional trial and then you have to communicate with integrity through transparency. This is what happened. This is what is there, but we can accomplish that. So then that all of all that helps you to look back a smile, laugh and say, "Okay, I accomplished that. We can do the next one." And that keeps the growth happening. And at the end of the day, we are not happy because we accomplished small things by doing small effort. Most of us as human beings want to be challenged in the right way and we feel joy in doing hard things that take a lot of efforts and once seemed just impossible to do it. And the question is, can you do it with your entire team, not just personally? And that's what inspires people. We want to be that company that people want to work for not because they need a job, not because we can take care of their 401k. I mean, those are a wonderful thing and I'm blessed that we can do all of that, because once upon a time, we didn't have any of that. So I don't take it for granted, it is something. But the fact is that what was the mission hasn't changed ever. And you know, that that is something which is worth pursuing it. And I think if people start to see that they can accomplish that, these challenges are not personal, that they are bound to come. And then they have a support group, you know, we all need somebody other than ourselves and people whom we are surrounded with somebody to hold our hand and say no, you fell down, but it's okay. You can get up. I think it's that support system, right? The more you can have it, the more different types of people you can relate to and call them friends, mentors, that helps. And I have tons and tons of them because my gosh, I mean, there are days seems like, how would I ever get out of this? As much as you may think that I have all the source of inspiration, but then if somebody else holds your hand, they say, no, you can do it. That is what gets you going to the next step. [00:47:25] Lindsey Dinneen: Absolutely. Well, goodness, this has been an amazing conversation, just packed full of incredible, helpful advice, and just very practical down to earth sharing. So thank you so much for your time today. I really appreciate everything you're doing to, to make an impact. So thanks again for your time. [00:47:44] Dr. Shalabh Gupta: Thank you very much. Thank you for hosting me and thank you for your time and interest. Really appreciate it. [00:47:49] Lindsey Dinneen: Of course. We are so honored to be making a donation on your behalf today to Feeding America, which works to end hunger in the United States by partnering with food banks, food pantries, and local food programs to bring food to people facing hunger. And also they advocate for policies that create long term solutions to hunger. So thank you so much for choosing that charity to support, and we just wish you the most continued success as you work to change lives for a better world. And thank you also to our listeners for tuning in. And if you're feeling as inspired as I am right now, I'd love it if you'd share this episode with a colleague or two, and we will catch you next time. [00:48:31] Ben Trombold: The Leading Difference is brought to you by Velentium. Velentium is a full-service CDMO with 100% in-house capability to design, develop, and manufacture medical devices from class two wearables to class three active implantable medical devices. Velentium specializes in active implantables, leads, programmers, and accessories across a wide range of indications, such as neuromodulation, deep brain stimulation, cardiac management, and diabetes management. Velentium's core competencies include electrical, firmware, and mechanical design, mobile apps, embedded cybersecurity, human factors and usability, automated test systems, systems engineering, and contract manufacturing. Velentium works with clients worldwide, from startups seeking funding to established Fortune 100 companies. Visit velentium.com to explore your next step in medical device development.

No longer a fixture at the White House, Elon Musk said people unfairly blame the Department of Government Efficiency he led for all problems in the Trump administration. Musk's comments come as he's scaled back his work leading the government-slashing DOGE.~This episode is sponsored by Tangem~Tangem ➜ https://bit.ly/TangemPBNUse Code: "PBN" for Additional Discounts!00:00 intro00:18 Sponsor: Tangem00:44 D.O.G.E. Dividend Idea01:16 DOGE Website is a lie01:49 Elon Musk Gives Up?02:24 Elon Favorability Rating03:03 DOGE Dividend Dead?03:40 DOGE Made Too Many Mistakes04:17 An Audit is an Audit04:56 Steve Bannon: Trust But Verify05:55 Elon Doesn't Care About Tesla07:09 Elon cares more about xAI & Grok08:18 Elon vs Scott Bessent Drama09:20 Scott Bessent did it better10:19 Bessent Fired Elon's Guy11:36 Tech Modernization of IRS12:30 DOGE Dividend Creator Supports Bessent12:56 Elon Rugpulls XRP & crypto13:31 Avalanche Government Audits13:57 Dubai on XRP Ledger14:30 All About Execution15:12 outro#XRP #elonmusk #crypto ~D.O.G.E. Dividend DEAD

A U.S. court has ruled that a majority of President Trump's tariffs, including reciprocal levies, which were tied to the Emergency Economic Powers Act were an overstep of presidential authority. The White House has filed a notice of appeal with the court. Chip giant Nvidia sees shares soar following the company posting a better-than-expected Q1 revenue beat of 69 per cent. CEO Jensen Huang has criticised the U.S. government's chip export restrictions to China. Tesla CEO departs the U.S. government in his advisory role a day after calling a GOP budget bill to fund President Trump's agenda ‘disappointing'. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The U.S. has enjoyed unchallenged economic, technological and military dominance globally for several decades, but its hegemony is at risk as a strengthening China has shaken the status quo. The Trump administration seeks to reaffirm the U.S.'s superiority through policies focused on homeshoring, innovation through deregulation, and reducing global reliance on the USD as reserve currency, but with all of these priorities driving policy, what is the future of the new global order? What is the impact on investors as the U.S. renegotiates its position on the global stage?Join Ingrid Macintosh, Vice President, TD Wealth, Head of Global Marketing, Client & Colleague Enablement and Strategy, TD Asset Management Inc. (TDAM) in conversation with Kevin Hebner, Managing Director, Global Portfolio Management, Epoch Investment Partners, Inc. as they dive into Kevin's latest whitepaper looking at the key drivers of Trump's policy pivots, and what might be ahead for investors when the dust settles. Highlights include:  (00:01:25) Key themes of the new global order(00:05:48) Can the U.S. successfully "homeshore" its manufacturing?(00:12:29) The goal for the U.S. dollar(00:18:35) Outlook for U.S. and global equity markets(00:23:32) Prime Minister Mark Carney and Canada's role in the new global order For a full transcript in English and French, please visit the TD Asset Management Podcast page: https://www.td.com/ca/en/asset-management/insights/podcast Email any questions or ideas for future episodes to: td.tdamtalks@td.comPlease follow "TD Asset Management" on LinkedIn: https://ca.linkedin.com/showcase/tdassetmanagement/

The Department of Government Efficiency, or DOGE, gets a lot of criticism in the news, and U.S. Representative Dan Newhouse says it's definitely worth watching, but thinks it's doing some needed things.

