Podcasts about us west

Joe Wilson has spent 12 years in the trenches of real estate — as a top producer, national coach, and now Growth Director for eXp Realty's US West. He's the guy in the room that other top agents call when they want the real answer, not the generic one.In this episode, Joe gets direct about what's actually separating agents who are thriving from those who are quietly falling behind — and it has nothing to do with market conditions.We get into the AI conversation nobody's having honestly, why your database is at risk right now even if you think it's solid, and the dead-simple content strategy Joe's coaching clients are using to generate third-party validation on autopilot.If you've ever wondered what the difference is between a $250K agent and a $500K agent — Joe audited his own coaching clients and found the answer. It's not what you think.IN THIS EPISODE:Why "AI won't replace agents" is the wrong question entirelyThe one social media move generating 30–60 days of content from a single 10-minute Zoom callWhat the collapse of Zillow, CoStar and REA's share prices is really telling usWhy your database is more vulnerable than you think — and what agents with social media locked in are doing about itThe RAS principle: why consistency beats virality every timeJoe's "excavator vs shovel" framework for working smarter in this marketCONNECT WITH JOE WILSONInstagram: @joewilsonrealestatecoachFree community + training → hit his Linktree from Instagram

One year after the death of the legendary Beach Boys leader Brian Wilson, author David Beard joins me on the California Sun podcast to talk about his new book, “All Summer Long: Conversations with The Beach Boys from Surfin' to SMiLE.” Beard discusses how the Beach Boys didn't just make iconic music but defined Southern California itself — surf, sun, cars, the postcard invitation west — while Wilson quietly pushed pop into uncharted territory for the whole country. Get full access to Talk Cocktail Podcast at jeffschechtman.substack.com/subscribe

One year after the death of the legendary Beach Boys leader Brian Wilson, author David Beard joins us to talk about his new book, "All Summer Long: Conversations with The Beach Boys from Surfin' to SMiLE." Beard discusses how the Beach Boys didn't just make iconic music but defined Southern California itself — surf, sun, cars, the postcard invitation west — while Wilson quietly pushed pop into uncharted territory.

Welcome to the third season — and the final episode — of our annual series “Pathway to Priesthood” — a special podcast series from the Jesuit Conference of Canada and the United States. In these conversations, host Eric Clayton talks with Jesuits who are in the final days of preparing for ordination to the priesthood. They reflect back on their vocation stories and experience of Jesuit formation, and we wrestle with some of the biggest questions surrounding priestly ordination. On this episode, Eric talks with Shane Liesegang. Shane is a Jesuit of the US West province. Shane's Jesuit formation has brought him around the world including to Lebanon, Iraq, Jordan and Syria with the Jesuit Refugee Service, as well as to the Philippines where he was ordained a deacon. As you listen to Shane's stories and reflections, we invite you to consider whether you or someone you know might be interested in discerning a call to Jesuit life. If so, head over to beajesuit.org.

Welcome to the third season of our annual series “Pathway to Priesthood”—a special podcast series from the Jesuit Conference of Canada and the United States. In these conversations, host Eric Clayton talks with Jesuits who are in the final days of preparing for ordination to the priesthood. They reflect back on their vocation stories and experience of Jesuit formation, and wrestle with some of the biggest questions surrounding priestly ordination. On this episode, Eric talks with Daniel Mascarenhas. Daniel is a Jesuit of the US West province. Originally from Goa, India, Daniel's Jesuit formation has brought him to the L'Arche community in Tacoma, WA, to Jesuit High School Sacramento and to St. Columbkille Parish in Brighton, MA, where he is finishing his time as a deacon. As you listen to Daniel's stories and reflections, we invite you to consider whether you or someone you know might be interested in discerning a call to Jesuit life. If so, head over to beajesuit.org.

Thank you again to episode sponsor Doghouse Reilly, purveyor of wearable visual puns and vintage hip hop lyrics.Games of the Week• Comanchería: The Rise and Fall of the Comanche Empire (3:24)My initial overview of Comanchería, which is finally on the table. This game models 175 years of conflict in the interior US West from the perspective of the Comanche. I got the first scenario set up, which takes place in the 1700s. Join me for a quick tour of the board.BEGIN FAMILY-FRIENDLY PORTION OF THIS PROGRAM• Mix Up Fairy Tales (10:06)Looking for a lovely family diversion? We've got you covered. Walt and I talk about Mix Up Fairy Tales with co-designer Robin Cruddace of Warcradle Studios.END FAMILY-FRIENDLY PORTION OF THIS PROGRAM• Chaos in the Old World (39:00)Lastly, I take you back to a summer night in Portland: The last time I ever got to play Chaos in the Old World, Fantasy Flight Games' asymmetrical masterpiece of the age. I won the game. But I was about to lose everyone at the table.Track of the Week

(50:39)I've been spinning Kool Keith alter-ego Dr. Dooom's First Come, First Served LP all the time. This led me to the small but scintillating discography of Motion Man, a talented Bay Area underground journeyman with gobs of style and technique. My goal here is to put him somewhere on your playlist.Music• Main Theme and Bumpers: “Wash Y'ass,” D.O. the Fabulous Drifter and Dow Jones, Five Points Plan• Game of the Week Background: “Night Gatherings,” Pecan Pie (License code: XTGOLLHHPTLTQ6AM)• Game of the Week Background: “Something Weird,” Pecan Pie (License code: ZRXYCMKOPDHXLZP9)• Track of the Week: “Loose Cannon,” Motion Man, Clearing the Field ©️2002 threshold recordings LLC• Track of the Week: “No Chorus,” Dr. Dooom, First Come, First Served ©️1999 funky ass records/threshold recordings LLC• Track of the Week: “Housing Authority” Dr. Dooom feat. Motion Man, First Come, First Served ©️1999 funky ass records/threshold recordings LLC