In episode 1869, Jack and guest co-host Blake Wexler are joined by comedian, actor, and writer, Titi Lee, to discuss… The Enhanced Games Are Coming to Vegas, A Punk Band Just Released An Album That Smells Like Gwenyth Paltrow’s Vagina Candle, Almost Half of Young People Would Prefer A World Without Internet--UK Study Finds, Will The Eighth Mission: Impossible Really Heal America? And More! Titi Lee: Good Girl Gone Baddie The Enhanced Games Are Coming to Vegas Donald Trump Jr. Invests in Thiel-Backed ‘Olympics With Drugs’ Enhanced Games Promo A Punk Band Just Released An Album That Smells Like Gwenyth Paltrow’s Vagina Candle Gwyneth Paltrow Is Still Defending Goop’s ‘Smells Like My Vagina’ Candle: ‘Women Are Socialized to Feel a Lot of Shame and I Loved This Punk Rock Idea’ Almost Half Of Young People Would Prefer A World Without Internet--UK Study Finds Tom Cruise Sidesteps Talk About Trump’s Hollywood Tariffs at ‘Mission: Impossible’ Press Stop: ‘We’d Rather Answer Questions About the Movie’ Simon Pegg - "Mission: Impossible - The Final Reckoning" | The Daily Show Who is the enemy in ‘Top Gun: Maverick’? Let’s investigate Top Gun: Maverick director Joseph Kosinski: ‘Of all Tom Cruise’s characters, Maverick might be closest to his real personality’ The War on Our Screens 25 years later, how ‘Top Gun’ made America love war Top Gun is the sleekest, horniest recruitment ad of the 1980s TOPGUN: The Navy’s First Center of Excellence ‘Top Gun’ and the Complicated Legacy Facing ‘Maverick’ Why Tom Cruise Is Such An Effective Propaganda Tool CIA may have used contractor who inspired ‘Mission: Impossible’ to kill RFK, new book alleges MAHEU SAYS HE RECRUITED MAN FOR C.I.A. IN CASTRO POISON PLOT ClandesTime 270 – The CIA and Mission: Impossible How the CIA Hoodwinked Hollywood Mission: Impossible—a Post-Cold War Deconstruction of the ’60s Ideology and Cold War Identity in Mission: Impossible Mission: Impossible Is 25 Years Old: Its Big Twist Would Cause Outrage Today On “Mission: Impossible” and Unaccountable Government Mission: Impossible - Fallout Is The Franchise's Most Political Movie To Date The U.S. tried to change other countries’ governments 72 times during the Cold War Mission: Impossible—Fallout’s Wolf Blitzer Cameo and the Possible Perils of Fake Fake News Op-Ed: Journalists need to stop playing themselves in movies LISTEN: Cominthru by S. FidelitySee omnystudio.com/listener for privacy information.

On today's podcast: 1) President Trump's tax cut bill heads to the Senate, but it may have to satisfy bond markets first. Bonds and the dollar rose, with 30-year yields falling after approaching levels last seen in 2007, as investors worried about the US's surging debt load and fiscal concerns. 2) The White House ramps up its fight with Harvard, blocking foreign students from enrolling. The Trump administration has revoked Harvard University's ability to enroll international students, making up about 27% of the student body, citing the university's failure to condemn antisemitism. The move is seen as a direct attack on Harvard's revenue source, tuition, and may prompt the university to seek a temporary restraining order to block the ban. 3) A new survey says U-S businesses will be hardest hit by President Trump's tariffs. US businesses are the most worried about the impact of President Donald Trump’s shifting tariff policies on their revenues, with more than half projecting a hit of at least 25% to their revenue, according to a survey by HSBC Holdings Plc.See omnystudio.com/listener for privacy information.

The Department of Government Efficiency, or DOGE, gets a lot of criticism in the news, and U.S. Representative Dan Newhouse says it's definitely worth watching, but thinks it's doing some needed things.

In episode 1866, Miles and guest co-host Pallavi Gunalan are joined by comedian, writer, journalist, activist, and host of The Bitchuation Room, Francesca Fiorentini, to discuss… Trump’s Tax Bill, Trump Demands Major Investigation Into Springsteen, Beyonce and Oprah For Their Work For Harris? Dystopia Corner - The ICE Reality Show Is a Real Thing? And more! Trump’s Tax Bill How Trump's 'bribe now, pain later' budget scheme hit a surprise roadblock Trump Demands Major Investigation Into Springsteen, Beyonce and Oprah For Their Work For Harris? Dystopia Corner - The ICE Reality Show Is a Real Thing? ICE Barbie Kristi Noem is backing insane reality TV show where immigrants compete for fast-tracked citizenship LISTEN: I Dreamed I Dream by Sonic YouthSee omnystudio.com/listener for privacy information.

Canada Post workers poised to walk off the job on Friday morning.  Israeli Prime Minister Benjamin Netanyahu calls joint statement from Canada, UK and France a huge prize for Hamas; more explosions rock southern Gaza. Ontario government buying 2 new helicopters to boost security along the U-S border.  Toronto Police to re-investigate 2015 drowning of two men from the Tyendinaga Mohawk Territory.  G7 finance officials meet in Banff, ahead of leaders' summit next month.  Researchers say long waits for hip and knee replacements in Canada could be eliminated.   World Health Organization approves global treaty on improving pandemic preparedness. 