Doug Houghton, director of global channels at Alkira There’s a line from this episode that’s worth leading with: “Networking is not sexy until it doesn’t work.” That’s Doug Houghton, Director of Global Channels at Alkira, and it’s a pretty concise summary of why his company exists. Alkira was founded by the team behind Viptela – the startup that essentially created the SD-WAN category before being acquired by Cisco. The lesson they carried out of that experience is that SD-WAN, for all its promise, still ran into the limits of underlying infrastructure. You ended up with disparate networks, latency constraints, and complexity that didn’t disappear – it just moved somewhere else. What they built in response is Network Infrastructure as a Service (NIaaS) – a cloud-native, consumption-based global backbone that abstracts multi-cloud connectivity into a single managed plane. The pitch to partners is concrete: consolidate 50 physical firewalls into virtualized functions, reduce total cost of ownership by 40-70%, and do it without a rip-and-replace cycle. The timing matters, and Houghton is direct about why. AI workloads – distributed large language models, agentic workflows reaching across multiple clouds simultaneously – demand a level of network elasticity that legacy infrastructure simply wasn’t designed for. Alkira’s argument is that they’re the smooth road that makes AI-driven infrastructure actually work in practice. For Canadian partners, Alkira has real resources on the ground: a solution architect based in Toronto, a dedicated channel account manager, and publicly referenceable Canadian customers including contact center provider ContactPoint 360. The Connect Partner Program, launched in March 2026, puts approximately 20 percent total margin on the table across base discount, rebates, MDF, and POC SPIFFs – with average initial deals around $500,000 USD and typical expansion of 4x in year one. Canadian partners interested in the conversation can reach the team at partners@alkira.com. Read Full Transcript Robert Dutt: Hello and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last sixteen years. I’m Robert Dutt, editor of ChannelBuzz.ca and your host for the show. If you were around when SD-WAN was the big disruptive idea in networking – the promise of simplifying branch connectivity, cutting costs, getting smarter about traffic – you probably also remember it didn’t quite deliver everything it promised. Not because the technology was bad, but because the underlying network architecture couldn’t keep up. You still ended up with complexity. It just moved somewhere else. That problem is essentially the founding insight behind Alkira. The company was built by Amir Khan and Atif Khan, the same team behind Viptela, the startup widely credited with creating the SD-WAN category before Cisco acquired it. What they learned in that experience is that SD-WAN, without a proper global backbone, just creates a different set of headaches. So they started fresh and built what they call NIaaS – Network Infrastructure as a Service – a cloud-native, consumption-based approach that abstracts the complexity of multi-cloud connectivity into something you could stand up, as my guest today puts it, with just a username and a password. The timing is not accidental, because what AI demands from a network – elasticity, low latency, the ability to reach distributed workloads almost anywhere instantly – is exactly what legacy infrastructure wasn’t built to handle. My guest is Doug Houghton, Director of Global Channels at Alkira. Doug has been in the channel a long time, knows the technology in a way that might genuinely surprise you coming from a channel chief, and has a lot to say about what it all means as a real business opportunity for Canadian VARs and MSPs. Let’s get right into it, my chat with Doug Houghton. Doug, thanks for taking the time. I appreciate it. Doug Houghton: It’s my pleasure. Thank you for having me on today, Robert. Robert Dutt: So you were part of the team that built up the SD-WAN market at Viptela back in the day. What did you learn there that told you the next big thing was going to be NIaaS, and why now? Doug Houghton: First off, that’s a great question. I felt a bit like a passenger in a car racing a thousand miles an hour when we were doing software-defined wide-area networking. What we learned was that without organizing your cloud infrastructure properly, your cloud bill gets ridiculously large – especially if you keep your control element decoupled from your data plane in the cloud with all these workloads churning. But what we really learned, and what’s applicable to what we’re now doing at Alkira, is that SD-WAN truly did deliver on its core promise. It allows customers to influence traffic based on link quality and improve the user experience. If you’re on a phone call and it starts to get goofy, you can move over to a better-performing link in real time without dropping the call. That’s powerful. And the same with data traffic. What I hadn’t fully thought through was what happens as global companies start to adopt SD-WAN and disaggregate across locations in Southeast Asia, China, Latin America, and everywhere else. The latency back to the control element isn’t easy to contend with. So you ended up with organizations making decisions that effectively created four separate, disparate networks for latency purposes. And that was not part of the original promise. What we learned was that you need a global backbone that’s high throughput and low latency. The edge can still be SD-WAN – there are real things in SD-WAN that people still want, whether that’s WAN optimization, deduplication, caching, policy-based routing, forward error correction. All of that still has practical application, and site-to-site communications are still needed in many use cases. But Alkira was built inside the cloud first, employing the same principle of decoupling control plane from data plane for scale. By abstracting the cloud infrastructure, we were able to remediate the latency that those four geographically dispersed networks created. We’re the global backbone – that middle mile with high throughput and low latency – and then you connect these clusters of SD-WAN networks together and all of a sudden the promise of SD-WAN gets a lot more consumable. You have a singular network managed from a singular control plane and element management orchestrator, and you can still get all the benefits of SD-WAN at the local sites. Robert Dutt So in plain language, a Canadian MSP or VAR is used to selling network hardware or managing someone else’s infrastructure. How is selling, deploying, and managing NIaaS different from what they’re already doing, and what makes that distinction important? Doug Houghton: Let’s take a half step back and talk about what NIaaS actually is. It’s Network Infrastructure as a Service. What Alkira does is abstract the cloud infrastructure and build a routed overlay on top of it. We think of it as a virtualized colocation facility that connects and normalizes communications across your entire network. For managed service providers and service providers, our solution accelerates bringing their customers to cloud applications, cloud workloads, storage, and everything else the cloud promises. The way I explain it to my mom – and I’ve told this joke once already today because I’m sitting in a partner’s office right now – is this: if you went to Russia, Japan, Argentina, and San Francisco all in one day and had to transact in each place, and you could speak the native language in each one, that would be ideal. What we focused on was normalizing communications regardless of the cloud service provider, colocation provider, data centre – private or public – or whatever type of router is at the branch office. As an MSP or service provider that comes in, what we give to our customers and partners is a username and a password. That lets you come in and – for your old-school folks in the audience – essentially etch-a-sketch your network together. You can turn a couple of knobs, and it’s not that we’ve cranked the amp up to eleven, we’ve just removed all the numbers and automated everything. It just knows what you want to do. It’s a routed BGP overlay with the control plane abstracted from it, so the forwarding plane can route around things like the CrowdStrike outage, or losing an AWS region – which happens more frequently than AWS would like to admit – or any cloud service provider incident. The multi-cloud reality has accelerated adoption, but it presents a new problem: you’ve got an AWS expert on staff, but you don’t have an Azure, GCP, OCI, or Alibaba Cloud expert. Those are all different languages. When I tell my mom that we normalize the communications between all the assets in the network and make it easy to connect to all of them, she gets that. For the MSP looking to monetize something new or add another revenue stream, we offer a couple of compelling things. In the middle of our stack, we place a solution inside the cloud – sitting in a VPC, VNet, VCN, or Google VPC – right in the middle of all the cloud, SaaS, and WAN workloads. We’ve pleased a lot of customers by lowering total cost of ownership through the consolidation of network services they already have in their environment, in the form of virtualized network functions. Take a Palo Alto firewall deployment – say you have fifty Palos out there, all talking to Panorama, with a security engineer managing policy centrally. Instead of having fifty firewalls on the ground, you consolidate them. You go from the ground – five to ten milliseconds to the nearest public cloud PoP – hop onto the Alkira fabric, and terminate that traffic on a virtual port on our exchange point. In the middle of that exchange point, sitting in a VPC or VNet, you place a Palo Alto virtualized network function. You get the IP address of the Panorama server, and if you didn’t tell the security engineer anything had changed, they would not know. The form factor changes, but not how they interact with Panorama, how they build policy, or anything about how they secure the traffic. That remains exactly the same. We virtualize the instance and place it on a global high-throughput, low-latency backbone inside our exchange point. We deploy exchange points in HA pairs, anywhere from 100 Mbps to 40 Gbps. The customer or service provider consumes one, and we maintain the other on their behalf – because every thirty days we’re fixing bugs and doing maintenance. We swing production workloads to the backup, do the work on the primary, then reverse the order, all while keeping these customers up and running. Because we’re delivering this as a service, it has to always be on. One of the most important architectural decisions we made from the start was ensuring those two exchange points are always running active-active in a full mesh configuration, buttressed by hundreds of other exchange points globally distributed – all synchronized and aware of each other’s states. Robert Dutt: You’ve said that legacy networks can’t handle what AI demands, specifically in terms of elasticity. Can you unpack that a little? When an MSP’s customer starts deploying language models or agentic workflows, what is it that actually breaks? Doug Houghton: Good question, and I’ll give you an honest answer. I’ve started to fall in love with Claude – I think it’s one of the coolest things in the world. I can do all sorts of creative things with it. But Claude isn’t talking only to me. He’s a bit of a flirt – he goes to a lot of different places to get knowledgeable about various things and produce the outcomes I’ve asked for. And those other places are where you run into problems. I used to say the three biggest AI providers are GCP, AWS, and Azure. That’s still largely true. But the likes of Anthropic and other AI labs are distributing LLM workloads everywhere. Without the right network underneath that, it’s like buying the hottest car and driving it down a pothole-filled road. What we offer is a high-throughput, low-latency, elastic network. If you need to turn it up in a heartbeat, you can. We helped complete the S&P Global and IHS Markit merger network integration in about a tenth of the time they expected, because we’re natively segmented. Think about those two networks as large datasets that AI agents need to access. You have to secure the traffic, and you need it to be elastic – able to reach anywhere, instantly, to produce the outcome the agent was asked for. The ability to go anywhere on a road that’s smooth as glass, in the hottest car possible – that’s what we offer. Our network infrastructure solution is an abstraction: a forwarding plane that goes everywhere, and your imagination is really the only limitation. Speed, elasticity, and securing access – even for agentic, self-directed workflows – it’s still a critical element. And nobody – I said this earlier today, so I’ll say it again – networking is not really sexy until it doesn’t work. If I have to get in and route-peer and manually configure transit gateways, I’m going to punch myself in the face repeatedly. I just don’t want to do it. It slows everything down. I can automate it with Terraform, sure. But I want to consume it now. I want to prompt it now. I want the outcome now. Robert Dutt: You’ve launched Alkira NIA, your AI co-pilot and network infrastructure assistant, along with an MCP server last year. It’s interesting – you’re essentially putting AI on top of the infrastructure that’s enabling AI. What does NIA actually do for an MSP’s day-to-day operations? Doug Houghton: Maybe I have a limited imagination, but I still use it like a utility. NIA is great because it allows you to search through all our documentation in a more organized way. We have amazing documentation – there’s a lot of it – and when you’re looking for a specific configuration or something captured in a knowledge base, that tool is really useful. But continuing the utility theme: how do I do something? If I want to create a micro-segment to distribute to a bunch of business units, or build an isolated Layer 3 routing table and get it to various business units, and then set up billing with specific billing tags for each segment – I know how to do that because I’ve done it many times. But a new user may not. You can use the NIA agent to search the documentation, search previous implementation notes, best practices, all of that. That’s real value. But you can also ask it something like “why is the sun bright” and it won’t return the answer you expect. I’ve done that too. Robert Dutt: Let’s talk about the Connect Partner Program and the economics. You’ve got the Partner Profit Stack – tiered margins, quarterly rebates, MDF, SPIFFs, the Connect Pipeline Fund. It’s a full toolkit, and it’s stuff partners have seen before. What’s the real math? What does a Canadian MSP at the Premier tier actually walk away with on a typical deal after they’ve done the work? Doug Houghton: Usually about nineteen percentage points – maybe a little more. On the pre-sale side, when we get into a POC, our Premier partners can earn a $1,000 SPIFF. We close about 85% of our POCs, so there’s real value in that. Add in the rebates and MDF access, and the total haul is closer to 20% on each deal. Worth mentioning: we’ve been a 100% channel company since May 2022. My partner David Klubinoff, my technical counterpart – we worked together at Viptela and we started the Alkira channel together. It took a couple of weeks to convince our CEO that going 100% channel was the right call. I think he’s a believer now. We’ve driven significant revenue for the company, and our partners are our thought leaders – out in the market talking about our solution and solving customer problems. I was in Chicago yesterday doing a technical enablement session with thirty-plus SAs and SEs. We had the classic SD-WAN questions, and a lot of questions about segmentation and M&A. There’s enormous consolidation happening in insurance, healthcare, and other sectors, and the overlapping IP address problem that comes with mergers is something MSPs face all the time. We’ve entirely simplified that. You build a NAT policy right in the solution and the overlapping IP issue is resolved within an hour. In the case of S&P Global and IHS Markit, they thought their merger network integration was going to take a couple of years. The issue was largely the overlapping IP addresses – IHS couldn’t talk to the HR applications at S&P, and vice versa, plus all the other interdependencies. You need a fast way to solve the overlapping IP problem before you can even get to the real work. That’s been a core design element of our solution from the very start: take care of the small things, and people can move faster and get to market faster. Our biggest MSP – and this is a publicly referenceable customer – is CEDA, a French-based organization that provides managed network services to 95% of the world’s airlines. For them, it means being able to turn up a new customer faster, connecting on-premises assets to their control elements so they can begin actually managing that network. Speed, and the efficiencies and cost reductions that come from it – that’s what it does for all MSPs. If you’re consolidating fifty firewalls into virtualized functions, you’re making a good commission, getting MDF support, quarterly rebates, and a SPIFF when you engage us collaboratively on a POC. All of that happens at an accelerated rate. I’ve been screaming from the mountaintop about our solution for about four years. Invariably, you’d walk into a room, say “Hi, I’m Doug Houghton from Alkira,” and they’d say “Who?” That’s starting to happen a lot less, which is a genuinely nice thing. Over the last twelve to twenty-four months, the business has grown exponentially, the diversity of our partner ecosystem has increased, and partner margins have been very healthy. The tiered structure was really about celebrating partners who have invested in us. Honestly, I’m waiting for the day my boss tells me to stop incentivizing partners – because when that happens, I’ll know we’ve hit the apex. Our partners will be generating so much revenue that someone gets uncomfortable with what we’re paying out. I can’t wait for that day. Some of the more interesting things in the program came from actually listening. I went around and talked to a bunch of partners about their ideal partner programs and built from there. And one of the realizations – I thought it was significant – was what we were actually doing on the post-sale side. We white-glove every implementation right now, because it’s critically important to us. We haven’t lost a customer, and we intend to keep it that way. But that doesn’t scale forever. So the question became: why don’t we help our partners productize the post-sale work? We built a product catalog, a pricing calculator, and a new partner portal we’re about to release, with its own AI agent for searching market assets. The product catalog was a light bulb moment. We pay healthy margins on the pre-sale side at every tier of Alkira Connect. But we had never touched the post-sale side at all. We’re largely automated and NIaaS is as simple as possible to consume – a username and a password. My thirteen-year-old could configure a network, and she’s really smart. But there’s still some implementation work. You still need to build policies in Panorama. There’s still DDI work. There are still services that partners can benefit from – and all partner types, MSPs, VARs, master agents, sub-agents, service providers, now have a post-sale commission opportunity. Robert Dutt: You mentioned services – you’ve got services attach plays around modernization assessments, segmentation design, migration sprints. Starting from zero, how long does it realistically take a partner to get their first deal with those services attached through the door, and what does the ramp look like? Doug Houghton: There’s a lot in that question. Let’s take a half step back. We have virtual sales and go-to-market training – three modules – and then five or six technical training modules. We’ve got a lab-in-a-box environment, foundational and advanced technical training, and DDI training. Partners typically start there. Then we run regular in-person and virtual sessions – one partner has regular office hours with me, my SE counterpart David, or our architect Christopher Arenas, and we just invite partners to come and ask questions. Getting partners genuinely comfortable with the technology is the most important thing we do, because nobody goes out and sells anything unless they’re confident they can explain how Alkira solves their customer’s problem. That’s what I’m doing in Chicago today. Our customers tend to be fairly large. We’ve got our first Fortune 10 customer now. The more complex the network, the larger and more global the deployment – multiple countries, security vendors, firewalls, DDI providers, load balancers, service providers, colos. We sit right on top of all of that. The average sales cycle is about 190 days – a little over six months. A newly enabled partner might encounter an M&A overlapping IP use case, recognize the problem, and say “I think we can solve this with Alkira.” They go through a POC together with us, the customer commits, and that first deal closes around 190 days. A little class week: it’s actually 190 and a half. The average deal size is about $500,000 USD. We then see significant expansion: typically 4x growth in the first twelve months after the initial close, and around 8x in the second twelve months. Real incentive to stick with it. We’re loyal – if the customer doesn’t kick the partner out, we go to bat with that partner on every expansion deal. We land, then expand, with the same partner. BNSF, one of our other public references, has expanded several times to address more and more use cases. The solution gets sticky and customers are genuinely surprised by how easy it is. On the post-sale side, we come in and help with implementation, especially early on. But we’re reaching the point where more capable partners can handle it themselves. We’re building a post-sale certification for Alkira right now. In the meantime, we ride shotgun through the first couple of implementations – virtually in Slack or in person – until partners are fully up to speed. All partners have access to our Slack channel, along with our entire solutions architecture and SE staff. One partner working on a Fortune 10 engagement has a great habit of putting a subject header in Slack and starting a conversation. He’s been on services at this customer for three or four months – a significant engagement. He’s the one who originally described the network as a “spaghetti mess,” which I still chuckle about. I actually built the product catalog based on those Slack headers – pulled them together, socialized them with a group of partners, got input, and built from there. To directly answer your question: you’ve got to get through that first deal, and we’re going to ride shotgun with you through the first couple of implementations. The partner learns, gets comfortable, can monetize it, and can deliver independently from there. We have no illusions about going back to being a direct company after May 2022. It’s ride or die – 100% channel, and we enable our partners to solve their customers’ problems and support them while they do it. Because our partners have been our biggest growth engine. Robert Dutt: You’ve talked about a goal of doubling revenue through partners. What does the ecosystem look like when you get there? This sounds like it could primarily be a GSI or large integrator play, given the customer complexity you’re describing. Or do you genuinely see a path for mid-market MSPs and VARs to build a meaningful NIaaS practice? Doug Houghton: Another tough question. Yes, I do have GSIs as partners. We have a fairly robust and diverse partner ecosystem, and we see small shops rising up while larger shops are moving a bit more slowly, honestly. We’re still in that brand awareness honeymoon period – people are realizing our technology is compelling, getting themselves enabled. Some large partners we’ve recently brought on are still ramping. The biggest and most established organizations aren’t yet as capable as they will be, but we’re working diligently on that. Some of our smaller partners, on the other hand – I’m thinking of a friend of mine in Utah who is just an absolute champion. He knows our solution better than almost anyone. He closed six or seven deals in the past year, supported the implementations, did it largely on his own, because he’s curious, motivated, read all the documentation, and has been through full implementation cycles with us. He works at a ten-person shop. They just happen to have really good customers, and he knows the solution cold. So we’re at different stages with different partners in terms of maturity. The answer to your question is genuinely both. The small shop in Utah and the large national partner dedicating more resources as they see more customer problems Alkira can solve – we see wins across both. In the networking space, a six-month sales cycle is about as fast as it gets. I’m giving you a username and a password and you’re going in and connecting all of a customer’s assets together. The path exists for partners of every size. Robert Dutt: You’ve called out Canada specifically in your expansion plans, alongside the UK, EU, and the Middle East. What does that look like operationally – localized support, a Canadian channel team – or is it more of a global platform available to Canadian partners? Doug Houghton: Let’s talk personnel. We have a dedicated rep in eastern Canada, based out of New Hampshire, and a brilliant solutions architect just outside of Toronto. We’ve got a channel account manager – very capable teammate of mine, Savannah Stone – and the entire global solutions architecture staff accessible via Slack. We recently closed a very significant logo in Canada – a large insurance company – and our publicly referenceable Canadian customer is ContactPoint 360, a contact centre and BPO provider. They wanted to connect their Latin American operations back to Canada and couldn’t find an effective way to do it without us. We route them through the US West region, and the results have been excellent. We’ve also added CDW Canada as a partner, and I’ve got a value-added distributor that helps with field events. It’s not a massive footprint yet – it’s a bit of “they come first, then we build” – but there is a tremendous amount of opportunity in Canada and in Latin America that I’m genuinely excited about. Nobody’s told me no yet on spending budget, so here we go. A great story on the Canadian side: a gentleman named Chris Thelosinos, an architect and consultant who works with others in our space, is a member at a wine shop in Toronto. During the Toronto International Film Festival last year, we hosted a wine event right next to TIFF. I don’t drink alcohol, so it was entirely about the conversations for me – and I had the best time. We had significant customers come out, and the demand for simplicity, ease of implementation, and everything Alkira does well was just as strong in Canada as anywhere else. The market need is real. We talk about global backbone as a service all the time. Connecting China to San Francisco carries a distance and time tax, but it’s easy to configure. For organizations navigating geopolitical complexity around China access, or needing GPU connectivity in and out, we just abstract the Azure and AWS mainland China instances. They operate the same way as their Canadian or US equivalents. And you can consume it pay-as-you-go – stop using it, stop paying for it. That’s a compelling model for MSPs looking to grow into different regions. Robert Dutt: Last question then. For that Canadian MSP who’s listened to this and is thinking, “This sounds like a real opportunity” – what’s the one thing you’d want them to take away and act on? Doug Houghton: I’d ask them to go to partners@alkira.com and send us a note. And I will ply them with all sorts of content – videos, learnings, deal registration information, everything they need to get started in the space. Tongue in cheek, and also completely seriously: partners@alkira.com. If you’re looking to grow your business as a managed service provider – managed network, managed security, managed load balancing, managed DDI, managed connectivity – we’re a really great place to start. Because it’s never unpopular to walk into a customer and solve their problem quickly and say, “I can help you with X, Y, and Z, and I can do it in the next couple of hours – and that’s going to drive a total cost of ownership savings of 40 to 70%.” Nobody ever kicks you out of the office when you say something like that. Robert Dutt: Amazing. Doug, I appreciate you taking the time. Thank you very much. Doug Houghton: Robert, thank you for the engaging conversation. I hope your listeners get some good stuff out of it. Robert Dutt: There you have it – Doug Houghton from Alkira. I’d like to thank Doug for his time, and honestly for being one of the more entertaining guests I’ve had on in a while. “Networking is not sexy until it doesn’t work” is a line I’m going to be thinking about for a while. Thanks to you for listening as well. If this conversation sparked something – whether it’s curiosity about NIaaS, the AI infrastructure angle, or what roughly 20% total margin on a $500,000 average deal could do for your business – Doug made it easy for you to take the next step. Drop a note to partners@alkira.com. That’s the front door. And from what I heard today, they will absolutely get back to you. Here’s the thing that stuck with me most in this conversation: the argument that the AI moment isn’t just a software or services play. It’s going to force a reckoning with network infrastructure that a lot of organizations have been deferring for years. The partners who treat that reckoning as an opportunity rather than a fire drill are probably going to look very smart in about three years. If you’re finding the In The Channel podcast from ChannelBuzz.ca useful, the best thing you can do is follow or subscribe wherever you get your podcasts. We’re on Apple Podcasts, Spotify, YouTube, and most major directories. And if you’re enjoying the show, ratings and reviews are genuinely appreciated – they help other people in the Canadian channel find us. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

AP correspondent Ben Thomas reports a warm, dry winter in mountains of Colorado does not bode well for the drought-stricken West. ((opens with actuality.))

In its first year, the second Trump Administration slashed environmental regulations and programs, overstepping its executive authority in the eyes of some environmental advocates. But the judicial and legislative branches appear unable or unwilling to provide a check on what legal expert Pat Parenteau sees is abusive executive power threatening the health of people and planet. Also, the American prairie is one of the most biodiverse ecosystems in the world, but today just one percent of eastern tallgrass prairie remains, and western shortgrass prairie is disappearing at a rate of more than a million acres a year. The author of Sea of Grass: The Conquest, Ruin, and Redemption of Nature on the American Prairie joins us to discuss.  And efforts to bring back bison that once roamed those plains are helping to revive Indigenous culture on lands across the US West, including in the city of Denver. --- If you're not yet signed up for the Living on Earth newsletter, the start of the new year is a great time to join! Don't miss out on our weekly exclusive content and notes behind the stories you hear on Living on Earth. Just go to loe.org/newsletter to get started. Learn more about your ad choices. Visit megaphone.fm/adchoices

Sue Parks is the CEO, President Orange County United Way - improving lives and strengthening the Orange County community. Previously, she was the co-founder, CEO of iCount Wellness at WalkStyles Inc. and held executive roles in several Fortune 500 companies including Kinkos, Gateway, Inc., and US West.

Photo by Chris Yarzab. We are just entering summer and already some parts of the country are under heat advisories. The first heat wave of the season started last Friday, literally, on the first official day of summer and has been impacting about 128 million Americans from Louisiana to Maine. The US West, including California, hasn't been impacted by this particular heatwave. But it's only a matter of time. In fact, what you might not know is, extreme heat is now the leading climate-related health hazard in California. It claims more lives annually than any other climate threat. To understand what this growing climate threat means, who is at most risk, and to learn about some actions we can take to protect ourselves, Earth Island Journal editor-in-chief and Terra Verde cohost Maureen Nandini Mitra talks with Bibiana Martinez, a public health researcher with Heluna Health, a California-based public health research organization that works to improve health equity, and Walker Wieland, manager of the California's new CalHeatScore program, a pilot project that ranks risk from extreme heat by ZIP code and seeks to protect vulnerable populations from heatwaves. Resources: Use the CalHeatScore tool to check out heat conditions in your region and also join the program's listserv to get notices of upcoming webinars and workshops on the issue. Read this Heluna post to lear learn more about staying safe in the heat and identifying signs of heat illness.       The post Coping with Extreme Heat appeared first on KPFA.

Josh "The Incredible Hok" Hokit (4-0-0) is a Pro MMA Fighter out of Fresno, California, United States and the #16th ranked Pro Mens Heavyweight in US West. March 14th 2025 --- Please Like, Comment and Follow 'The Ray Appleton Show' on all platforms: --- 'The Ray Appleton Show’ is available on the KMJNOW app, Apple Podcasts, Spotify, YouTube or wherever else you listen to podcasts. --- 'The Ray Appleton Show’ Weekdays 11 AM -2 PM Pacific on News/Talk 580 AM & 105.9 KMJ | Website | Facebook | Podcast | - Everything KMJ KMJNOW App | Podcasts | Facebook | X | Instagram See omnystudio.com/listener for privacy information.

AP correspondent Jennifer King reports on cuts to the US Forest Service.

For nearly five years, water attorney Emily Lewis has been hosting a podcast on water issues with a special focus on solutions for the water-stressed US West. That podcast, called The Ripple Effect, has given her a view of something lawyers don't usually see — people working together to solve big problems.

In this episode of "Sleepless in Singapore," I recount the final leg of my road trip down the West Coast of the United States, from San Francisco to San Diego, Tijuana, and back up to LA, ending in Death Valley. Our journey begins with a car swap fiasco at the LA Airport, where we end up with a convertible Chevy, perfect for cruising the Californian highways. San Diego offers us a culinary delight at Tacos El Gordo and a vibrant night at the Gaslamp District, while our brief Tijuana adventure is marked by a border-crossing mishap and a memorable breakfast at Georgina Restaurante. Back in LA, we explore iconic spots like Griffith Observatory, Venice Beach, and the Hollywood Walk of Fame, indulging in local flavors at Petit Trois and a Korean BBQ in Koreatown. Our drive through Death Valley is a scorching experience, with temperatures soaring to 49.2 degrees Celsius. The trip concludes with a Cirque du Soleil show in Vegas and a return to Philadelphia for the 4th of July celebrations, before I finally head back home to Singapore.

In this episode of "Sleepless in Singapore," I recount the second half of my US road trip with Markus, from Nampa to the Mexican border. After a hearty dinner in Nampa, we set off early for Portland, capturing the beauty of the Blue Mountains and Mount Hood along the way. Portland welcomed us with its vibrant food scene, from marrow bones at LeChon to a memorable breakfast at Proud Mary Cafe. We explored Powell's Books, indulged in local delicacies, and even braved the cold on scooters to pick up my driver's license, much to Marcus's relief. Continuing our journey, we marveled at the giant trees in Redwood National and State Parks, enjoyed a cozy barbecue in Eureka, and admired the picturesque views of Mendocino. Napa Valley's rolling hills and wineries offered a taste of luxury before we crossed the iconic Golden Gate Bridge into San Francisco. The city's rich culinary landscape, from In-N-Out Burger to Burma Superstar, and the haunting history of Alcatraz left a lasting impression. Despite the challenges of homelessness and the pervasive smell of marijuana, the trip was a tapestry of unforgettable experiences, scenic drives, and culinary delights.

In this episode of "Sleepless in Singapore," I recount an adventurous road trip along the West Coast of the United States with my friend Markus. Landing in Las Vegas, I am immediately struck by the ubiquitous gambling machines at the airport. Markus and I reunite at the Luxor Hotel, and after a brief delay due to my flight, we embark on our journey in a less-than-ideal Dodge Challenger. Our first stop is a hearty breakfast at The Egg and I, followed by a visit to the impressive Hoover Dam, capturing the essence of American engineering and natural beauty. Our travels then take us through the picturesque landscapes of Arizona, where we marvel at the Horseshoe Bend and explore the Navajo Arts and Crafts at the Cameron Trading Post. The vast red rock formations of Monument Valley leave a lasting impression, and we savor the tranquility of our remote Airbnb stays. As we journey through Utah, the green scenery of Monticello and the unique rock formations captivate us. In Salt Lake City, we are pleasantly surprised by the vibrant, inclusive atmosphere, visiting charming bookshops and enjoying local delicacies. The Bonneville Salt Flats and the quirky Shoshone Falls in Idaho add a sense of wonder to our trip, culminating in a memorable dining experience in Nampa.

AP correspondent Ben Thomas reports on one homeowner who managed to save his home from California's largest wildfire of the year.

Israel approves a retaliatory strike on Hezbollah, crews battle wildfires across the US West, and credit card rewards are tearing friends apart.

While the Biden Administration and many of their European counterparts continuously bumble their Middle East policy and professional agitators have infected college campuses with anti-Israel protests, Dr. Jerome Corsi looks into how #Hamas is playing the Western World for fools as it will say and do anything to achieve its plan to take over Israel.Dr. Corsi also looks into:As #Biden bungles policy and his campaign, could the Democrats pull a 1968?Ukraine continues to reel after the US sends more aid its way.Get Dr. Corsi's new book, The Assassination of President John F. Kennedy: The Final Analysis: Forensic Analysis of the JFK Autopsy X-Rays Proves Two Headshots from the Right Front and One from the Rear, here: https://www.amazon.com/Assassination-President-John-Kennedy-Headshots/dp/B0CXLN1PX1/ref=sr_1_1?crid=20W8UDU55IGJJ&dib=eyJ2IjoiMSJ9.ymVX8y9V--_ztRoswluApKEN-WlqxoqrowcQP34CE3HdXRudvQJnTLmYKMMfv0gMYwaTTk_Ne3ssid8YroEAFg.e8i1TLonh9QRzDTIJSmDqJHrmMTVKBhCL7iTARroSzQ&dib_tag=se&keywords=jerome+r.+corsi+%2B+jfk&qid=1710126183&sprefix=%2Caps%2C275&sr=8-1Join Dr. Jerome Corsi on Substack: https://jeromecorsiphd.substack.com/Visit The Truth Central website: https://www.thetruthcentral.comGet your FREE copy of Dr. Corsi's new book with Swiss America CEO Dean Heskin, How the Coming Global Crash Will Create a Historic Gold Rush by calling: 800-519-6268Follow Dr. Jerome Corsi on X: @corsijerome1Our link to where to get the Marco Polo 650-Page Book on the Hunter Biden laptop & Biden family crimes free online:https://www.thetruthcentral.com/marco-polo-publishes-650-page-book-on-hunter-biden-laptop-biden-family-crimes-available-free-online/If you like what we are doing, please support our Sponsors:MyVitalC https://www.thetruthcentral.com/myvitalc-ess60-in-organic-olive-oil/Swiss America: https://www.swissamerica.com/offer/CorsiRMP.phpThe MacMillan Agency: https://www.thetruthcentral.com/the-macmillan-agency/Pro Rapid Review: https://prorrt.com/thetruthcentralmembers/Become a supporter of this podcast: https://www.spreaker.com/podcast/the-truth-central-with-dr-jerome-corsi--5810661/support.

Curious about thriving in the ever-evolving world of Digital Marketing?Explore the expertise of Peter Tandy, a seasoned professional with over 30 years of experience in the advertising industry. With successful careers in both Real Estate and Hospitality, Peter's journey began at US WEST in Minneapolis, where he contributed to substantial revenue growth in the Yellow Pages industry.Transitioning to AT&T during the digital revolution, he played a pivotal role in managing online platforms like yellowpages.com and yp.com. Renowned for his skills in new client acquisition and retention, Peter's clients have remained loyal advertisers, generating ongoing revenue.In 2020, he founded the boutique agency One Four Three Digital, continuing to offer online advertising campaigns for national and international clients, including Western Union and Rasmussen College of Business.Conquer Local is presented by Vendasta. We have proudly served 5.5+ million local businesses through 60,000+ channel partners, agencies, and enterprise-level organizations. Learn more about Vendasta, and we can help your organization or learn more about Vendasta's Affiliate Program and how our listeners (like yourself) make up to $10,000 off referrals.Are you an entrepreneur, salesperson, or marketer? Then, keep the learning going in the Conquer Local Academy.