Good afternoon, I'm _____ with today's episode of EZ News. Tai-Ex opening The Tai-Ex opened down 57-points this morning from Friday's close, at 21,786 on turnover of 4.7-billion N-T. This morning's decline comes after main board closed higher on Friday as rotational buying in the non-tech sector lent support to the broader market. However, many major electronics stocks, excluding Taiwan Semiconductor Manufacturing weakened due to profit-taking. Landslides disrupt rail traffic in Hualien The Taiwan Railway Corporation says normal services on East Coast Line in Hualien will resume at noon today. The statement comes after the Chongde-Renhe section of the line was temporarily (暫時地) closed after after landslides caused by heavy rain swept soil over the tracks. The rail network operator says it sent work crews to the site yesterday evening to carry out repair work. Prmier Cho Jung-tai has taken to Facebook to say he's instructed the railway corporation to put "safety first" as the top priority and restore normal operation as soon as possible. Man suspected of killing Hualien teacher in church dorm arrested Police in Hualien have arrested a suspect wanted in connection with the killing of a female junior high school teacher. According to police, the suspect was arrested while attempting (企圖) to commit suicide in a wooded along the coast. The killing occured on Saturday - with police saying they received a report about the suspected death of a tenant in a rental room in a dormitory of a local church. The suspect was also a member of the same church. Authorities say they managed to track the man after reviewing surveillance camera footage of the area around the dormitory. Israel Eli Cohen Belongings Retrieved Israel has retrieved thousands of items belonging to the country's most famous spy after a covert operation in Syria. Prime Minister Benjamin Netanyahu shared some of the 2,500 items from the Syrian archive relating to Eli Cohen, an Israeli spy who infiltrated the political echelon in Syria, with Cohen's widow. Sunday marked 60 years since Cohen was hanged in a square in Damascus. The items recently spirited into Israel include documents, recordings, photos, and items collected by Syrian intelligence after his capture in January 1965, letters in his own handwriting to his family in Israel, photographs of his activity during his operational mission (任務) in Syria and personal objects. Trump Parade Preparations are underway for a military parade to mark U-S leader Donald Trump's birthday in June. The event which will include 150 vehicles, 50 warplanes and the participation (參與) of more than 6,600 soldiers -- is at the center of controversy… Sagar Meghani reports. That was the I.C.R.T. EZ News, I'm _____. －－－－以下訊息由 SoundOn 動態廣告贊助商提供－－－－

All of this week's episodes of It Could Happen Here put together in one large file. The Irish Far Right/Neo-Nazi Movement Trans Fiction, Trans Sports The Refugees Fleeing South Africa's "White Genocide" The Gang Reviews Andor Season 2, Ep. 7-9 Executive Disorder: White House Weekly #16 You can now listen to all Cool Zone Media shows, 100% ad-free through the Cooler Zone Media subscription, available exclusively on Apple Podcasts. So, open your Apple Podcasts app, search for “Cooler Zone Media” and subscribe today! http://apple.co/coolerzone Sources/Links: Trans Fiction, Trans Sports https://victoria.monster/ https://thepointmag.com/criticism/entering-history/ The Refugees Fleeing South Africa's "White Genocide" https://support.iraplegalinfo.org/hc/en-us/articles/360057039031-What-is-the-U-S-refugee-resettlement-process https://welcome.us/explainers/us-refugee-admissions-program-suspended-until-further-notice-welcome-corps-terminated https://www.rescue.org/press-release/irc-responds-termination-state-department-grants-refugee-resettlement-program https://2021-2025.state.gov/refugee-admissions/ https://www.whitehouse.gov/presidential-actions/2025/02/addressing-egregious-actions-of-the-republic-of-south-africa/ https://www.nytimes.com/article/afrikaner-refugees-trump-south-africa.html https://za.usembassy.gov/refugee-admissions-program-for-south-africans/ https://www.episcopalchurch.org/publicaffairs/letter-from-presiding-bishop-sean-rowe-on-episcopal-migration-ministries/ Executive Disorder: White House Weekly #16 https://www.cbsnews.com/boston/news/waltham-mass-ice-arrest-boy-left-alone/ https://www.flgov.com/eog/news/press/2025/governor-ron-desantis-highlights-floridas-leadership-immigration-enforcement https://support.iraplegalinfo.org/hc/en-us/articles/360057039031-What-is-the-U-S-refugee-resettlement-process https://welcome.us/explainers/us-refugee-admissions-program-suspended-until-further-notice-welcome-corps-terminated https://www.rescue.org/press-release/irc-responds-termination-state-department-grants-refugee-resettlement-program https://2021-2025.state.gov/refugee-admissions/ https://www.whitehouse.gov/presidential-actions/2025/02/addressing-egregious-actions-of-the-republic-of-south-africa/ https://www.nytimes.com/article/afrikaner-refugees-trump-south-africa.html https://za.usembassy.gov/refugee-admissions-program-for-south-africans/ https://www.episcopalchurch.org/publicaffairs/letter-from-presiding-bishop-sean-rowe-on-episcopal-migration-ministries/ https://www.aclufl.org/en/press-releases/new-report-reveals-alarming-conditions-florida-ice-detention-centers https://english.elpais.com/usa/2025-04-01/inhumane-conditions-and-death-at-miamis-krome-migrant-detention-center.htmlSee omnystudio.com/listener for privacy information.

In episode 1865, Jack and Miles are joined by comedian behind the comedy special Recommended Based On Your Search History, Joe Kwaczala, to discuss… Oh Grok Is Now Feeding Into The White Genocide Conspiracy, You Got That 2025 Topps Pope Leo XIV Rookie Card?! Wrestling Childcare Away From Private Equity Is The Winning Issue Democrats Keep Ignoring and more! Musk’s AI Grok bot rants about ‘white genocide’ in South Africa in unrelated chats Trump just granted asylum to a man who posted Jews are ‘dangerous’ You Got That 2025 Topps Pope Leo XIV Rookie Card?! What Happens When Private Equity Owns Your Kid’s Day Care U.S. has world’s highest rate of children living in single-parent households Child care is a ‘textbook example of a broken market.’ Where do Harris, Trump go from here? New Polling on Child Care and the 2024 Election Harris wants to limit child care costs to 7% of family income Child care is a ‘textbook example of a broken market.’ Where do Harris, Trump go from here? The “Affordability” Hustle New Mexico Started Offering Free Childcare and Reduced the State’s Poverty Rate Transforming the Child Care Landscape New Mexico made childcare free. It lifted 120,000 people above the poverty line Project 2025 plan calls for shifting funding for childcare to in-home care Project 2025 Proposes Defunding Daycare Not Just More Babies: These Republicans Want More Parents at Home Private Equity Has Its Eyes on the Child-Care Industry Can Child Care Be a Big Business? Private Equity Thinks So. For-Profit Childcare Chains Showered Manchin in Cash After He Blocked Universal Care LISTEN: Let's Ride (Soul Supreme Version) By Q-TipSee omnystudio.com/listener for privacy information.

John Holdren is the Teresa and John Heinz Research Professor for Science and International Affairs at Harvard University's Kennedy School of Government and co-director of the Science, Technology, and Public Policy Program at the School's Belfer Center for Science and International Affairs. He is a former Professor of Environmental Science and Policy in the Department of Earth and Planetary Sciences, and Affiliated Professor in the John A. Paulson School of Engineering and Applied Science. He is also President Emeritus and Senior Advisor to the President at the Woodwell Climate Research Center, a pre-eminent, independent, environmental-research organization. From 2009 to 2017, Holdren was President Obama's Science Advisor and Director of the White House Office of Science and Technology Policy, becoming the longest-serving Science Advisor to the President in the history of the position. Before joining Harvard, was a professor of energy resources at the University of California, Berkeley, where he founded and led the interdisciplinary graduate-degree program in energy and resources. Prior to that he was a theoretical physicist in the Theory Group of the Magnetic Fusion Energy Division at the Lawrence Livermore National Laboratory and a Senior Research Fellow at Caltech. He has been a member of the Board of Trustees of the MacArthur Foundation and Chairman of the Committee on International Security and Arms Control at the National Academy of Sciences. During the Clinton Administration, he served for both terms on the President's Council of Advisors on Science and Technology, leading multiple studies on energy-technology innovation and nuclear arms control. He is a member of the U.S. National Academy of Sciences, the U.S. National Academy of Engineering, the American Philosophical Society, the American Academy of Arts and Sciences, the American Academy of Political and Social Science, and the Council on Foreign Relations. He is also a foreign member of the Royal Society of London and the Indian National Academy of Engineering and a former President of the American Association for the Advancement of Science. His many honors include one of the first MacArthur Prize Fellowships (1981) and the Moynihan Prize of the American Academy of Political and Social Sciences. In 1995, he gave the acceptance speech for the Nobel Peace Prize on behalf of the Pugwash Conferences on Science and World Affairs, an international organization of scientists and public figures. He holds SB and SM degrees from MIT in aeronautics and astronautics and a Ph.D. from Stanford in aeronautics and astronautics and theoretical plasma physics.Jennifer Spence is the Director of the Arctic Initiative at Harvard Kennedy School's Belfer Center for Science and International Affairs, with expertise related to sustainable development, international governance, institutional effectiveness, and public policy. Spence currently co-chairs the Arctic Research Cooperation and Diplomacy Research Priority Team for the Fourth International Conference on Arctic Research Planning (ICARP IV), participates as a member of the Climate Expert Group for the Arctic Council's Arctic Monitoring and Assessment Programme, and sits as a member of the Yukon Arctic Security Advisory Council. Spence was the Executive Secretary of the Arctic Council's Sustainable Development Working Group from 2019-2023. Previously, she taught and conducted research at Carleton University and worked for a 2-year term at the United Nations Development Programme. She also worked for 18 years with the Government of Canada in senior positions related to resource management, conflict and change management, strategic planning, and leadership development. Spence holds a Ph.D. in public policy from Carleton University, a MA from Royal Roads University in conflict management and analysis, and a BA in political science from the University of British Columbia.Ralph Ranalli of the HKS Office of Communications and Public Affairs is the host, producer, and editor of HKS PolicyCast. A former journalist, public television producer, and entrepreneur, he holds an BA in political science from UCLA and a master's in journalism from Columbia University.Scheduling and logistical support for PolicyCast is provided by Lilian Wainaina.Design and graphics support is provided by Laura King and the OCPA Design Team. Web design and social media promotion support is provided by Catherine Santrock and Natalie Montaner. Editorial support is provided by Nora Delaney and Robert O'Neill. 

Qatar wants to gift Trump a $400 million jet, and the debate is already on fire—some say it's unethical, others question if it's even constitutional. But what's really going on here? In this episode, I unpack the bigger picture. I believe this move is Trump sending a message to Israel and Netanyahu: America—not Israel—is in control. And frankly, that message is long overdue. Israel has caused more harm than necessary in recent months, and it's time for the U.S. to reassert its authority on the world stage. This isn't just about a jet. It's about power, alliances, and who's really in charge.--https://noblegoldinvestments.com/

It's been a rough few weeks at the airport in New Jersey after two radar and radio outages - but there's a lot more to the story.The acting administrator with the U-S Federal Aviation Administration says travel into Newark is safe.But it's not the only issue with air travel in the U-S this year, which might have some travelers concerned ahead of the summer travel season.Host Kris McCusker speaks to George Ferguson - Senior Aerospace, Defense & Airline analyst at Bloomberg Intelligence – about what's been happening, how it gets fixed and who is to blame. We love feedback at The Big Story, as well as suggestions for future episodes. You can find us:Through email at hello@thebigstorypodcast.ca Or @thebigstoryfpn on Twitter

United States President Donald Trump has continued his diplomatic trip through the Middle East with a visit to Qatar. President Trump secured a number of commercial and military agreements with the Qataris in an ongoing effort to strengthen the U-S relationships with Persian Gulf states.

Send us a textIn this episode of Embedded Insiders, we're joined by Principal Analyst at global technology intelligence firm ABI Research, Reece Hayden, to discuss the recent global tariffs, and the effects of this on supply chains, manufacturing costs, and expansion. Next, Ken sits down with Jun Kawaguchi, global marketing executive for the Secure Flash product family at Winbond, to discuss the challenges of securing today's AI, automotive, and industrial embedded systems.For more information from ABI about the global tariffs, check out the whitepaper, Navigating Tariff Turbulence in the Technology Sector.For more information, visit embeddedcomputing.com

Quines ganes teníem de parlar d'una pel·lícula de Marvel Studios que ens hagués agradat! Analitzem Thunderbolts*. Obrim amb els pros i contres per endinsar-nos en un procés de producció bastant tranquil, però amb alguns canvis aprofitant la vaga d'actors i guionistes. Tot seguit, comentem el rodatge i la rebuda de la pel·lícula. A continuació anem amb espòilers a dojo, ens endinsem en les trames i personatges, les referències als còmics i un recull dels millors moments i escenes. Acabem amb tots els secrets de l'escena postcrèdits. Tanquem a 1 hora i 44 minuts amb una crònica del concert Obeses, 15 anys de música celebrat a l'Atlàntida de Vic el 9 de maig, amb en Jordi Galderic. Us acompanyen l'Ignasi Arbat, la Marta Sanz, l'Aram Bonmatí i d'estrella convidada en Jordi d'Us la Recomano! Web: https://www.ningunoesperfecte.cat Patreon: https://www.patreon.com/ningunoesperfecte