Heather Bourbeau's award-winning poetry and fiction have appeared in The Irish Times, The Kenyon Review, Meridian, and The Stockholm Review of Literature. She has been featured on KALW and the San Francisco Public Library's Poem of the Day, and her writings are part of the Special Collections at the James Joyce Library, University College Dublin. Her collection Some Days The Bird is a poetry conversation with the Irish-Australian poet Anne Casey (Beltway Editions, 2022). Her latest collection Monarch is a poetic memoir of overlooked histories from the US West she was raised in (Cornerstone Press, 2023).Related ResourceTeaching guide for Monarch (PDF)

Heather Bourbeau's award-winning poetry and fiction have appeared in The Irish Times, The Kenyon Review, Meridian, and The Stockholm Review of Literature. She has been featured on KALW and the San Francisco Public Library's Poem of the Day, and her writings are part of the Special Collections at the James Joyce Library, University College Dublin. Her collection Some Days The Bird is a poetry conversation with the Irish-Australian poet Anne Casey (Beltway Editions, 2022). Her latest collection Monarch is a poetic memoir of overlooked histories from the US West she was raised in (Cornerstone Press, 2023).

OSCAR'S BIO Oscar is the former Executive Chairman & CEO of United Airlines Holdings. He led the airline's stunning turnaround which is remarkable on its own, but what makes his story so singular is that 37 days after taking the helm at the company he suffered a massive heart attack that eventually led to a heart transplant. Perseverance, grit, dedication, motivation, and humanity are some words that describe this leader. Prior to UAL, Oscar served as President and COO of CSX Corporation, a railroad and intermodal transportation services company. He began his career holding various financial positions at PepsiCo and Coca Cola, followed by being CFO at US West through its merger with Qwest followed by being CFO of AT&T's consumer services division.  His path in the corporate world is capped by currently serving on the boards of directors of Salesforce, CBRE Group, Inc., Univision Holdings, Inc. Archer Aviation Inc, and  Fidelity's Equity & High Income Fund.  Oscar is the oldest of ten children in a Mexican-American family from Southern California and was the first in his family to graduate from college, earning a BS in business from the University of Southern California and an MBA from Pepperdine University. OSCAR RELATED LINKS Oscar's Wikipedia Salesforce Board American Heart Association  Turnaround Time (Book) Personal Website Discussing Holiday Travel on CNBC GENERAL INFO| TOP OF THE GAME: Official website: https://topofthegame-thepod.com/ RSS Feed: https://feed.podbean.com/topofthegame-thepod/feed.xml Hosting service show website: https://topofthegame-thepod.podbean.com/ Javier's LinkTree: https://linktr.ee/javiersaade & Bio: https://tinyurl.com/36ufz6cs SUPPORT & CONNECT: LinkedIn: https://www.linkedin.com/showcase/96934564 Facebook: https://www.facebook.com/profile.php?id=61551086203755 Twitter: https://twitter.com/TOPOFGAMEpod Subscribe on Podbean: https://www.podbean.com/site/podcatcher/index/blog/vLKLE1SKjf6G Email us: info@topofthegame-thepod.com   THANK YOU FOR LISTENING – AVAILABLE ON ALL MAJOR PLATFORMS  