Trump's Royal Visit Ends Bigly, Inflation Beats Expectations, and Libs Still Pouting at ICE FacilityLive show Monday-Thursday, 3pm est. SOCIALS: https://linktr.ee/drewberquist NEWS: https://DrewBerquist.com MERCH: https://RedBeachNation.com#DrewBerquist #ThisIsMyShow #TIMSTop 100 Political News Podcast with https://www.millionpodcasts.com/political-news-podcasts/Show Notes/Links:Tom Cunningham's Substackhttps://open.substack.com/pub/tomcunningham/p/the-accidental-green-berets?r=14wzt1&utm_campaign=post&utm_medium=web&showWelcomeOnShare=falseTrump puts out message about Democrats and the gifted jethttps://x.com/realDonaldTrump/status/1921911844026954234Trump said this about the jet to ABChttps://x.com/RapidResponse47/status/1921943864518070776President Trump arrives in Saudi Arabiahttps://x.com/RapidResponse47/status/1922190356692557858Saudi Arabia brought in a mobile McDonalds for President Trumphttps://x.com/bennyjohnson/status/1922255203455152454McDonalds set for big hiring spree this summerhttps://x.com/rawsalerts/status/1922053624751902781Trump and Crown Prince sign an economic agreement, resulting in over $600 BILLION in Saudi investment in the United States https://x.com/nicksortor/status/1922281735540142384 Inflation report is lower than expectedhttps://x.com/RapidResponse47/status/1922277662560526415Protesters blocking transports at Delaney Hallhttps://x.com/nicksortor/status/1922045730245513253America provides 74% of the pharmaceutical revenues in the world, yet we only have 4.2% of the world's population. Today, that ends. https://x.com/SecKennedy/status/1922034977220284627

President Trump is in Saudi Arabia to encourage more investment in the U-S. The outlook for tariffs. Air traffic control upgrade. CBS News Correspondent Steve Kathan has today's World News Roundup. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Good afternoon, I'm _____ with today's episode of EZ News. Tai-Ex opening The Tai-Ex opened up 344-points this morning from yesterday's close, at 21,474 on turnover of 12.1-billion N-T. The market closed higher on Monday as investor sentiment improved after the U-S said trade talks with China yielded "substantial progress." Buying focused on the bellwether electronics sector, with the tech sector attracting significant buying to close the day up 1.17-per cent, to serv as a major diver to the main board's overall rise. AIT touts Taiwan companies as being 'critical' to Trump'sre-industrialization goals. American Institute in Taiwan Director Raymond Greene says Taiwanese companies will be "critical" to the achievement of U-S President Donald Trump's goal of re-industrializing the United States. Speaking at a reception for an investment summit in Maryland, Greene said just as Taiwan's companies were crucial to the industrialization of China 30 years ago, Taiwan companies will be just as critical to (關鍵的) achieving President Trump's mission for re-industrializing the United States. Cabinet Secretary-General Kung Ming-hsin is leading the delegation to the U-S this week to attend the 2025 SelectUSA summit. The delegation also includes representatives from industries, including information and communications technology, semiconductors, artificial intelligence and aerospace. MOTC to announce car window tinting regulations next month The Ministry of Transport has announced that it will be releasing new regulations regarding the use of window films for cars next month. According to Deputy Transport Minister Chen Yen-po, the rules are being implemented due concerns about the lack of mandatory standards for window tinting. Speaking at a legislative hearing, Chen said said the use of window film has raised safety concerns and the Highway Bureau has drafted guidelines based on road conditions and public safety needs. The deputy transport minister went on to say that enforcement of the rules for new vehicles will begin next year and there will be penalties (處罰) for car owners who fail to adhere to the new guidelines. WH Press Corps Protests Absence from Air Force One White House correspondents are protesting the lack of wire reporters (記者) on Air Force One AP's Lisa Dwyer reports Australia Cabinet Sworn In Australia's Cabinet has been was sworn into office after the center-left Labor Party was reelected in a landslide May 3. The Cabinet had their first meeting Tuesday following their swearing-in ceremony. Labor expects to hold between 92 and 95 seats in the 150-seat House of Representatives. The party held 78 seats in the previous Parliament. The conservative opposition alliance is on track to win 41 seats in one of its worst election results. Prime Minister Anthony Albanese plans to fly to Jakarta tomorrow to meet Indonesian President Prabowo Subianto. He then intends to fly from Indonesia to Rome to attend (出席) the inauguration of Pope Leo XIV on Sunday. That was the I.C.R.T. EZ News, I'm _____. －－－－以下訊息由 SoundOn 動態廣告贊助商提供－－－－ 早餐是補充蛋白質的黃金期，吃錯食物小心可能吃進精緻澱粉、加工品、油脂、熱量…等隱形負擔早餐補充蛋白質，首選統一陽光，嚴選非基改黃豆、植物性大豆蛋白、零膽固醇，營養少負擔！ https://sofm.pse.is/7kj5lb -- ✨宏匯廣場 歡慶璀璨女王節✨

Trump Reaches a Trade Deal with China, Ends the War in Kashmir, and Slashes Drug PricesLive show Monday-Thursday, 3pm est. SOCIALS: https://linktr.ee/drewberquist NEWS: https://DrewBerquist.com MERCH: https://RedBeachNation.com#DrewBerquist #ThisIsMyShow #TIMSTop 100 Political News Podcast with https://www.millionpodcasts.com/political-news-podcasts/Show Notes/Links:All that President Trump accomplished in one weekendhttps://x.com/ClayTravis/status/1921746500767429084 Treasury Secretary Scott Bessent says under Biden administration China ignored dealhttps://x.com/ImMeme0/status/1921904705669586990Democrat Congresswoman, LaMonica McIver ASSAULTING an ICE agenthttps://x.com/DHSgov/status/1921271072147546558AOC weighs in on issue, threatens "a problem" if DHS takes actionhttps://x.com/Acyn/status/1921406571973591195McIver after the incidenthttps://x.com/BillMelugin_/status/1921217033825644967/video/2Stephen Miller says administration considering suspending habeas corpushttps://x.com/bennyjohnson/status/1920915224938393789Macron hides cocaine from camerahttps://x.com/DineshDSouza/status/1921578801311494375

India and Pakistan have agreed to a ceasefire in their latest round of fighting. But both sides accuse each other of violating that deal as leaders from around the world push for a more stable diplomatic solution.And: Russian President Vladimir Putin proposes new peace talks with Ukraine on May 15th in Istanbul. This after leaders of major European powers met in Kyiv in a show of unity. They were putting pressure on Moscow to sign up to a 30 day unconditional ceasefire starting Monday. Also: A greenhouse in Ontario is producing lettuce made entirely by machines. The grower hopes that his produce will help Canada be less reliant on the U-S market.