Can you believe we've made it to episode 100 already? Jump in with us as we wrap our series on Business Blueprints: Lessons from Leaders with Telarus Chief Commercial Officer, Richard Murray. We take some jumps back into Richard's career and history, along with where our paths first intersect. Richard gives some great advice about successes, struggles, hiring, dedication, and more. He covers all the great things anyone out there building a business will inevitably go through. Don't miss Episode 100 as we wrap up Season 2! Lupresto Telarus Hey, everybody. Welcome back. We are wrapping up our very special episodes here. This is actually episode 100. We've made it this far and we're still chugging along. Thanks for listening. Today on we've got Mr. Richard Murray, Chief Commercial Officer at Telarus Richard, welcome on, man. Thank you. I'm honored to be number 100. I feel special. Well, you better make it good then. No pressure. Okay. We always kick this off. We talk about backgrounds. So tell us, I've known you a long time, so I'm going to pretend that I don't know this, but for anybody that doesn't know your background, tell us where it all started. What's this? Is it a windy path? Is it a straight path? How did you get here? Pretty windy. Multiple different areas of ins and outs. I've been in the channel 21 years though, so I mean, I would say any introduction of my background needs to start with I married my high school sweetheart. We've been together 27 years and most of what I've been able to accomplish has been because she's been patient and believed in a lot of the weird things that we'll probably talk about today. From a career development and you know, just that path, I always thought I'd be an attorney like in high school. I did debate and you know, I just was always geared towards being an attorney. I worked for a law office to get through college and somewhere in there, I was, I ended up being their bookkeeper and office manager and I had to make the decision for their internet service and back then it was DSL, but that was my first exposure to this world. And so then when I saw a job posting for then US West to be a sales and marketing intern, it was my senior year of college and I applied. I mean, I was making seven and a quarter at the law office. Killing it. So just about anything would have been a raise. Got that job and so my job at US West, which became Quest while I was there, which is now Lumen, was to research, competitive research, which I didn't obviously know then, but would set me up perfectly for the channel multiple years later. I would get anytime US West would lose a deal to XO on PRIs, we would gather the pricing on that and we ended up actually using my data, my research to change the tariff in Utah for PRIs. Like back then it was $1,800 for a PRI. But probably the funnest part of that is I actually got to use my student ID. I would go into the public utilities commission and they would just let me right into the back room, open their file cabinets for all of the companies that were filing to start providing services that would be competitive to US West. And I wrote a, I would like open the folder, I would read about electric light wave level three and then I'd write a SWOT analysis on each one of them and I used it both for work and for my senior project. I picture you like, I picture this being very covert and like. Yeah, it was my student ID, not my employee ID that got me in there. Yeah, so I don't know that it was, you know, pushing the boundaries or anything, but it was definitely let's be a student here, not an employee. So, you know, just doing that research and analyzing all of the different companies, I think served me very well later on is as I got into the channel. Fast forwarding real quick, they got acquired and I just felt like I was, they just kept extending my position and I didn't really have a boss. I would go in every day, say hello to Joe Branch who still works for Telarus. She was at Carrier Sales that we'll get into. So I've known Joe for, you know, gosh, 20 plus years. Yeah, 27 years, 26. I'd say hi to Joe, check my email and go home. And I just found myself getting into bad habits. So I left, went and worked for a wireless ISP, which back then was like so unique. Line of sight internet. They had the 10 meg download hybrid modem, which was unreal. Unreal tech. They went bankrupt trying to build the DSL infrastructure. So I went to XO and was carrying a bag as a sales rep. And, you know, they were a good company for the time until they overextended and they got to where they had to declare bankruptcy. You know, for time's sake, I will only share that it became a pivotal moment for me because they told us to go present this financial debt to all of our customers around. This is why we're not going bankrupt. We have Carl Icahn as our backer. We're not going bankrupt. So I go and do that, that dog and pony show for the customers I was proposing. And then we declared bankruptcy. And I'm a 20 something year old kid, 24 or something like that, and had a CFO for a major company call me and tell me he's never going to buy for me ever again. Didn't matter where I went, question my integrity. I was like, all right, I am not cut up for this. I am not sales. And in the course of that bankruptcy, a ton of direct reps that I worked with that are now incredible partners in the community, you know, some of our top sales sales reps all left and became partners for, you know, in many cases for a company called Carrier Sales. And that's where you and I met much later, a decade later than that. And so Blake Darling, one of our top partners, he and I were the same hiring class at XO. I used to build his proposals because he was great at cold calling. I was not. And I would do the proposals and Excel work. He got me an interview. They didn't even look at my resume, sat down with Glad Hill and he said, you're hired. Sounds like Glido. And, you know, so I think, you know, making 40 grand a year, losing, you know, a good commission job, but it was steady. And then I just worked second jobs to hold it together there for a few years. So that's the core of the background. Love it. And that's where our path kind of came together was Glad Hill's startup was another company that I was there. And we were all maybe 10 or 15 employees altogether, shared office space. So walk us through then, take that back, away, you know, on how did we get to kind of where we're at now for anybody that doesn't know the history that transpired from then to 2023? Yeah. So I had, you know, I started as general manager, but it was, it was three employees when I joined. And so pretty quickly, I was able to, to get on a profit sharing agreement, which, you know, meant that, Hey, I might make an extra two grand. It was just so small at the time, but we kept building, kept growing. One of the, fast forward a little bit, one of the partners left, we had to spin out our century link business. I think it was still quest at the time I became part owner of that company and was running that while was general manager of the other side as we continue to grow. Now it's just the one partner. And he was investing in your company and the place you were working at and taking all the carrier sales profits to go fund that. Sorry about that. And so we were just really kind of floating. I mean, we were growing, but it was just sheer, you know, hard work, determination, 80 hour weeks kind of thing. I mean, I was doing everything from quoting to commissions. I was writing the checks, all of it. And so we were growing in spite of ourselves while he was funding over here. At the same time, I was on a profit sharing agreement, and I just kept saving that money. Had the opportunity to acquire a couple other little smaller companies that the founders of carrier sales didn't want to do. I took it to them first. They didn't want it. And so I figured out a way to do it. Over time, just got to where I was able to own a little bit more of the company. And then I got to a point where they kept telling me that, hey, you're going to own all of carrier sales. We know that this is yours. I mean, he got to where he was just looking at tax returns, right? It wasn't, he didn't even know the quarterly's. It was tax return time. He'd, oh, great. Thank you. And I just said, look, I'll give you a year's notice. I'm done just kind of treading water here. I want to grow. I want to do something. I'm still very young at that time. And I said, so I'll go take the CenturyLink business and go grow that. Honestly, in the back of my mind was maybe I'll take it to Telarus and go grow it there. But that woke him up to the fact that, okay, it was time. And so we came up with what was a fair price. And that was when I called you. You had left the sister company and were out doing tech support for something. Yeah. The biotech company down in Salt Lake. Yeah. And so, yeah, I gave you a call and convinced you to come over. I hope we'll get into that story a little bit later, but so I won't go too far into it. Let's get into it right now. Because the next part is about kind of insights for entrepreneurs and kind of looking beyond. I remember this phone call like it was yesterday. And I've told the story a number of times where, to your point, yes, I'd left the startup had kind of never really started up. And so I went and got what I thought was this awesome job at this biotech company down in Salt Lake. And I got this call. I think it had been all of three weeks. And I absolutely hated where I had gone and didn't realize I kind of loved what I did before getting into this telco and cloud and all of this stuff, all of this space. And I think you called me up and said, hey, you know, we should have talked more when you left. I got big plans. I'm going to buy the guy out, buy the old guy out, come back and, you know, be the first person I hire after this transaction. And I said, okay, and you may be an offer on the weekend. And I walked in the other place on a Monday and I think quit on the spot. And then we started Tuesday. That was 2013. That's how I remember the story at least. Hopefully that's Sacker, because I've told that story quite a few times. I have some fill ins that I thought about. You know, I remember having a number in mind, right, and going to you. I feel like it was 55K. I apologize for talking numbers, but I feel like it was 55 and you're like, oh, I need it to be 65. And I like, I remember, because it was just a different time. I remember going home and talking to my wife about, hey, I know we had planned on upgrading the minivan, but I got to get Josh here. That's going to take the 5K to get it done. I don't remember. I'm probably off on the numbers, but I remember some level of, it wasn't negotiation as much as it was just, okay, this is what I can do. And you're like, okay, I've got to pay the bills. And so we figured it out. I love it. We'll come back to that more. I want to talk about a lesson that this is about building relationships, right? The goal of this track, right, these special last three episodes as we get to episode 100 here is about helping our partners have some insight into things that they're going to go through, things that as they go to build their business, problems, successes, I think hearing from leadership at Telarus, I think this stuff is incredibly valuable. So I want to talk about cultivating relationships. You know, you've cultivated, obviously, a lot of relationships in the channel, you've been in the channel 20 plus years with the suppliers, with the partners. Can you share with us what I would call the R Murray philosophy on building and maintaining key relationships? The R Murray. Look, I'll start with acknowledging everybody's different in their approach. Mine, I think, is unique. And that's been helpful for me, for the company, I think, for, you know, extended to our advisors and partners. I think at its core is you have to care about other success. And so, you know, whether you're dealing with a partner in my specific role now, and for the last 20 years, I really do care that the suppliers I'm working with are successful as well. Yes, I want to win. I want to negotiate and do well, but I can't, you know, get a supplier to pay me 50%, knowing that it's going to bankrupt them or have an unprofitable channel. I care about them growing and succeeding. No, I don't, I don't carry a quota. I don't care about quotas anymore. But at the end of the day, if I've got a channel manager that I cared about, I'm going to do what I can to help them succeed. But you can't fake it. You can't fake that you care about somebody. You either do or you don't. And there are, look, there are suppliers over the years that I've not cared about. And I don't fake it either. So I do think you have to care. I think the other element of is just how you communicate with them. Because you care. And, you know, there's a supplier, I found this out, probably it had been around for a couple of years. There's a very prominent supplier that we do a lot with. And a lot of that, the core leadership from a decade to five years ago is all left. And they're all other companies now. And one of them told me that that internally, as a team, they had actually started using the phrase that you've been married. And I'm like, okay, I hope that's not awful. Please explain that to me. He said, no, basically, it's just it's a it was their shorthand for you've been politely told that you suck. And so my approach to build a relationship, especially with suppliers is, look, I sit on a lot of advisory councils. And I work really hard to be prepared for those. There's a reality I get dumber every day in terms of the delivery of a service. But we have an incredible team that lives and experiences that all the time. And so gather all of that information. And then I'm not going to go to an advisory council and not tell the truth. That doesn't help them get better. If I don't care about them, then I'm probably either not at the advisory council, or maybe I won't be as forthright. But if I care about the supplier, about the people there, I'm going to hammer them with details and data and go at it. But I'm going to do it in a nice polite way, because that's how I try to do it. That has legs. That gives them something they can take to their peers, their leadership, and go do something actionable with it. Yeah, no, it's good. All right, let's talk about insights, some insights for the partners out there, right? Obviously, the partners, they're entrepreneurs, they're out there thriving and growing. But you've got this diverse experience. What critical advice would you offer these partners that are out there? What do they need to succeed in today's market? A couple. I think one ties into the relationships, as well as just for our partners, is don't burn bridges, right? There are a lot of people out there that will burn a bridge. Let's say there's a channel manager that does you bad at supplier X, and you don't care about that supplier so much, so you just shout them down, or you do something that hurts the relationship. They're going to end up with another supplier. And if you've burnt that bridge, they're not going to help you there. I mean, that applies to hopefully the suppliers that are listening to this too, is my wife knows that in this world, you do not burn the bridges. Like, I'll tell her stories of somebody doing something stupid. She's like, they don't know the lesson, you don't burn bridges. This is a family, this is a tight community. Everybody knows everybody. So you've got to be cautious about that. I think beyond that, though, just in terms of thinking about your business, you've got to know what you're good at, what are you special at, and then bring in others to fill in the gaps. There's a reality of why I reached out to you. I knew I wasn't as technical as I was going to need to be for the new coming services. And so I brought in others. And I think, you know, many partners are world class at what they do. And I've seen many bring in teams around them, but others just stay, you know, this is what I do. And they don't bring in others or they're hesitant to even reach out to you and your team to help fill in their gaps. They just ignore and pretend that that side doesn't exist. And I don't think you can do that in this world. I think you've got to bring people in to help you do that. And look, sometimes that's hard. Sometimes that means you've got to have honest reflection and just be brutally honest with yourself around, “Yeah, I'm not very good at that.” Or, “Hey, I'm okay with a lot of things. I'm a good generalist, but I'm not exceptional at everything. And so, you know, where can I bring in exceptional people around me to move forward faster?” Yeah, it's a good point, too. And I think that's one of the biggest life lessons you've taught me along the way is, I know you're going to read something, I know somebody's going to say something, and you're going to hear something, and you're going to want to react this way. Don't. Just pause. It's okay to react. It's okay to have emotion. But to your point, this is a small community. Everybody needs everybody. That person tomorrow you might need to employ them. They might be your boss or somewhere in the middle of that. And you burn a bridge in this space. It's not great. And I think that is such a huge lesson for everybody to take note of. Whether that's customer impacting or supplier or whatever it is, I just huge double down on that lesson. I love that one. That's part of the armory approach, right? I don't think people understand. I think internally in my mind, like in here, I'm a raging lunatic sometimes. The emotion is there. I've just learned to shield it and harness it and bring it out in a more impactful way. Fair. Let's talk about vision. You've seen this industry evolve, and to your point, you've always been looking out here, right? When it might look like this right now, you're looking out here. If you look at that right now, what would you tell the partners? Maybe I'm a partner that's come in and maybe I've never sold any of this stuff before and I want to be a partner. Maybe I'm a partner that I've just been selling one thing and I'm listening to this podcast, kind of learning how to move into other technology areas. What future trends would you tell our partners to be aware of and then how do you feel we're helping them prepare for that? Well, first of all, I think as I looked at the list of all the different topics that you've covered, I mean, those are all the emerging technologies. First of all, just reflect on where this industry is awesome, number one. What other industry can you say started in, when I came in, it was long distance, and now we're talking about AI and everything in between. There's a reality if you're new to the market, you're new to the agency model and even tying it into our previous conversation. You can't do it all. You can't know every technology. Focus on what you're good at, which is in most cases, you're good at relationships, which then means bring in others to help have the technical conversations. Now, obviously, that's what Telarus is focused on doing. I think our entire conversation to partners has been, how do we help you grow your business? Over time, that has evolved on what that looks like. We've tried to bring in extra resources. In the early years, it was you just helping the guys that had only sold network, you would go out on appointments or jump on phone calls to, back then, it was like the early days of contact center. How do we help you have that conversation? So, if you're new there, we don't know what technology is going to be here in three years. In five years, that we're going to be able to sell. But I do know that we're heavily focused on continually staying in front of that, just like we were when we painted towards contact center. No one had a contact center channel when you came on. We built that together with NICE and then with Five9 and Genesis, they saw what was going, they came in. I think the same thing's happening with AI. Many of our suppliers are plugging AI into what they do. We're signing many AI suppliers, but we don't know what AI is going to be driving and what it's going to be capable of in two or three years. So, we have people that are focused on that and will continue to build around it. Good. All right. So, let's look back at your journey. What do you feel some of these pivotal moments or decisions that really shaped your path going from being an employee to a business owner and now chief commercial officer? Yeah, so many. I look back at that time or at my journey, I think back in some of the difficult times of Carousels. I can't tell you how many times I almost left. This is frustrating. We're not growing the way that I want. We're not keeping up with Intellis. All of these things, I'm not making enough money. I had a second job for the first decade of this. I was doing books for the law office that I talked about in the opening forever. And so, I chose to stay and to build something. That obviously was a pivotal or multiple pivotal times of making that choice. And that was just because I believed in what we were doing. I didn't like the results of where we were, but I believed in what the core was overall. And I think along the way, something that's been helpful for me that I've tried to talk to others about is whether it's your business or not, you're a leader or not, treat it like you are. Treat it like your business. And I think because I did, it made it so eventually. Took longer than I wanted it to. But I never treated that as an eight to five. And I think now as a larger employer, you have to be kind of careful. And I can't go tell my employees, “Hey, you need to put in 80 hours a week to do your job.” I can't do that. But in a podcast and with partners, I can say, “Look, if you're working for a partner, you're working for a company, your job is eight to five.” And I know you and I have talked about this. Your career is everything you do after. And most of anything good that I've ever accomplished for Carousel's, Telarus, has been after hours off to the site, whether it's me staying up all night, working weekends, building a new process, building a spreadsheet, building something that allowed us to move it forward. Those weren't done during the core times. And it was that extra sweat equity that helped propel me and others forward. I love it. Act like an owner. All right, let's talk about mentorship. One of the things that I think I've learned along the way has been how critical it's arguably one of the most rewarding, but it's arguably at the same token, one of the hardest things you ever do, which is I think the hiring process. So my question is a little bit about mentorship. I want to get into what do you find rewarding into that process, because I think our partners are going to go through this. We talk about some of them are solo preneuers that don't have a desire to hire, and they lean on us for a ton of resources, which we absolutely love. And then some say, “You know what? I want to bring one or two of those resources in-house.” So if we flash back, you and I had worked together in this in the beginning, but I was a recovering car mechanic that had stumbled into technology. You clearly saw something that maybe I didn't think that I didn't know I was capable of. So as you kind of reflect back on that, you had a vision that others maybe didn't have. So how do you look at that mentorship, picking talent? How do you advise on that? Oh, so many pieces of this. First of all, I would say I never set out to be a mentor. I don't view myself in that light. I don't feel like I'm so wise or so smart or I've accomplished anything that I'm in a position to tell people what to do or to help. But yet I've been sought out to tell people what to do and to help. And so I've tried to embrace it. I mean, there's an element of it where there's a big part of it. It's just me trying to give back. I've had great mentors. I've had people that have helped and embrace and teach me things. And I think you need multiple mentors in your life at different stages of where you are. And many of my early mentors, I would now consider more friends. It's not that I don't still learn from them, but the size of our company is now at the size of where they were. And so they're probably not teaching me company stuff as much. But gosh, I look at, from a pay it back standpoint, I consider Rick Deller a mentor. He may not know this, but I remember I felt like Carousel's was doing pretty good and Rick and I would help negotiate. We would work together to negotiate some of the contracts back then, particularly CenturyLink where Carousel's was very, very strong. And I remember kind of doing it, hey, what's next stage? What should I be doing? And he asked me, well, what's your revenue at? And I felt like, hey, we're doing good enough. I'm now confident enough. I'll tell you what it is. And I'm not positive on the number, but I believe it was 38 million. And he kind of, he didn't really do this, but as I reflect back, he kind of patted me on top of that. He said, that's cute. But I remember him telling me, remember, when you get to 50 million, then things start to change. And so get ready for this. You've got to start thinking about scale and all of these other things that start now. I mean, we're so many multiples past that. It's kind of funny to reflect back to that time. But, you know, anytime I could take the opportunity with a partner with somebody on a supplier and have future looking conversations, give them perspective that they don't have, then I'm happy to do it. In terms of identifying talent and then, you know, being a mentor in that. I'm a big believer in books as mentors in some cases, but I am also very cautious to not over index to any one book. There are, however, a couple that I think have been super impactful for me. One is a book that I have a case in my office called Love is the Killer app. And, you know, the core principle of that is just take care of others, even if that means introducing others together in a way that doesn't benefit you. And the universe has a way of taking care of you and all of that. And so I've always tried to live and follow that. First is a principle. Second is I actually never read his book. I still have it, but I remember his speech. And it's a gentleman by the name of Harvey McKay. Now, most people don't know who Harvey McKay is, but where he spoke was at the same place that Tony Robbins spoke. Like Tony Robbins was on stage, and then I think Harvey came on. It doesn't matter the order, but so he was a big deal at the time. And the only thing I remember from him was, was talking about how back, you know, he was older at the time. I don't even know if cell phones were that prominent. I mean, they were round, but not prominent. He would write hit if he saw something in somebody, a hotel clerk, a waitress, he would write his personal number on the back of his business card, hand it to him, say, if you're ever looking for a job, please give me a call. And the core of that is he was always looking for it in people. And I think, you know, to embarrass you a little bit, if I can, I just felt like there was that there was it. And, you know, to try to specify what it looks like, I think it comes in multiple forms. I mean, yes, you have to have capacity. There has to be the capacity to do good. But for me, it's drive. It's, you know, what I saw in you, what I've always seen in you is a desire to continue to learn, to challenge yourself, to never be, you know, okay with where I am today, it's where do I need to be in the future. And in some cases, that's meant not always, you know, awesome conversations between the two of us over the years, to say, what lack I, right. And I remember one in particular. I hope it's okay that I know. Oh, I know you're going. Sure. Bring it up. Well, maybe I do it. I remember one where it was kind of like, Hey, I want to do more. I want to make more money. And I can't remember what you asked for. I just remember you asked for something. I'm like, you're not quite ready for that. I believe it was, I'd like to take over the company when you're ready. And you were like, maybe not yet. I'm going to be around a little bit. But here's what I loved. I loved the question and the desire that was in there. You were treating it as your own. You wanted it to be your own. And the reality is we've all grown so much that we've actually, we're all, you and I are doing way more now and at a level now than what we ever thought of then, because we were a small company, right? But I do remember the question. What I more remember is thinking about my answer and what that almost challenging conversation brought us to was it helped me identify opportunities to put in your path to go help round you out. So I don't remember the exact timing, but somewhere along the way, we had the opportunity to acquire a small VAR. And this was when VARs were, we were still trying to figure out how VARs fit into the partner community, into the, why weren't they coming over the residual? And so we bought it and I basically handed you the business unit. And I said, okay, learn P&Ls, learn balance sheets, you deal with the drama, you get to make the overriding decisions. And we were just kind of the managing company for that bar. They were still running off on their own. But I've got to imagine you learned a thousand lessons. Tons. I don't know that I could even spelt P&L before that. But yeah, I think, you know, for partners that are listening, I just think it's, you're right, I think you painted a good picture, identify, and then give others an opportunity to figure out where they may not even know that they have skills yet. Well, I didn't, you know, I didn't know, first of all, I didn't know that I wasn't rounded out. So being self-aware is important. But, you know, you could have spun that one of two ways. You could have said, no, sorry, go away. Or you could have gone the way that you did, which is, hey, you know what? All right, cool. Let's help get you more rounded out on the business side. And yeah, I learned so much, so much in those years that now obviously that's benefited me to be able to help here at a much more dramatic scale. So I think it's made you a better boss. I mean, your team loves working for you. I think it gave you, you know, different perspectives that has benefited both of us. Love it. Awesome stuff. Let's talk about personal growth. Let's talk about development. So how do you, focuses for you of how you stay growing and innovative in your role, right? I mean, I feel like we're in an industry that is just innovating every hour, right? And we've got to stay in tune, is this next thing down the road, the next greatest thing, and we're just going to miss out if we don't get it. So help us understand how you stay innovative, how should partners stay innovative, and any thought leaders or anything, any resources that you want to throw out. Yeah, I mean, I think we covered a big part of it with mentors. I mean, there's a reality now that Telarus, at the size that we are, there's not many mentors in our industry that I can now go to and go say, help me. You know, there are mentors maybe outside of the industry, people that have done other large, you know, industries that have rolled up and things like that, that can give me perspective. But in the absence of that, I think that partners should be, I'm a big lover of podcasts, yours and others. Adam and I have both kind of fallen into a podcast called the founders podcast, that he and I will, you know, I will listen to usually on a weekend, I'll listen to three or four, like, you know, Saturday listening kind of thing. And then he and I, I'll tell him, hey, this was a great one, go listen to it, and then we'll compare notes. And so it's almost learning, you know, gosh, one of them like was Mark Twain. And what can you learn from Mark Twain's life that then and apply it and I promise you there is there's always applicability, you know, whether it's a Steve Jobs and all of those things. I think there are, whether it's books, podcasts, whatever, there's just information that if you're continually challenging yourself from outside, then working to apply it into our realm, which is super unique, what we do is super unique. My family still doesn't know. Nobody knows what we do. But there's applicability and all those other. Yeah, there's parallels, right? These guys are going to go through struggles of building things and how what what what are the nuggets that you can pull from that? So good, good stuff. All right, final couple thoughts here. I want to talk. Let's you know, you've obviously been critical, and I'm forever grateful of how you've helped shape my life. But you know, also our, our company and the channel if you if you fast forward 10 plus years, and then you snap back and look at, you know, what, what's the legacy that you want to say, I did that or I impacted this or I helped here? Is there anything that you want to call out? Oh, you know, my mind goes to Steve, I think is Steve Jobs quote, you can you can't connect the can't connect the dots forward, you know, connect the dots backwards. So it's it's hard to predict what I'll see in 10 years from from where the time I am now. But what I hope my you know, what I've left in this channel is, you know, I close partner summit every year, Adam, Adam opens, he does the big state of the business and everything and I close it. And for me, I'm not good at seeing things I don't believe in. I either don't say something or I I just it's just out there. It's got to be genuine for me. And so I hope that, you know, that my my messages of gratitude to the community as a whole gratitude to the partners, gratitude to suppliers and my message of and trying to create a community in the channel that to me, you know, this is a three legged stool, we absolutely need partners for us to succeed. But I believe that tell us and even our competitors play a role in their success. And then we need the suppliers there. And so, you know, I, I hope that, you know, our many of your listeners type a sales rep partners, they're wired and I love them for it. They're wired to think they are the reason they're successful. And they are. But it's all of us together that makes us more successful. I'm hyper competitive, I always want to win, but I don't want others to lose. I just want to be that much better. And, and so I hope as a, you know, as a channel, we we all drive more towards that. Well said. All right, final thoughts here. Let's talk about some advice for partners. So we've talked a lot about mentorship about business building and about hiring and, you know, strife and all of these things that happen. Take all that in consideration, as you've helped partners and all these different people shape their course in life, their trajectory, their business. Any final advice there for the audience for those partners that are listening or maybe even considering being partners? You know, a lot of partners will ask, Hey, what are the others doing to be successful? And I think it's the wrong question. I think, you know, if I look at myself and what I would tell partners to strive to do, you're most successful when you're 100% yourself. And, and what makes you unique and what you're what you're exceptional at. And I mean, I've already talked about bringing in others to fill in the gaps. But the more we water ourselves down by trying to do things that we're not special at, I think it slows down our speed. And, and it's you're going to ebb and flow, right? Comfort is in the middle. Comfort is just kind of floating along in the middle, but success is out on the edge. And so when we're on the edge, we're doing what we do uniquely. That that's, you know, a lesson I've had to learn over and over in my life, because you see a little success, you float in the middle, you float comfort for a little while. And then you kick yourself and you say, Oh, I want to go drive for something. Well, what's that next thing? And so, again, it takes being reflective on where you are, it takes being honest with yourself. Can I think there's an element you have to be honest with your inner circle about where you are with that as well. I mentioned my wife at the beginning of that there's times I've not been a great father and husband. You know, my I've told this story in other venues. I missed a good chunk of my son's baby food stage. And she was patient. I didn't even know I missed it until my third kid came along. And I kind of said to my wife, Hey, did Sam skip? I mean, he's six, five. He's a huge kid, right? Yeah. Did he skip straight from mushy food to solid? She's like, No, you just weren't here. Ouch. So balance is important, you say? Well, balance in time, right? There are times you've got to just roll up your sleeves and go be it. But what I learned over the years was to be more communicative with my wife around where I was at that stage. So for example, look, some of the hardest times in my career have been, I'm going to go acquire a company. I can't tell you how many times I put my house on the line to go get to where we are. And hey, this deal is going to take three months. It'll take me a month to negotiate it, get it done, another couple of months to get it going. And I would just tell her, I'm going to suck for a little while. And I'm sorry, but at least she knew what the path was and what the goal was and what, you know, the timeline on it. She knew I wasn't just purposefully being a jerk. It's good stuff. There's so many life lessons in here. I'm questioned out. Richard, thanks for all you've done, all you've done for me, all you've done for the community, the partners,Telarus and everybody, but especially thanks for coming on and helping us wrap up Episode 100. Excellent. Thank you. Happy to be here. All right, everybody, that wraps us up for today. I'm your host, Josh Lupresto SVP of Sales Engineering at Telarus Richard Murray, Chief Commercial Officer. Until next time, this has been Business Blueprints, Lessons for Leaders. Telarus

On November 20, 1974, a significant legal event unfolded in the United States with the Department of Justice filing its final antitrust suit against the American Telephone & Telegraph Company (AT&T), marking a pivotal moment in U.S. antitrust history. This lawsuit, United States v. AT&T, stemmed from suspicions in the 1970s by the Federal Communications Commission that AT&T was using monopoly profits from its Western Electric subsidiary to subsidize the costs of its network, an action contrary to U.S. antitrust law. The case, taken over by Judge Harold H. Greene of the United States District Court for the District of Columbia in 1978, culminated in a significant settlement in 1982 through a consent decree between AT&T and the Department of Justice.This settlement led to the 1982 Bell System divestiture, breaking up the old AT&T into seven regional Bell operating companies (RBOCs) and a much smaller new AT&T. This decision not only altered the telecommunications landscape but also set a precedent for antitrust actions in the United States. However, the long-term effects of this landmark case saw a gradual re-consolidation in the industry. By the early 2000s, several of the regional Bell operating companies began to merge. For example:* NYNEX was acquired by Bell Atlantic in 1996, which later became part of Verizon Communications.* Pacific Telesis and Ameritech were acquired by SBC (formerly Southwestern Bell Corporation) in 1997 and 1999, respectively, and ultimately became part of AT&T Inc.* Bell Atlantic merged with GTE in 2000 to form Verizon Communications.* Southwestern Bell Corporation, after rebranding as SBC Communications, acquired AT&T Corporation in 2005 and subsequently renamed itself AT&T Inc., completing a significant reversal of the original divestiture.* BellSouth was also acquired by AT&T Inc. in 2006.* US West was acquired by Qwest in 2000, which was later acquired by CenturyLink (now Lumen Technologies) in 2011.The post-divestiture era saw a surge in competition in the long-distance telecommunications market, with companies like Sprint and MCI emerging as significant players. However, the eventual re-consolidation under giants like AT&T Inc. and Verizon Communications indicates a return to a more concentrated industry structure, albeit not to the same monopoly status that AT&T held before 1984.This historic case and its aftermath are a testament to the dynamic nature of antitrust law and its impact on shaping industries. The initial breakup spurred competition and innovation, but the subsequent re-consolidation raises questions about the lasting effectiveness of such antitrust interventions in rapidly evolving sectors like telecommunications.In Wisconsin, a pivotal legal battle is underway regarding the state's electoral map and the power to modify election laws. The state, known for its extremely close presidential elections, faces a dispute over its legislative districts, which critics argue are gerrymandered to favor Republicans. This gerrymandering allegedly creates a significant GOP advantage in a state that is otherwise politically evenly divided.Democrats are pushing for these district lines to be redrawn before the next elections, citing that the current maps create unequal voter classes and violate state law requiring contiguous districts. The Wisconsin Supreme Court previously upheld the existing maps in 2021, emphasizing minimal changes. This decision solidified the GOP's advantage, established in 2011, in both the state Senate and Assembly districts.The controversy extends beyond redistricting to broader electoral policies. Governor Tony Evers, a Democrat, has vetoed over two dozen election-related bills proposed by the Republican-controlled state legislature, including those aiming to tighten absentee ballot rules and modify the nonpartisan Wisconsin Elections Commission. Additionally, there have been efforts to remove the state's nonpartisan elections commissioner and disputes over voting rules.The case, Clarke v. Wisconsin Elections Comm'n, is set for oral argument and revolves around whether the GOP-favored maps violate the state's separation of powers and whether parts of towns and cities outside districts breach state law. The outcome could mandate the creation of new district lines, impacting future elections in this critical swing state.America's Tightest Swing State Goes to Court for Election PowerDonald Trump's lawyers are set to challenge a gag order in a federal appeals court, which restricts Trump from commenting on certain individuals involved in a criminal case accusing him of trying to illegally overturn his 2020 election defeat. Imposed by U.S. Judge Tanya Chutkan, the order aims to prevent witness influence and threats against officials. Trump, eyeing the 2024 Republican presidential nomination, has criticized the order as a free speech infringement. The order permits criticism of the Justice Department but bars targeting prosecutors, court staff, and potential witnesses. The case, involving charges of conspiring to interfere with the 2020 presidential election results, is scheduled for trial in March 2024. Trump, who has pleaded not guilty, faces similar charges in three other criminal cases.US appeals court to consider Trump gag order in election subversion case | ReutersIn a recent trial in Missouri, Bayer was ordered to pay $1.56 billion in damages related to its Roundup weedkiller. The jury found Bayer's Monsanto business liable for negligence, design defects, and failing to warn about Roundup's dangers. Three plaintiffs, diagnosed with non-Hodgkin lymphoma, and one spouse were awarded substantial compensatory and punitive damages. This verdict follows a series of court losses for Bayer, intensifying shareholder pressure to revise its legal approach. Despite Bayer's insistence on Roundup's safety, backed by studies and recent EU approvals, the company faces about 50,000 pending claims and has previously settled thousands of similar cases.Bayer ordered to pay $1.56 billion in latest US trial loss over Roundup weedkiller | ReutersElon Musk, CEO of X (formerly known as Twitter), threatened legal action against Media Matters and others, accusing them of misrepresenting his platform and damaging its advertising revenue. This follows a series of ad suspensions by major companies like IBM and Disney, due to ads appearing alongside antisemitic content on X. Musk's endorsement of an antisemitic post on X drew criticism, including from the White House. Media Matters labeled Musk a "bully" for his lawsuit threat. This controversy comes amid increasing antisemitism in the U.S. and Musk's history of threatened legal actions, such as against the Anti-Defamation League, which he hasn't pursued.Elon Musk, under fire, threatens lawsuit against media watchdog | Reuters Get full access to Minimum Competence - Daily Legal News Podcast at www.minimumcomp.com/subscribe

In this episode, we delve into the captivating career of Judi Hand. From her early days learning under her mother's entrepreneurial guidance to leading transformational strategies at US West and AT&T, and now at TTEC, Judi's journey is a masterclass in leadership and innovation.  Hear the stories of how she redefined business cultures & incubated new business lines with her unique blend of hands-on leadership and strategic acumen.  This episode is a treasure trove of insights for anyone looking to navigate the corporate world with resilience and creativity. 00:00:00: Introduction and Guest Background 00:01:48: Judi's Transformative Strategy Win at US West  00:09:31: How she droves bottoms-up change 00:13:00: Pivotal Deal Win: Incubating a New Business at TTEC 00:18:14: Origination vs. The Engine  00:22:42: The Power of Storytelling 00:26:04: Why TTEC's Mission Motivates Her  00:28:23: Judi's Mentors and Inspiration

Stream access rights and regulations in the United States vary throughout the country, and depending on where exactly you're fishing, the laws dealing with how you can enter a riverbed or step into the water can be wildly different. The subject is a complicated one, and with a growing number of anglers and a continued increase in the popularity of fishing, the stream access issue has dramatically heated up over the past several years. In the midst of the continuing and heated battle for public access and fishing rights throughout the US, a company called Rare Waters is offering what they believe is a unique option to diversify angler access. With the Rare Waters model, individual anglers can secure river access to private property through an “Air-BNB-like” pay-to-play platform. They've created a network with property owners – primarily and initially in the US West – who are willing – for a fee – to grant access to anglers looking for both solitude and exclusive access. And while Rare Waters is not buying up properties and converting public waters into private waters, a lot of anglers nonetheless have very strong opinions on public access and the pay-to-access scenarios. In this episode, Waypoints host Jim Klug is joined by RJ Hosking and Brendan Stucky of Rare Waters for a discussion about stream access, private property rights, the history of private “fishing clubs,” and the effects of increased angling pressure on our rivers and streams.- View all podcast episodes by going to the WAYPOINTS podcast page- WAYPOINTS is brought to you by our friends at Fishpond. Visit the Fishpond website to look at some of the gear we never leave home without. As a special offer for WAYPOINTS listeners, enter the code “WAYPOINTS,” all upper case, at checkout when you spend 40 dollars or more, and receive a free River Rat koozie while supplies last. When you take the road less traveled, make sure you travel with Fishpond.- Follow us on Instagram- Follow us on Facebook- Subscribe to our Newsletter for trip specials, travel news, and more!- View the official Yellow Dog website