There are few more respected economic analysts in the world than the Financial Times Chief Economic Commentator Martin Wolf. Yesterday, we ran a conversation with Wolf about the survival of American democracy. Today, we talk Trumpian economics, particularly tariff policy. Wolf characterizes Trump's trade policies as historically unprecedented in their scale, comprehensive nature, and unpredictability. But are they “dumb”, I asked? He acknowledges genuine issues driving tariff policy like global imbalances and deindustrialization but believes the current approach won't solve these problems. Wolf explains that the US-China trade war is causing significant economic disruption, with prohibitive tariffs likely stopping trade between the world's two dominant economies. He warns that investor confidence is damaged by unpredictability, which will take years to restore, and questions the wisdom of dismantling America's alliance system. Dumb, dumb and dumber. Five Key Takeaways* Trump's tariff policies are unprecedented in economic history for their scale, comprehensive nature affecting most of the world, and extraordinary unpredictability.* There are legitimate economic problems regarding global imbalances and deindustrialization, but Wolf believes the current approach won't solve these issues and may worsen them.* The economic consequences include potential slowdowns in US retail sales, reduced profits for retailers, job losses, and decreased manufacturing investment due to uncertainty.* Investor confidence is severely damaged by unpredictability, with concerns about US government stability reflected in Treasury markets, and this uncertainty could take "a decade or two" to fully dissipate.* Wolf compares the current US withdrawal from global leadership to America's post-WWI rejection of the League of Nations, calling it "strikingly willful" and potentially destabilizing for the global order. Full TranscriptAndrew Keen: Hello everybody, we are at the London office of the Financial Times with the chief economics commentator of the newspaper, one of the world's leading economists, Martin Wolf. Martin's been on the show many times. Martin, before we went live you suggested to me that this was your moment, that suddenly economics has become interesting again. Is it because of this Tariff thing that a certain Donald Trump has introduced well, there's no doubtMartin Wolf: what you describe as this tariff thing has created a novelty, to put it mildly. He's done things that as far as I can see have never been done before in the history of economics. So and you don't normally live through an experience with a set of policies, trade policy, which has been pretty unexciting since the Second World War, and you're suddenly in a different world. And that was not quite what we expected. In addition to that, it's not even as though it's sort of predictably in a different world. It was sort of every day or so. It seems to be something different. So in that sense, yes, it is very, very exciting. Now, there are other things going on, obviously in the administration and other areas which might turn out to be even more important. The attack on science and the funding of science, for example, the attack on universities. These are all very, important, the dismantling of important parts of the government, the relationship with allies, but I think this tariff war is remarkable for its scale. We've never seen changes in tariffs on this level before. It's comprehensive nature that base effects most of the world and it's extraordinary unpredictability. So this This is a new world for economists and we will be studying this, I'm absolutely sure, for half a century.Andrew Keen: My sense, Martin, is that one of the reasons you're enjoying it is because you're a natural polemicist and you haven't pulled your punches in your columns. I think you recently wrote in one of your last FTPs that America is inevitably going to lose in this war against China. Is it as dumb? As it seems. I mean, you're the chief economist at the chief economics commentator at the FT, one of the world's, as I said, most respected economists. You're an expert on this area. Is it just dumb? Are there any coherent economic arguments in favor of tariffs, of what they're doing? Well, I think...Martin Wolf: There is a genuine problem, and part of that is to do with trade. And more broadly the balance of payments, which is affecting the U.S., is genuine. There's a real set of issues, and economists, including me actually, have been discussing these problems, which you might call actually two problems, the global imbalances problem and the deindustrialization problem. These are two real problems, economic and social. The problem is that it's very hard for me to see how these policies that are now being introduced will solve those problems worldwide, and they are global problems. And the way the war is being pursued, if you like, by the Trump administration is such as, I think, inevitably to lose the many of the allies they ought to have in this contest and therefore they are playing this match, if we like, without the help of lots of people who should be on their side. And I don't think the way they're going about it now will solve that problem. I think making it worse but yes there are a couple of genuine real problems which is perfectly reasonable for them want to for them to want to address address if they can do so in a coherent well-plannedAndrew Keen: relatively inclusive way is it a problem with China essentially in terms of China producing too much and not buying enough of American goods is that the heart of the problem I think the problem China'sMartin Wolf: not the only such country. They are right to observe that Germany has also behaved somewhat in the same way, but Germany's capacity for disruption, though very real in Europe and I wrote about that in my book on the crisis published about a decade ago, is not global. The rise of China was bound to be a massively disruptive event. How could it not be? Suddenly there's a new peer competitor out there in the world. I don't think we had the right or the capacity to prevent its rise I would have strongly opposed any such effort but some people I'm sure would disagree but China is a vast country with a tremendously capable population and an even more capable government than we thought 20 or 30 years ago and its rise was going to be very disruptive its disruption is for the world I mean it's also disrupted Europe a lot it's disrupted any country that is competing with Chinese manufacturers. Actually, that includes Japan. Japan has been displaced as a manufacturing exporter to significant degree by China. So it's not just about America. One of the mistakes is thinking it's just about America. The rise of China is a fundamental transformational moment. And there is a specific problem with China, which is it's been following the general line of East Asian manufacturing-led development but because it's much bigger and because there are features of its economy particularly excess savings which are even larger than in other countries the disruption is even bigger so there's a genuine disruptive force here which we should have started dealing with consistently.Andrew Keen: About two decades ago. My sense is that Trump is trying in his own peculiar way to walk back some of these policies. But has the damage already been done? Well, that's a very interesting question.Martin Wolf: There are two dimensions that some damage has been done because it's working through the system now. Right now, there's essentially prohibitive tariffs between the US and China. And that means that trade between these two countries is largely going to stop and inevitably that's going to do a lot of damage because they, on both sides, but notably with China's supplies of manufacturers to the U.S. There are an enormous number of businesses across the United States that depend on these products. So that's going to be a disruption and it's going show itself up in economic activity and retail sales in the U.S. That's going have a significant effect. But I think the more important point is the degree of unpredictability and the degree of zaniness of what's happened, introducing these so-called reciprocal tariffs, which were reciprocal on one day and essentially getting rid of them the next for 90 days without anyone knowing what will follow them, for example, or introducing these obviously not expected, massively prohibitive tariffs on China, 145% tariffs and 125% on the other side, people suddenly realize that sort of anything can happen, things that they couldn't possibly imagine. It was completely outside their worst nightmares that this is what would happen when Donald Trump became president. After the first term, they didn't experience that. So I think the realization... That the range of possible developments of events is so far outside what you thought was possible changes the way you view the future and inevitably I think it's going to make investors who are going to be affected by trade which is basically anyone in manufacturing quite a lot of other businesses very very nervous about making commitments which they can't walk back so I think that