SOL'S BIO Sol is an international business executive whose singular accomplishments are the embodiment of the American dream. This conversation explores how he dispenses his outsized influence  to change perceptions with facts. He served as CEO of three large-cap global companies in the US, EU, and Asia-Pacific region – namely US West, Orange and Telstra.  Media, telecom, digital, internet, innovation - all run through his blood. As if that was not enough, he serves or has served on the board of some of the world's most iconic companies including Bank of America, PepsiCo, Target, EDS, Western Union and WPP.  He also served as trade advisor to the Bush and Clinton administrations and as an advisor at Bain & Company.  He is Co-founder and Chairman of the Latino Donor Collaborative where he leads collective the collective voice of Latino business leaders working to replace false stereotypes with a clear-eyed view of Latinos as a mainstream economic force driving growth in the United States. He also co-founded L'ATTITUDE, a New Mainstream Economy event taking place Sep 27 - Oct 1 in beautiful Miami. “The Latino cohort is economically the most productive in the United States and if it was a country, it would be the 5th biggest economy in the world. Period.”   EPISODE OUTLINE (00:00) - Introduction (00:38) - Bio (01:32) - In the beginning (02:19) - Ingredients for success; competitive drive, family (04:29) - The desire to win and win-wins (06:28) - The ugly side of the ledger; fitting in is overrated (08:54) - The new mainstream; data, facts, growth (11:54) - The numbers begin with a “T”, three of them (14:56) - Red, Green or Christmas; “los dos” of course (15:32) - Outro SOL RELATED LINKS Sol's Profile: Wikipedia L'ATTITUDE Ventures + L'ATTITUDE Event Latino Donor Collaborative Latinos are the engine of growth & the mainstream economy: CNBC GENERAL INFO| TOP OF THE GAME: Official website: https://topofthegame-thepod.com/ RSS Feed: https://feed.podbean.com/topofthegame-thepod/feed.xml Hosting service show website: https://topofthegame-thepod.podbean.com/ Javier's LinkTree: https://linktr.ee/javiersaade & Bio: https://tinyurl.com/36ufz6cs  SUPPORT & CONNECT: LinkedIn: https://www.linkedin.com/showcase/96934564 Facebook: https://www.facebook.com/profile.php?id=61551086203755 Twitter: https://twitter.com/TOPOFGAMEpod Subscribe on Podbean: https://www.podbean.com/site/podcatcher/index/blog/vLKLE1SKjf6G Email us: info@topofthegame-thepod.com   THANK YOU FOR LISTENING – AVAILABLE ON ALL MAJOR PLATFORMS

AWS Morning Brief Extras edition for the week of August 30, 2023.Want to give your ears a break and read this as an article? You're looking for this link.https://www.lastweekinaws.com/blog/us-west-1-the-flagship-region-that-isn-tNever miss an episode Join the Last Week in AWS newsletter Subscribe wherever you get your podcasts Help the show Leave a review Share your feedback Subscribe wherever you get your podcasts Buy our merch https://store.lastweekinaws.comWhat's Corey up to? Follow Corey on Twitter (@quinnypig) See our recent work at the Duckbill Group Apply to work with Corey and the Duckbill Group to help lower your AWS bill

On the 50th episode of The Book of the Dead, we bring you the amazing survival story of 9 year old Jeannette Tamayo. When 9 year old Jeannette is abducted on June 6th, 2003, police rally to find her. Armed with witness testimonies from neighbors, Jeannette's mother and brother, and surveillance footage, the police have an exact time line of what happened, but they're missing some pretty crucial evidence, like the identity of Jeannette's abductor. the biggest break in the case the police needed would come from an unlikely source, Jeannette herself.America's shame. (2005). Oprah.com. https://www.oprah.com/oprahshow/americas-shame/allBarbassa, J. (2003, June 8). Abducted Calif. Girl Found Alive. SFGate. Retrieved July 31, 2023, from https://www.sfgate.com/news/article/Abducted-Calif-Girl-Found-Alive-7183492.phpBay City News. (2004, August 18). San Jose girl used wits to escape kidnapper. SFGate. Retrieved July 31, 2023, from https://www.sfgate.com/news/baycitynews/article/san-jose-girl-used-wits-to-escape-kidnapper-2732763.phpCNN.com - Police: Assault charges planned in girl's abduction - Jun. 10, 2003. (2003, June 9). https://www.cnn.com/2003/US/West/06/09/california.abduction/Csp, R. S. (2016, October 6). 9-Year-Old Kidnap Victim convinces Abductor to Release Her. HuffPost. https://www.huffpost.com/entry/9-year-old-kidnap-victim-convinces-abductor-to-release_b_57f66c55e4b0b30a3a8b16f9Gathright, A. (2005, January 11). SAN JOSE / Life term for man who raped, kidnapped girl. SFGate. Retrieved August 2, 2023, from https://www.sfgate.com/bayarea/article/san-jose-life-term-for-man-who-raped-kidnapped-2704195.phpGirl tells court of rape ordeal as nine-year-old. (2004, August 19). Girl tells court of rape ordeal as nine-year-old. Irish Examiner. https://www.irishexaminer.com/world/arid-10073155.htmlKonrad, R. (2003, June 11). Details Emerge in Calif. Abduction Case. SFGate. Retrieved July 31, 2023, from https://www.sfgate.com/news/article/Details-Emerge-in-Calif-Abduction-Case-10581366.phpSancho, M. M. a. M. (2011, July 18). Jeannette Tamayo: How did she escape her kidnapper? ABC News. https://abcnews.go.com/amp/2020/jeannette-tamayo-escape-kidnapper/story?id=14062737Stannard, M. (2003a, June 8). Video shows kidnap suspect in wait / He knew right where to go,' says San Jose cop. SFGate. Retrieved July 31, 2023, from https://www.sfgate.com/bayarea/article/Video-shows-kidnap-suspect-in-wait-He-knew-2611578.phpStannard, M. (2003b, June 12). Kidnap victim, 9, may have saved own life / Police report reveals details of girl's ordeal. SFGATE. Retrieved July 31, 2023, from https://www.sfgate.com/bayarea/article/kidnap-victim-9-may-have-saved-own-life-2570304.phpStannard, M., & Squatriglia, C. (2003, June 7). Brutal kidnap of girl / 9-year-old's mom, brother beaten in San Jose home. SFGate. Retrieved July 31, 2023, from https://www.sfgate.com/bayarea/article/brutal-kidnap-of-girl-9-year-old-s-mom-brother-2611832.php#photo-2098118Walsh, D., Stannard, M., & Hendricks, T. (2003, June 11). Kidnap suspect called violent / Girlfriend's kin describe abusive behavior. SFGate. Retrieved August 2, 2023, from https://www.sfgate.com/bayarea/article/kidnap-suspect-called-violent-girlfriend-s-kin-2570505.phpWhat Happened To Jeannette Tamayo? MYSTERIES UNVEILED. (n.d.). Horror. https://vocal.media/horror/what-happened-to-jeannette-tamayo-mysteriSupport the showIf you enjoyed learning about this case, check out our Instagram @bookofthedeadpod or website botdpod.comShoot us an email with a case suggestions or just say "hi" at bookofthedeadpod@gmail.comAnd don't forget to rate and review and share with your friendsMuch Love-Courtney and Lisa

Howard Blackson is the Howard Roark to my Peter Keating. He's the oil to my water. Well, alright, maybe not so much. But we have sparred from time to time over American city grids, and urban design issues that all of about 100 people get really into. Beyond that, he's a passionate San Diegan, and a very accomplished planner and designer.We finally had a chance to do a podcast together, and soldiered through some rough tech issues. Forgive any bumps.Yes, we talk some about grids, about the US West and the Laws of the Indies. But we spend more time talking about Howard's intriguing concept of the Next Urbanism, which he outlines in this presentation below.Key links:Howard's personal websiteJonathan Segal's website (Architect as Developer)Find more content on The Messy City on Kevin's Substack page.Music notes: all songs by low standards, ca. 2010. Videos here. If you'd like a CD for low standards, message me and you can have one for only $5.Intro: “Why Be Friends”Outro: “Fairweather Friend” Get full access to The Messy City at kevinklinkenberg.substack.com/subscribe

I am so excited to share this ongoing series with my midwife, Geneva Montano. In these episodes, we will cover: 1. Geneva's story into birth work 2. Who has a home birth 3. History of home birth/birth in the US/West 4. Baby led birth 5. What makes a sacred birth 6. How to address fears during pregnancy and before birth It's time to sit back, relax, and enjoy. You're going to love this episode! ---- Reach out on Instagram HERE Wisdom From The Womb Book HERE Birth Keeper Mentorship HERE Geneva's Website HERE Connect with Geneva on Instagram HERE

Welcome to the newest episode of The Cloud Pod podcast! Justin, Ryan, Jonathan, Matthew are your hosts this week as we discuss all things cloud and AI, as well as Amazon Detective, SageMaker, AWS Documentation, and Google Workstation.  Titles we almost went with (and there's a lot this week)

The iconic deserts of the American southwest could not have been colonized and settled without the help of desert experts from the Middle East. For example: In 1856, a caravan of thirty-three camels arrived in Indianola, Texas, led by a Syrian cameleer the Americans called "Hi Jolly." This "camel corps," the US government hoped, could help the army secure the new southwest swath of the country just wrested from Mexico. Though the dream of the camel corps - and sadly, the camels - died, the idea of drawing on expertise, knowledge, and practices from the desert countries of the Middle East did not. As Dr. Natalie Koch demonstrates in Arid Empire: The Entangled Fates of Arizona and Arabia (Verso, 2023), this evocative, narrative history, the exchange of colonial technologies between the Arabian Peninsula and United States over the past two centuries - from date palm farming and desert agriculture to the utopian sci-fi dreams of Biosphere 2 and Frank Herbert's Dune - bound the two regions together, solidifying the colonization of the US West and, eventually, the reach of American power into the Middle East. Koch teaches us to see deserts anew, not as mythic sites of romance or empty wastelands but as an "arid empire," a crucial political space where imperial dreams coalesce. This interview was conducted by Dr. Miranda Melcher whose doctoral work focused on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

The iconic deserts of the American southwest could not have been colonized and settled without the help of desert experts from the Middle East. For example: In 1856, a caravan of thirty-three camels arrived in Indianola, Texas, led by a Syrian cameleer the Americans called "Hi Jolly." This "camel corps," the US government hoped, could help the army secure the new southwest swath of the country just wrested from Mexico. Though the dream of the camel corps - and sadly, the camels - died, the idea of drawing on expertise, knowledge, and practices from the desert countries of the Middle East did not. As Dr. Natalie Koch demonstrates in Arid Empire: The Entangled Fates of Arizona and Arabia (Verso, 2023), this evocative, narrative history, the exchange of colonial technologies between the Arabian Peninsula and United States over the past two centuries - from date palm farming and desert agriculture to the utopian sci-fi dreams of Biosphere 2 and Frank Herbert's Dune - bound the two regions together, solidifying the colonization of the US West and, eventually, the reach of American power into the Middle East. Koch teaches us to see deserts anew, not as mythic sites of romance or empty wastelands but as an "arid empire," a crucial political space where imperial dreams coalesce. This interview was conducted by Dr. Miranda Melcher whose doctoral work focused on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

The iconic deserts of the American southwest could not have been colonized and settled without the help of desert experts from the Middle East. For example: In 1856, a caravan of thirty-three camels arrived in Indianola, Texas, led by a Syrian cameleer the Americans called "Hi Jolly." This "camel corps," the US government hoped, could help the army secure the new southwest swath of the country just wrested from Mexico. Though the dream of the camel corps - and sadly, the camels - died, the idea of drawing on expertise, knowledge, and practices from the desert countries of the Middle East did not. As Dr. Natalie Koch demonstrates in Arid Empire: The Entangled Fates of Arizona and Arabia (Verso, 2023), this evocative, narrative history, the exchange of colonial technologies between the Arabian Peninsula and United States over the past two centuries - from date palm farming and desert agriculture to the utopian sci-fi dreams of Biosphere 2 and Frank Herbert's Dune - bound the two regions together, solidifying the colonization of the US West and, eventually, the reach of American power into the Middle East. Koch teaches us to see deserts anew, not as mythic sites of romance or empty wastelands but as an "arid empire," a crucial political space where imperial dreams coalesce. This interview was conducted by Dr. Miranda Melcher whose doctoral work focused on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/middle-eastern-studies

Welcome to the newest episode of The Cloud Pod podcast! Justin, Ryan, Jonathan, Matthew and Peter are your hosts this week as we discuss all things cloud and AI,  Titles we almost went with this week: The Cloud Pod is better than Bob's Used Books The Cloud Pod sets up AWS notifications for all The Cloud Pod is non-differential about privacy in BigQuery The Cloud Pod finds Windows Bob The Cloud Pod starts preparing for its Azure Emergency today A big thanks to this week's sponsor: Foghorn Consulting, provides top-notch cloud and DevOps engineers to the world's most innovative companies. Initiatives stalled because you have trouble hiring?  Foghorn can be burning down your DevOps and Cloud backlogs as soon as next week.

Welcome to another episode of the "22 Lessons on Ethics and Technology" series! In this episode, I sit down with Jason Edward Lewis to talk about how Indigenous peoples are imagining the futures while drawing upon their heritage. How can we broaden the discussions regarding technology and society to include Indigenous perspectives? How can we design and create AI that centers Indigenous concerns and accommodates a multiplicity of thought? And how can art-led technology research and the use of computational art in imagining the future? Jason Edward Lewis is a digital media theorist, poet, and software designer. He founded Obx Laboratory for Experimental Media, where he conducts research/creation projects exploring computation as a creative and cultural material. Lewis is deeply committed to developing intriguing new forms of expression by working on conceptual, critical, creative and technical levels simultaneously. He is the University Research Chair in Computational Media and the Indigenous Future Imaginary as well Professor of Computation Arts at Concordia University. Lewis was born and raised in northern California, and currently lives in Montreal. Lewis directs the Initiative for Indigenous Futures, and co-directs the Indigenous Futures Research Centre, the Indigenous Protocol and AI Workshops, the Aboriginal Territories in Cyberspace research network, and the Skins Workshops on Aboriginal Storytelling and Video Game Design. Lewis' creative and production work has been featured at Ars Electronica, Mobilefest, Elektra, Urban Screens, ISEA, SIGGRAPH, FILE and the Hawaiian International Film Festival, among other venues, and has been recognized with the inaugural Robert Coover Award for Best Work of Electronic Literature, two Prix Ars Electronica Honorable Mentions, several imagineNATIVE Best New Media awards and multiple solo exhibitions. His research interests include emergent media theory and history, and methodologies for conducting art-led technology research. In addition to being lead author on the award-winning “Making Kin with the Machines” essay and editor of the groundbreaking Indigenous Protocol and Artificial Intelligence Position Paper, he has contributed to chapters in collected editions covering Indigenous futures, mobile media, video game design, machinima and experimental pedagogy with Indigenous communities. Lewis has worked in a range of industrial research settings, including Interval Research, US West's Advanced Technology Group, and the Institute for Research on Learning, and, at the turn of the century, he founded and ran a research studio for the venture capital firm Arts Alliance. Lewis is a Fellow of the Royal Society of Canada as well as a former Trudeau, Carnegie, and ISO-MIT Co-Creation Lab Fellow. He received a B.S. in Symbolic Systems (Cognitive Science) and B.A. in German Studies (Philosophy) from Stanford University, and an M.Phil. in Design from the Royal College of Art.  

Text Hawk to 66866 to become part of "Mindful Monday." Join 10's of thousands of your fellow learning leaders and receive a carefully curated email from me each Monday morning to help you start your week off right... Full show notes at www.LearningLeader.com Twitter/IG: @RyanHawk12   https://twitter.com/RyanHawk12 Oscar Munoz served as CEO and chairman of United Airlines, previously holding several executive leadership positions at CSX, AT&T, US West, PepsiCo, and Coca-Cola. Listen, Learn, AND THEN Lead… The purpose of the listening tour was to hear from people at the ground level, listen, learn, and then make decisions. I love the simplicity in the question to his team, “Hey, what are the 10 dumbest rules we've put in place?” And then changing them… This is something we all should think about periodically. The father-daughter bond Oscar has with his daughter, Jessica. The traits he sees in her that are also in him are “tenacity and refusal to give in no matter what.” Before Oscar became CEO, the culture was based on a “cost-cutting, rule-obsessed, disciplinary-heavy culture." Listening Tour - In 2015, After becoming CEO of United Airlines, Munoz embarked on a "listening tour" of the company, meeting with disgruntled employees around the United States and discussing their concerns. While this phase was intended to last for the first 90 days of the job, Oscar was hospitalized after having a heart attack in October 2015, 38 days into the job. In 2015, Oscar was one of two Hispanic CEOs in the top 100 of the Fortune 500 list. Munoz has been named among the "100 Most Influential Hispanics" by Hispanic Business magazine. In March 2017, Oscar was named "Communicator of the Year for 2017" by PRWeek. How to be both a great dad and a great CEO? "Model the right behavior for your kids." Advice: Swing easy. Be yourself.

Welcome to the newest episode of The Cloud Pod podcast! Justin, Ryan and Matthew are your hosts this week as we discuss all the latest news and announcements in the world of the cloud and AI. Do people really love Matt's Azure know-how? Can Google make Bard fit into literally everything they make? What's the latest with Azure AI and their space collaborations? Let's find out! Titles we almost went with this week: Clouds in Space, Fictional Realms of Oracles, Oh My.  The cloudpod streams lambda to the cloud A big thanks to this week's sponsor:  Foghorn Consulting, provides top-notch cloud and DevOps engineers to the world's most innovative companies. Initiatives stalled because you have trouble hiring?  Foghorn can be burning down your DevOps and Cloud backlogs as soon as next week.

AP correspondent Lisa Dwyer reports on Superbloom California Arizona.

Bank runs no longer look like that scene from "It's a Wonderful Life." The modern version carries some of the same functional pieces, but how it looks is different.For this episode of RadioEd, Matt sits down with Maclyn Clouse of the Daniels College of Business to discuss the Silicon Valley Bank and Signature Bank collapses and how that banking crisis spread across oceans.Maclyn L. Clouse, PhD, is a professor of finance at the Reiman School of Finance in the Daniels College of Business at the University of Denver. The Reiman School is the premier school of financial management education in the Rocky Mountain Region, and its program provides a strong foundation in financial theory as well as practical application.Clouse's primary areas of teaching are corporate finance, microfinance, and investment banking. For 30 years, he taught the Finance courses in the Executive MBA program. In addition to his traditional graduate and undergraduate Finance classes, twice a year, he takes students to New York for the Organized Walk Down Wall Street course, which was first offered in 1991.In June of 2016 and 2017, he took students to Brussels and London for a Financial Capitals of the World class.He has also developed and presented customized financial management seminars for corporations such as US WEST, the Manville Corporation, Contel-IPC, Diner's Club, Coast RV, Northern Indiana Public Service Company, Toshiba, Kaiser Permanente, Vail Associates, New Century Energies, OMI Inc., Galileo, Intrado, Cenveo, and First Data Corporation.On many occasions, Clouse has been certified as an expert witness in court cases involving the valuation of businesses, small business management, and economic loss determination. Over three different time periods, he served Finance Department Chair/ Reiman School Director for a total of 25 years. He has a BA in Economics and Mathematics from Willamette University and an MBA in Operations and Systems Analysis as well as a PhD in Finance from the University of Washington.

The small North Idaho town of Dover has seen the extraction of timber, cheap labor and the natural amenities that draw tourists and second home owners with high-incomes and high-expectations for the luxuries they're accustomed to. What happens to the natural environment and community cohesion when developers build with higher-income-earners and with profits in mind? What happens to locals when they are priced out or culturally displaced? In this immersive episode, host Megan Torgerson brings listeners to the shores of the Pend Oreille River, the center of Kalispel's homeland for 10,000 years, where she interviews longtime residents, local historians and Dr. Ryanne Pilgeram whose book “Pushed Out: Contested Development and Rural Gentrification in the US West” uses Dover as a case study for how corporations cause destruction in order to profit from spaces with abundant natural beauty.

The US military didn't just conquer its way across the US West and the Pacific - it also collected and categorized across these spaces too. In Taking the Field: Soldiers, Nature, and Empire on American Frontiers (U Nebraska Press, 2023), Colorado College's Amy Kohout examines the role of soldiers in the construction of imperial knowledge. By examining how soldiers interpreted the people and places they encountered in the West and in the Philippines at the end of the nineteenth century, Kohout explains how science and the military worked hand in hand to define ideas like wilderness and nature in places newly acquired and explored by the growing American empire. The book addresses a range of topics, from birds to the Black Hills to World's Fairs, and shows how following one's sources can lead a historian to some very interesting, as well as messy, places and conclusions.  Dr. Stephen R. Hausmann is an assistant professor of history at the University of St. Thomas in Minnesota. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

The US military didn't just conquer its way across the US West and the Pacific - it also collected and categorized across these spaces too. In Taking the Field: Soldiers, Nature, and Empire on American Frontiers (U Nebraska Press, 2023), Colorado College's Amy Kohout examines the role of soldiers in the construction of imperial knowledge. By examining how soldiers interpreted the people and places they encountered in the West and in the Philippines at the end of the nineteenth century, Kohout explains how science and the military worked hand in hand to define ideas like wilderness and nature in places newly acquired and explored by the growing American empire. The book addresses a range of topics, from birds to the Black Hills to World's Fairs, and shows how following one's sources can lead a historian to some very interesting, as well as messy, places and conclusions.  Dr. Stephen R. Hausmann is an assistant professor of history at the University of St. Thomas in Minnesota. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

The US military didn't just conquer its way across the US West and the Pacific - it also collected and categorized across these spaces too. In Taking the Field: Soldiers, Nature, and Empire on American Frontiers (U Nebraska Press, 2023), Colorado College's Amy Kohout examines the role of soldiers in the construction of imperial knowledge. By examining how soldiers interpreted the people and places they encountered in the West and in the Philippines at the end of the nineteenth century, Kohout explains how science and the military worked hand in hand to define ideas like wilderness and nature in places newly acquired and explored by the growing American empire. The book addresses a range of topics, from birds to the Black Hills to World's Fairs, and shows how following one's sources can lead a historian to some very interesting, as well as messy, places and conclusions.  Dr. Stephen R. Hausmann is an assistant professor of history at the University of St. Thomas in Minnesota. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/military-history

Today on Eye on Franchising we have two people discussing a great recession proof brand.  The brand is Handyman Connection, which is North America's premier business liaison connecting customers to local craftsmen in their home community. The brand services a variety of home improvement and repair needs, from carpentry, flooring and electrical work, to painting, plumbing, and remodeling.Guest number one is Jeff Wall, President & CEO of Handyman Connection.  Jeff joined College Pro Painters as a franchisee in 1990 while attending the University of Illinois. After graduating from the School of Business, Jeff joined College Pro full-time in 1992 as a General Manager and moved up through the organization to become President of the US West in 2001. In 2008, Jeff joined CertaPro Painters as the Regional Vice President of the Midwest and Southeast divisions. In 2009, he added the responsibilities of the West and Central Regions. In January of 2010, Jeff became the President of Handyman Connection. After spending 23 years working in the First Service Brands family, Jeff purchased Handyman Connection from First Service Brands in 2013.Guest number two is Luke Schulte. Luke loves fostering relationships with candidates, consultants, and coaches to ensure potential franchisees discover the value of our service-based franchise, one that provides a simplicity and forcastability that is attractive to most potential owners who are looking to be in control of their owner destiny. Prior to joining Handyman Connection, Luke was Sr. Vice President of Franchise Development for Premium Service Brands, focused on vertically stacking seven brands in home services. He has also held development roles with Two Maids & A Mop and Fish Window Cleaning and worked in sales for a master franchise at Bonus Building Care.Through this episode you will learn why you would join Handyman Connection as a franchisee vs. starting your own Handyman business.  Franchises operate under a predetermined business model that has already proven successful, while independent businesses make adjustments and decisions to their business model as they go.Handyman Connection has spent over 25 years building and refining our business model, As a result, investing in a Handyman Connection franchise allows you to take advantage of the years of experience of our full-time team, and the current franchisees experience. They have tried-and-true methods that will help you succeed as a franchise owner.Handyman Connection offers handyman franchise opportunities for driven individuals considering starting their own business. The home improvement and repair industry is multi-faceted and will be around as long as there are homeowners. While handyman franchise businesses can be a great investment opportunity, The Handyman Connection brand gives our franchisees an edge.Tune in to learn all about Luke, Jeff and Handyman Connection.Have you heard the news?  We are officially on YouTube.  Come check out a few videos have have and give me a follow!https://www.youtube.com/channel/UCwoAdrkPZmveJt5AQRDk8WA---Lance GraulichFranchise Consulting Services from ION FranchisingEye On Franchising

In the podcast, Bruce and Dennis discuss their partnership along with the top use cases and adoption drivers of LoRaWAN. They also provide advice on starting your IoT journey and the challenges they've witnessed in the industry.Dennis Henderson is CEO and Co-Founder of Ready Wireless, a leading IoT Managed Services Provider and Systems Integrator. In his 35-year career, Dennis has been exclusively involved in telecommunications. He has leveraged that industry experience in building the Ready Wireless team as the company leads in the IoT revolution.Bruce Chatterley is an experienced business leader and entrepreneur. He brings more than 25 years of experience building successful high-growth technology businesses. Before Senet, Bruce was an Independent Growth Consultant and acting CMO of a global fiber optic telecommunications provider in London, UK. He also served as CEO of Layered Technologies, a provider of secure cloud hosting services for Government, Financial Services, and Healthcare applications. Chatterley is an experienced telecom leader, serving as CEO of cloud-based VOIP firms Broadvox and Speakeasy. In addition, he is a former senior executive at Ameritech and US West. Chatterley has also been an early leader in developing the Software-as-a-Service industry, having served as CEO of ViAir and President of eServices for Concur Technologies. Earlier in his career, Chatterley held Senior Sales and Marketing positions at GE and IBM. He earned his BSBA from Central Michigan University and his MBA from the Kogod College of Business Administration at American University.

On The Cloud Pod this week, the team discusses why Ryan's yelling all day (hint: he's learning). Plus: Peter misses the all-important cloud earnings, AWS Skill Builder subscriptions are now available, and Google Eventarc connects SaaS platforms.  A big thanks to this week's sponsor, Foghorn Consulting, which provides full-stack cloud solutions with a focus on strategy, planning and execution for enterprises seeking to take advantage of the transformative capabilities of AWS, Google Cloud and Azure. This week's highlights