everybody's going to become very risk averse. That includes allies, potential allies, because they don't know what's going happen to them. Should they align themselves with the US? Well, maybe that won't work. Look at what has happened to Canada. So, I think the In this respect, they have broadened the range of possible futures in relationship to the US, still the most important country in the world, beyond anything they could imagine, and that cannot disappear quickly. It will take, I would have thought, a decade or two at best before people will say, Now we know exactly what's going on.Andrew Keen: Exactly how the U.S. Is going to behave again. In terms of the economic consequences, Martin, is the real damage, at least at this point, 100 days into the Trump administration, is there real damage to the U S economy and the U,S. Consumer? I think that...Martin Wolf: That's certainly going to be important. There's no doubt about it. There's a basic proposition in economics, which is still basically true. The biggest victim of protection, particularly at this sort of level. Is your own country. You are imposing massive adjustment shocks on your country by suddenly putting out of reach, a huge range of goods that they were used to buying. So that's a huge shock and they have to adjust their spending habits, the firms have to adjust how they structure themselves. That's ineluctable and as it all goes away, And if it all goes away, will they assume that it's all back to normal? I don't know. But of course, because the US is the US, it has imposed tariffs now, significant tariffs by historical standards. It used to be an average of 2% or so. Now it's 10%, leaving aside China and leaving aside of course the automobile sector which has got higher tariffs and all the other special cases that are being considered. So these all affect other countries. And, of course, the effect on China is certainly going to be very, very substantial because it's losing the ability, really, to export to its biggest single market, if you don't regard Europe as a single market. So there will be damage to China. And then there's a really big question. What does it mean for all the countries that might replace China? Vietnam for example, other East Asian countries, is there now going to be a huge opportunity or is the US going to jack up its, reintroduce its reciprocal tariffs, 50%, close to 50%, which case they're going to lose the market. So I think at the moment you'd have to say that everybody is going to feel... Actually or very close to actuallyAndrew Keen: damaged. And what's that gonna look like? Higher prices, fewer jobs? Well I would be, there will be countries that will, in the US in particular. What should we be so to speak looking forward to in the next couple of years? Well when I assume thatMartin Wolf: There will be a slowdown in retail sales of consumer goods which will be really quite significant. It will affect the profits of major U.S. Retailing and retail firms significantly and jobs in those activities. That's sort of the shock effect. There will be a risk factor in investment above all investment in manufacturing which will also be significant so I would expect manufacturing investment to decline too. Will that lead to an actual formal recession? I don't know. I don t have enough expertise on the day-by-day numbers. I think there s an additional factor which we mustn t underestimate, how that will play out, we don t know, which is the loss of confidence in the U.S. Government, and you can see that in the Treasury s market, which is most important market in the world, and the pricing there suggests some real nervousness about the future of stability of US economic policy. And here, I think the most important thing will be will there be a war on the Fed? Who's going to be the next Fed chair? What will Trump try to do to get the Fed to do what he wants? So there's going to be a shorter term medium short term impact on the economy. Through exports and, above all, also import availability. And there's going to be bigger concern which will affect investment. And, I think, people's confidence in US financial assets, which is ultimately about confidence in the US government and the consistency and probity of its policies. So short, medium, and long-term effects. How bad it will be, that depends very much on what is decided in the next few months. If in the end, the trade war disappears, Trump stops threatening the Fed, everybody thinks well they tried that it was a huge disaster and they've learnt and he's very flexible he could go away still but the next I think the next two three months are going to be very very important do they walk all this back pretty decisively or do they stick with it or even play double or quits we don't knowAndrew Keen: I don't know whether Mr. Trump knows. Finally, and that's one of Donald Runfield's unknown unknowns, especially when we get into the head of Donald Trump. Finally, Martin, you're very good at the big picture. What people are talking about this moment at the end of a US-centric economic world order, the demise of the dollar, perhaps the rise of cryptocurrency, obviously the 90s. Dimension. Was this? Two final questions. Firstly, is that true? Are we seeing a reoriented global financial system in America and the dollar no longer being central? And secondly, for all Trump's stupidity, was this in the long run inevitable? I mean, of course, Kane says in the long run, everything is inevitable, including our own deaths. Uh is this something that we should have expected it's just all come in a rush in a mad rush at the beginning of 2025 well these these are really difficult questions i think that's why i asked you you're the chief economics commentator in the ft if you can't answer them no one let's just say how i think about itMartin Wolf: There are two reasons why you could think the world wouldn't continue as it was. The first is the rise of China has genuinely changed the world. And the unipolar moment was clearly over and China is clearly a more credible peer competitor of the US across the board than the Soviet Union ever was. So in that sense, the world that the US comfortably dominated had gone, and it was bound to require a, and something I've written about many times, a forceful alliance strategy by the US using its web of alliances which are still so potent as the basis of its power and influence to maintain anything like that order. So that was the situation. What I don't think was inevitable is that the president who sort of declared the end of the US-led order would also be someone who basically stands not just for America first but America alone. I always attacked his allies so forcibly. So he has, as it were, taken apart the Alliance system and the values that were linked to that, on which I think U.S. Leadership was going to depend increasingly in future. So that's a, it doesn't seem to be a necessary shock and a rather strange one if you consciously detonate as such an important part of your power, but I suppose it is possible to argue that after 80 years since the war, second world war, the Americans have just sort of got tired of that world and tired of the responsibility of that well and they've sort of gotten tired with themselves, with the system that they've been living under. That's so obvious. Left and right agree they don't like modern America. Well once we look at that, then it may be that this was inevitable, but it was inevitable then for reasons that I don't fully understand. And that's probably a failure of my imagination. And the core remains that while America couldn't go on being precisely what it was in the 90s or early 2000s, where they made a bigger mess of it, but they didn't have to jump out of the world and the world they created with this stupendous speed. And it's very similar, and even more dramatic in its effects, when after the First World War the Americans repudiated the League of Nations, said Europe's got nothing to do with us, we're just going to leave it, gone. You sort it out and you know what happened as a result. Germans elected the Nazis and the Nazis started conquering the whole of Europe. So it's the American withdrawal. So suddenly, and so completely, well, complete, that's unfair, but so suddenly, with no obvious strategy to replace it, that seems to me striking, strikingly willful and a little bit mad and in any case, for me it's a surprise.Andrew Keen: And it changes the world. Well, on that chilling note, Martin Wolff, the chief economics commentator of BFT, given us much to think about. Martin, thank you so much. This story is only just beginning. We're gonna get you back on the show in the not too distant future to explain what comes after America. This is a public episode. 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Democrats are holding rallies across the country urging Americans to resist the Trump agenda. Beto O'Rourke, Doug Jones and Rep. Greg Casar join the Weekend to discuss the role of progressives in the age of Trump. Democratic Rep. Josh Gottheimer and Republican Rep. Don Bacon hope their bipartisan bill will "return Congress' constitutionally authorized role in setting and approving U-S trade policy."

From the BBC World Service: New data shows China's manufacturing activity took a sharp dip in April — a sign that the ongoing trade war with the U.S. is starting to bite. Then, President Donald Trump signed an executive order to slash import duties on car parts in a short-term move to help U/S/ automakers. Plus, the U.K. is scrapping a centuries-old tax perk that lets wealthy foreigners shield their global assets.

From the BBC World Service: New data shows China's manufacturing activity took a sharp dip in April — a sign that the ongoing trade war with the U.S. is starting to bite. Then, President Donald Trump signed an executive order to slash import duties on car parts in a short-term move to help U/S/ automakers. Plus, the U.K. is scrapping a centuries-old tax perk that lets wealthy foreigners shield their global assets.

In episode 1854, Jack and Miles are joined by Research Associate at the Leverhulme Centre for The Future of Intelligence, co-editor of The Good Robot: Why Technology Needs Feminism, and co-host of The Good Robot podcast, Dr. Kerry McInerney, to discuss… Trump Now Wants AI To Be As Racist And Problematic As He Is…, Are There Cool Uses of AI That Aren’t Getting Attention? The Signal Chats Powering The Rightward Shift in Tech, What Is Happening With Open AI? Using AI Large Language Models To Entrap People Online, Actors regret signing over their likenesses to AI companies… and more! Trump Now Wants AI To Be As Racist And Problematic As He Is… The group chats that changed America We Disagree on a Lot of Things. Except the Danger of Anti-Critical-Race-Theory Laws. This ‘College Protester’ Isn’t Real. It’s an AI-Powered Undercover Bot for Cops Trump fans gloat over FBI arrest of judge with ‘crying’ AI mugshot Regrets: Actors who sold AI avatars stuck in Black Mirror-esque dystopia AI avatar generator Synthesia does video footage deal with Shutterstock Saying ‘Thank You’ to ChatGPT Is Costly. But Maybe It’s Worth the Price. LISTEN: Ancients by RIO KOSTASee omnystudio.com/listener for privacy information.

In this weekend's episode, three segments from this past week's Washington Journal. First, author and filmmaker Chris Whipple discusses his book "Uncharted: How Trump Beat Biden, Harris, and the Odds in the Wildest Campaign in History." Then, University of Pennsylvania Economics professor Jesús Fernández-Villaverde -- discusses declining fertility rates in the U-S – and the economic impact. Plus, a conversation with Bill Doherty, co-founder of the non-profit group Braver Angels – about efforts to reduce political polarization in America. Learn more about your ad choices. Visit megaphone.fm/adchoices

The United States is pretty intertwined with Latin America. So why has it historically been seen as more of a European outpost as opposed to a nation in the Western hemisphere that is part of the broader Americas? Our guest this week points out that there are other ways to understand the history and identity of the U.S., aside from the narrative that is so often a part of contemporary discourse. Greg Grandin is the C. Vann Woodard Professor of History at Yale and the author of “America, América: A New History of the New World.” He joins WITHpod to discuss rethinking our conceptions of the “New World,” democratic backsliding in the U.S., why he says we should rethink hemispheric history and more.

The last few weeks have had many of us thinking long and hard about the things we buy, the price of those goods, and the potential for those prices to jump. This episode is part of our series, "How Did This Get Here?", where we follow goods as they make their way through the global supply chain, and explore what the president's announced tariffs may mean for your pocketbook. Today, we continue our series with.a product some of you may be sipping on right now. It's coffee. Coffee is everywhere. The average person in the U-S drinks a bit more than 3 cups a day. And Americans spend almost 100 and 10 billion dollars every year on the drink. And that amount is going up. Perhaps you've noticed the price for your favorite brand jumped in recent months? The average price of ground coffee in the supermarket hit an all-time high in March, at 7 dollars 38 cents a pound. That's up 84 percent since just before the pandemic. We discuss what's behind the jump. And what tariffs...and the warming climate...mean for your favorite cup of joe.Want to support 1A? Give to your local public radio station and subscribe to this podcast. Have questions? Connect with us. Listen to 1A sponsor-free by signing up for 1A+ at plus.npr.org/the1a.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

Billionaire Elon Musk told Fox News recently that falling birth rates keep him up at night. It's a drum he's been beating for years.Musk is one of the world's most visible individuals to elevate this point of view. Vice President JD Vance also talks about wanting to increase birthrates in the U-S. But it's not just them. There are discussions across the political spectrum about birth rate decline and what it means for the economy. One response to this decline is a cause that's been taken up by the right, and it has a name – Pronatalism. Many of its advocates met up recently in Austin, Texas, at "Natal Con." Pronatalists think they have a friendly audience in the White House. How do they want to use it?For sponsor-free episodes of Consider This, sign up for Consider This+ via Apple Podcasts or at plus.npr.org.Email us at considerthis@npr.org.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy