Podcasts about Vernon

The Storm Skiing Journal and Podcast is a reader-supported publication (and my full-time job). To receive new posts and to support independent ski journalism, please consider becoming a free or paid subscriber.WhoJoe Hession, CEO of Snow Partners, which owns Mountain Creek, Big Snow American Dream, SnowCloud, and Terrain Based LearningRecorded onMay 2, 2025About Snow PartnersSnow Partners owns and operates Mountain Creek, New Jersey and Big Snow American Dream, the nation's only indoor ski center. The company also developed SnowCloud resort management software and has rolled out its Terrain Based Learning system at more than 80 ski areas worldwide. They do some other things that I don't really understand (there's a reason that I write about skiing and not particle physics), that you can read about on their website.About Mountain CreekLocated in: Vernon Township, New JerseyClosest neighboring public ski areas: Mount Peter (:24); Big Snow American Dream (:50); Campgaw (:51) Pass affiliations: Snow Triple Play, up to two anytime daysBase elevation: 440 feetSummit elevation: 1,480 feetVertical drop: 1,040 feetSkiable Acres: 167Average annual snowfall: 65 inchesTrail count: 46Lift count: 9 (1 Cabriolet, 2 high-speed quads, 2 fixed-grip quads, 1 triple, 1 double, 2 carpets – view Lift Blog's inventory of Mountain Creek's lift fleet)About Big Snow American DreamLocated in: East Rutherford, New JerseyClosest neighboring public ski areas: Campgaw (:35); Mountain Creek (:50); Mount Peter (:50)Pass affiliations: Snow Triple Play, up to two anytime daysVertical drop: 160 feet Skiable Acres: 4Trail count: 4 (2 green, 1 blue, 1 black)Lift count: 4 (1 quad, 1 poma, 2 carpets - view Lift Blog's of inventory of Big Snow American Dream's lift fleet)Why I interviewed himI read this earlier today:The internet is full of smart people writing beautiful prose about how bad everything is, how it all sucks, how it's embarrassing to like anything, how anything that appears good is, in fact, secretly bad. I find this confusing and tragic, like watching Olympic high-jumpers catapult themselves into a pit of tarantulas.That blurb was one of 28 “slightly rude notes on writing” offered in Adam Mastroianni's Experimental History newsletter. And I thought, “Man this dude must follow #SkiTwitter.” Or Instabook. Of Flexpost. Or whatever. Because online ski content, both short- and long-form, is, while occasionally joyous and evocative, disproportionately geared toward the skiing-is-fucked-and-this-is-why worldview. The passes suck. The traffic sucks. The skiers suck. The prices suck. The parking sucks. The Duopoly sucks. Everyone's a Jerry, chewing up my pow line with their GoPro selfie sticks hoisted high and their Ikon Passes dangling from their zippers. Skiing is corporate and soulless and tourist obsessed and doomed anyway because of climate change. Don't tell me you're having a good time doing this very fun thing. People like you are the reason skiing's soul now shops at Wal-Mart. Go back to Texas and drink a big jug of oil, you Jerry!It's all so… f*****g dumb. U.S. skiing just wrapped its second-best season of attendance. The big passes, while imperfect, are mostly a force for good, supercharging on-hill infrastructure investment, spreading skiers across geographies, stabilizing a once-storm-dependent industry, and lowering the per-day price of skiing for the most avid among us to 1940s levels. Snowmaking has proven an effective bulwark against shifting weather patterns. Lift-served skiing is not a dying pastime, financially or spiritually or ecologically. Yes, modern skiing has problems: expensive food (pack a lunch); mountain-town housing shortages (stop NIMBY-ing everything); traffic (yay car culture); peak-day crowds (don't go then); exploding insurance, labor, utilities, and infrastructure costs (I have no answers). But in most respects, this is a healthy, thriving, constantly evolving industry, and a more competitive one than the Duopoly Bros would admit.Snow Partners proves this. Because what the hell is Snow Partners? It's some company sewn together by a dude who used to park cars at Mountain Creek. Ten years ago this wasn't a thing, and now it's this wacky little conglomerate that owns a bespoke resort tech platform and North America's only snowdome and the impossible, ridiculous Mountain Creek. And they're going to build a bunch more snowdomes that stamp new skiers out by the millions and maybe – I don't know but maybe – become the most important company in the history of lift-served skiing in the process.Could such an outfit possibly have materialized were the industry so corrupted as the Brobot Pundit Bros declare it? Vail is big. Alterra is big. But the two companies combined control just 53 of America's 501 active ski areas. Big ski areas, yes. Big shadows. But neither created: Indy Pass, Power Pass, Woodward Parks, Terrain Based Learning, Mountain Collective, RFID, free skiing for kids, California Mountain Resort Company, or $99 season passes. Neither saved Holiday Mountain or Hatley Pointe or Norway Mountain or Timberline West Virigina from the scrapheap, or transformed a failing Black Mountain into a co-op. Neither has proven they can successfully run a ski area in Indiana (sorry Vail #SickBurn #SellPaoliPeaks #Please).Skiing, at this moment, is a glorious mix of ideas and energy. I realize it makes me uncool to think so, but I signed off on those aspirations the moment I drove the minivan off the Chrysler lot (topped it off with a roofbox, too, Pimp). Anyhow, the entire point of this newsletter is to track down the people propelling change in a sport that most likely predates the written word and ask them why they're doing these novel things to make an already cool and awesome thing even more cool and awesome. And no one, right now, is doing more cool and awesome things in skiing than Snow Partners.**That's not exactly true. Mountain Capital Partners, Alterra, Ikon Pass, Deer Valley, Entabeni Systems, Jon Schaefer, the Perfect Clan, Boyne Resorts, Big Sky, Mt. Bohemia, Powdr, Vail Resorts, Midwest Family Ski Resorts, and a whole bunch more entities/individuals/coalitions are also contributing massively to skiing's rapid-fire rewiring in the maw of the robot takeover digital industrial revolution. But, hey, when you're in the midst of transforming an entire snow-based industry from a headquarters in freaking New Jersey, you get a hyperbolic bump in the file card description.What we talked aboutThe Snow Triple Play; potential partners; “there's this massive piece of the market that's like ‘I don't even understand what you're talking about'” with big day ticket prices and low-priced season passes; why Mountain Creek sells its Triple Play all season long and why the Snow Triple Play won't work that way (at least at first); M.A.X. Pass and why Mountain Creek declined to join successor passes; an argument for Vail, Alterra and other large ski companies to participate on the Snow Triple Play; comparing skiing to hotels, airlines, and Disney World; “the next five years are going to be the most interesting and disruptive time in the ski industry because of technology”; “we don't compete with anybody”; Liftopia's potential, errors, failure, and legacy; skiing on Groupon; considering Breckenridge as an independent ski area; what a “premium” ski area on the Snow Triple Play would be; why megapasses are “selling people a product that will never be used the way it's sold to them”; why people in NYC feel like going to Mountain Creek, an hour over the George Washington Bridge, is “going to Alaska”; why Snow Triple Play will “never” add a fourth day; sticker shock for Big Snow newbs who emerge from the Dome wanting more; SnowCloud and the tech and the guest journey from parking lot to lifts; why Mountain Creek stopped mailing season passes; Bluetooth Low Energy “is certainly the future of passes”; “100 percent we're getting more Big Snows” – but let's justify the $175 million investment first; Big Snow has a “terrible” design; “I don't see why every city shouldn't have a Big Snow” and which markets Snow Partners is talking to; why Mountain Creek didn't get the mega-lift Hession teased on this pod three years ago and when we could see one; “I really believe that the Vernon base of Mountain Creek needs an updated chair”; the impact of automated snowmaking at Mountain Creek; and a huge residential project incoming at Mountain Creek.What I got wrong* I said that Hession wasn't involved in Mountain Creek in the M.A.X. Pass era, but he was an Intrawest employee at the time, and was Mountain Creek's GM until 2012.* I hedged on whether Boyne's Explorer multi-day pass started at two or three days. Skiers can purchase the pass in three- to six-day increments.Why now was a good time for this interviewOkay, so I'll admit that when Snow Partners summarized the Snow Triple Play for me, I wasn't like “Holy crap, three days (total) at up to three different ski areas on a single ski pass? Do you think they have room for another head on Mount Rushmore?” This multi-day pass is a straightforward product that builds off a smart idea (the Mountain Creek Triple Play), that has been a smash hit at the Jersey Snow Jungle since at least 2008. But Snow Triple Play doesn't rank alongside Epic, Ikon, Indy, or Mountain Collective as a seasonlong basher. This is another frequency product in a market already flush with them.So why did I dedicate an entire podcast and two articles (so far) to dissecting this product, which Hession makes pretty clear has no ambitions to grow into some Indy/Ikon/Epic competitor? Because it is the first product to tie Big Snow to the wider ski world. And Big Snow only works if it is step one and there is an obvious step two. Right now, that step two is hard, even in a region ripe with ski areas. The logistics are confounding, the one-off cost hard to justify. Lift tickets, gear rentals, getting your ass to the bump and back, food, maybe a lesson. The Snow Triple Play doesn't solve all of these problems, but it does narrow an impossible choice down to a manageable one by presenting skiers with a go-here-next menu. If Snow Partners can build a compelling (or at least logical) Northeast network and then scale it across the country as the company opens more Big Snows in more cities, then this simple pass could evolve into an effective toolkit for building new skiers.OK, so why not just join Indy or Mountain Collective, or forge some sort of newb-to-novice agreement with Epic or Ikon? That would give Snow Partners the stepladder, without the administrative hassle of owning a ski pass. But that brings us to another roadblock in Ski Revolution 2025: no one wants to share partners. So Hession is trying to flip the narrative. Rather than locking Big Snow into one confederacy or the other, he wants the warring armies to lash their fleets along Snow Partners Pier. Big Snow is just the bullet factory, or the gas station, or the cornfield – the thing that all the armies need but can't supply themselves. You want new skiers? We got ‘em. They're ready. They just need a map to your doorstep. And we're happy to draw you one.Podcast NotesOn the Snow Triple PlayThe basics: three total days, max of two used at any one partner ski area, no blackouts at Big Snow or Mountain Creek, possible blackouts at partner resorts, which are TBD.The pass, which won't be on sale until Labor Day, is fully summarized here:And I speculate on potential partners here:On the M.A.X. PassFor its short, barely noted existence, the M.A.X. Pass was kind of an amazing hack, granting skiers five days each at an impressive blend of regional and destination ski areas:Much of this roster migrated over to Ikon, but in taking their pass' name too literally, the Alterra folks left off some really compelling regional ski areas that could have established a hub-and-spoke network out of the gate. Lutsen and Granite Peak owner Charles Skinner told me on the podcast a few years back that Ikon never offered his ski areas membership (they joined Indy in 2020), cutting out two of the Midwest's best mountains. The omissions of Mountain Creek, Wachusett, and the New York trio of Belleayre, Whiteface, and Gore ceded huge swaths of the dense and monied Northeast to competitors who saw value in smaller, high-end operations that are day-trip magnets for city folks who also want that week at Deer Valley (no other pass signed any of these mountains, but Vail and Indy both assembled better networks of day-drivers and destinations).On my 2022 interview with HessionOn LiftopiaLiftopia's website is still live, but I'm not sure how many ski areas participate in this Expedia-for-lift-tickets. Six years ago, I thought Liftopia was the next bargain evolution of lift-served skiing. I even hosted founder Evan Reece on one of my first 10 podcasts. The whole thing fell apart when Covid hit. An overview here:On various other day-pass productsI covered this in my initial article, but here's how the Snow Triple Play stacks up against other three-day multi-resort products:On Mountain Creek not mailing passesI don't know anything about tech, but I know, from a skier's point of view, when something works well and when it doesn't. Snow Cloud's tech is incredible in at least one customer-facing respect: when you show up at a ski area, a rep standing in a conspicuous place is waiting with an iPhone, with which they scan a QR code on your phone, and presto-magico: they hand you your ski pass. No lines or waiting. One sentimental casualty of this on-site efficiency was the mailed ski pass, an autumn token of coming winter to be plucked gingerly from the mailbox. And this is fine and makes sense, in the same way that tearing down chairlifts constructed of brontosaurus bones and mastodon hides makes sense, but I must admit that I miss these annual mailings in the same way that I miss paper event tickets and ski magazines. My favorite ski mailing ever, in fact, was not Ikon's glossy fold-out complete with a 1,000-piece 3D jigsaw puzzle of the Wild Blue Gondola and name-a-snowflake-after-your-dog kit, but this simple pamphlet dropped into the envelope with my 2018-19 Mountain Creek season pass:Just f*****g beautiful, Man. That hung on my office wall for years. On the CabrioletThis is just such a wackadoodle ski lift:Onetime Mountain Creek owner Intrawest built similar lifts at Winter Park and Tremblant, but as transit lifts from the parking lot. This one at Mountain Creek is the only one that I'm aware of that's used as an open-air gondola. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

durée : 00:05:05 - Classic & Co - par : Anna Sigalevitch - Anna Sigalevitch nous parle ce matin d'un photo/concert, "Portrait d'Haïti dans lequel la pianiste Célimène Daudet interprétera des œuvres de compositeurs haïtiens du début du siècle dernier, demain à 16h à la Philharmonie de Paris et ensuite le 20 à Caen et le 24 à Vernon.

Canada declared measles completely eliminated thirty years ago. Not anymore. Public health experts say the disease could become endemic once again, with hundreds of cases confirmed in Alberta and Ontario. What happened?  2:15 | Drs. Shazma Mithani and Sheila Wijayasinghe talk vaccine hesitancy, misinformation, menopause (31:00), and mental health (41:30).  THE DOC TALK PODCAST: https://podcasts.apple.com/ca/podcast/the-doc-talk-podcast/id1775772809 FOLLOW DOC TALK on IG: https://www.instagram.com/thedoctalkpod/ 55:30 | Jespo and Johnny debrief, check out YouTube comments from our recent Alberta separation interviews, and read an email from Jim in Vernon about Canada's new foreign policy.  1:10:15 | Les is choked at a Carney cabinet exclusion, Taylor wants an election NOW, Michael's losing it over the politics behind his traffic ticket, and Sunil's taking aim at recent guest Markham Hislop. It's The Flamethrower presented. by the DQs of Northwest Edmonton and Sherwood Park!  FIRE UP YOUR FLAMETHROWER: talk@ryanjespersen.com  When you visit the DQs in Palisades, Namao, Newcastle, Westmount, and Baseline Road, be sure to tell 'em Real Talk sent you!  REGISTER FOR THE REAL TALK GOLF CLASSIC: https://www.ryanjespersen.com/real-ta... FOLLOW US ON TIKTOK, X, INSTAGRAM, and LINKEDIN: @realtalkrj & @ryanjespersen  JOIN US ON FACEBOOK: @ryanjespersen  REAL TALK MERCH: https://ryanjespersen.com/merch RECEIVE EXCLUSIVE PERKS - BECOME A REAL TALK PATRON: patreon.com/ryanjespersen THANK YOU FOR SUPPORTING OUR SPONSORS! https://ryanjespersen.com/sponsors The views and opinions expressed in this show are those of the host and guests and do not necessarily reflect the position of Relay Communications Group Inc. or any affiliates.

On today's REX Daily Podcast, Dom talks with Game Animal Council Chair Grant Dodson about the Fiordland Wapiti Foundation's submission to have the herd formally designated as a Herd of Special Interest (HOSI) in Fiordland National Park, why it's important for both conservation efforts and economic growth and why Forest & Bird are criticising the move... He talks with NZ National Fieldays Chair Jenni Vernon about her extraordinary and groundbreaking career in agriculture, including becoming the first woman to receive a Nuffield Scholarship, her many and varied governance roles and preparations for this year's Fieldays at Mystery Creek (June 11-14)... He talks with Woolchemy co-founder and CEO Derelee Potroz-Smith about its recent win at the IDEA® 2025 event in Miami, the opportunities it presents for the company in the US$125b industry and how they developed the world’s first hygiene-grade wool capable of replacing petroleum-based plastics in disposable hygiene products... And he catches up with Netspeed Managing Director Stan Rivett about its Moving Day special offer, a recent study by the Commerce Commission which found about half of consumers trying to change mobile phone or broadband providers ran into difficulty switching and how Netspeed is bucking the trend. Tune in daily for the latest and greatest REX rural content on your favourite streaming platform, visit rexonline.co.nz and follow us on Instagram, Facebook and LinkedIn for more.

Dom talks with NZ National Fieldays Chair Jenni Vernon about her extraordinary and groundbreaking career in agriculture, including becoming the first woman to receive a Nuffield Scholarship, her many and varied governance roles and preparations for this year's Fieldays at Mystery Creek (June 11-14). Tune in daily for the latest and greatest REX rural content on your favourite streaming platform, visit rexonline.co.nz and follow us on Instagram, Facebook and LinkedIn for more.

Okanagan distiller claims maple leaf washing is duping consumers. Guest: Tyler Dyck - President of the Craft Distillers Guild of BC, and the Canadian Craft Distillers Alliance and the CEO of Vernon and Kelowna-based Okanagan Spirits Craft Distillery. Learn more about your ad choices. Visit megaphone.fm/adchoices

The President of Fieldays was the first woman to receive a Nuffield Scholarship and to chair the Waikato Regional Council and NZ National Fieldays Trust. See omnystudio.com/listener for privacy information.

March 27, 2025 Everything Co-op continues its Women's History Month series centering on the theme “Moving Forward Together! Women Educating & Inspiring Generations,” set by the National Women's History Alliance. This episode features Renee Hatcher, Professor and Director of the Community Enterprise & Solidarity Economy Clinic at UIC Law. Vernon and Renee discuss the vital role of solidarity economy and cooperatives at this moment in history. Renee Hatcher is a human rights and cooperative lawyer and solidarity economy organizer. She is currently a Visiting Associate Professor of Clinical Law at GW Law School in DC. She serves as the Director of the Community Enterprise & Solidarity Economy Clinic at UIC Law in Chicago, a pro bono legal clinic that provides free legal support to community-based businesses, non-profits, cooperatives, and other solidarity economy enterprises. Recently, Renee served as the Co-Director of Chicago Community Wealth Building Ecosystem at CUPPA's Center on Urban Economic Development (CUED). Renee has significant experience organizing and providing legal support to worker cooperatives and community-based initiatives to empower workers and community residents. Her work and research focus on legal and non-legal strategies to build power in Black, low-income neighborhoods and other communities of color rooted in solidarity economy organizing and theory. In 2022, the city of Chicago allocated $15 million dollars to support the cooperative ecosystem, including a substantial grant to UIC, as the “hub” organization, to conduct research and convene the Chicago Community Wealth Building Ecosystem. Renee co-directs the “hub” with her close colleague, Associate Professor Stacey Sutton. Most recently, Renee served on Mayor Johnson's Transition Committee on Economic Vitality and Equity. This appointment has been a part of Renee's long-standing efforts to advance cooperative development in Chicago to improve the lives of Black, brown, and poor communities.

durée : 00:02:24 - La Cie du livre à Vernon

Lindsey Campbell interviews Vernon Davidson (director) and B.J. Maier (editor) about the documentary SEGAL about actor George Segal. See it as part of NorthWest FIlm Fest on May 10th at 12:00 pm the Metro Cinema. SEGAL looks at the life and career of George Segal. From a shy kid from Long Island to a sought-after leading man during Hollywood's most prolific decades, legendary entertainer George Segal shares his life story. From television (The Goldbergs, Just Shoot Me) to films (Who's Afraid of Virginia Woolf?, The Terminal Man, California Split) his career spanned seven decades.https://www.segal-doc.com/Instagram: @segalmovie

durée : 00:02:42 - La Cie des livres à Vernon

Lene, Vernon and Dan discuss the week's local news in Arlington, including: A County Board candidate says he has placed tracking chips in his campaign signs due to theft An arcade featuring classic pinball games has opened in Arlington An abandoned strip mall along Columbia Pike may finally get redeveloped An 85-year-old woman narrowly escaped a falling tree limb while walking her dog

He's back! The great Vernon Mason returns as one of the podcast's most popular guests to help celebrate this milestone 200th episode. He and Kris reflect on leadership, legacy, and what it really means to be present.   In this episode, Vernon shares his beautiful wisdom and journey from growing up in an in-home child care program to building and selling a five-site child care business, and now helping grow The Nest into a 52-location powerhouse. Together, he and Kris chat about the realities of leadership today including accountability, toxic positivity, turnover trends, universal pre-K challenges, and financial uncertainty. They also remind us that every day is a gift, and leadership is all about showing up authentically, building real relationships, and staying grounded in gratitude.   Key Takeaways: [6:15] Kris, the bucket list queen, talks about her adventure to the Middle Fork of the Salmon River. [8:09] Vernon is the only person to be on the podcast three times! [9:19] Vernon talks about being the “trifecta” in child care. He shares how he grew his child care company from one to five centers before selling, and how that transition shaped his leadership. [16:18] Is labor starting to stabilize? [22:04] The mindset to get out of fear-based leadership, crisis mode, and the scarcity mindset.  [24:26] The difference between toxic positivity and effective leadership and management. [27:33] Strategies for accountability and preparing for the unknown in the future. [30:15] The importance of both staying optimistic and taking action in the right direction. [34:15] Building a parent referral reward program. [38:29] Vernon talks about The Nest and maintaining relationships with leaders. [42:47] Incentivizing teachers to stay present and view the classroom as a safe space.   Quotes: “We don't have a dress rehearsal for this. This is the real show here, right? There are no do-overs, right? This is the life we've been given, and I want to make an impact. I want to be the best person that I can be.” — Vernon [15:17] “Accountability without a relationship is viewed as harassment.” — Vernon quoting Stephen [19:22] “Your people will never be more enthusiastic than leadership.” — Vernon [22:04] “Whatever you focus on most, you get more of.” — Vernon [25:57] “To me, presence is everything. That's it. We only have this moment, so we've got to just juice it up and just be here for it.” — Kris [42:16] “The kids, they have that sixth sense, that intuition, they're going to feel that whether the teacher is coming to the day with the energy of openness and presence or worry and stress and fear and arms crossed.” — Kris [44:41] “I really feel as if this industry is in my DNA.” — Vernon [46:52]   Sponsored By: ChildCare Education Institute (CCEI) Use code CCSC5 to claim a free course!   Mentioned in This Episode: Kris Murray @iamkrismurray The Child Care Success Company The Child Care Success Academy The Child Care Success Summit Grow Your Center Childcare Education Institute: use code CDARenewal22 to get $100 off your renewal Don't Waste a Crisis, by Vernon Mason The Nest

Send us a textThe Vernon Overland Connect event is coming up on Saturday June 7 in Vernon BC. It will be held at Vernon Toyota again. In this event, we talk with the organizers about the event and what to expect. Vernon Overland Connect on Instagram. 15% off Brightsource Lights with cod 4x4canada10% off TOC Supplies with code 4x4canada 10% off WildMedKits with code 4x4canada 10% off Afraid Knot Ropes with code 4x4canada23 10% off Miolle Gear with code 4x4 Make sure to check us out on Facebook and Instagram!

Richie is joined by Dr. Vernon Coleman. Vernon is a nationally syndicated columnist, the author of over 100 books and a familiar face and voice on national television and radio. Back in 2020, when fear and confusion swept the country, he did something that few public figures had the courage to do. He stood up for us. He launched An Old Man In A Chair, a quiet yet powerful video series that became a beacon for millions. While others followed the crowd, he spoke truth to power, giving voice to those who felt silenced. Richie invited Vernon to come on and discuss his new book, The End of Medicine: Death by Doctor: Why and how doctors are now paid to kill their patients. In the book, Vernon outlines how the medical establishment has decided that to protect us from global warming, doctors must abandon established practices and their duty of care to patients. Vernon believes that millions will die because of these changes. For more on the book and Vernon's work, visit:https://www.vernoncoleman.com/main.htm

On the latest episode of the Sports Pit with Jason “Puck” Puckett, Steve Sandmeyer and Matt “Stretch” Johnson, Puck and Sandy have pulled Stretch away from watching game seven of the Blues and Jets and they actually opened the show talking about the sport of hockey and why it's so different from the other sports, especially in the playoffs and why it doesn't translate more to the mass media and sports ran in the U.S. They transition to talking about the Mariners and the unpredictable nature of sports and how the Mariners continue to surprise this season and why they are so fun to watch Stretch details how he because the Sounders play by play voice, calling games for five years. Puck and Sandy share their stories of starting off doing games at small radio stations in small towns. Sandy shares his favorite sporting memory and it took place in a Mt. Vernon gym watching high school wrestling. The show wraps up with the conclusion of the Jets beating the Blues in double overtime and Puck patronizes Stretch. 

218: In this episode, I sat down with Vernon Henry—a land investor who came from the oil and gas industry, managing over $12 billion in transactions before switching careers.(Show Notes: REtipster.com/218)He shares how his deep knowledge of mineral rights and title gave him an edge. We dove into deal structure, creative finance, title issues, and the power of subdivides.Vernon also explained why he pivoted from flipping deals as an operator to exclusively funding land deals and how he's navigating today's competitive environment.If you're curious about land investing at a higher level—or just want to hear a crazy story involving an abandoned ostrich farm—this is the episode to hear!

Eric Henry, a Texas Longhorns beat writer for 247 Sports, joined Sports Talk. Henry evaluated DT Vernon Broughton and LT Kelvin Banks Jr., the Saints' two draft picks from Texas.

Lene, Vernon and Dan discuss the week's local news in Arlington, including: A house fire in Green Valley Local law enforcement cooperating with ICE Celebrating Cinco de Mayo responsibly Bus route changes

durée : 00:54:24 - Very Good Trip - par : Michka Assayas - Ce soir, un musicien unique, au double sens du terme, mais ce sera un programme aussi foisonnant que d'habitude. Parce que c'est un musicien dont la palette de voix, de sons, d'ambiances est vraiment très large, vous allez en juger au cours de cette heure. - réalisé par : Stéphane Ronxin

Rockets Legend Vernon Maxwell Joins The Show Before Game 5 of NBA Playoffs 

Rockets Tonight! Astros Catch A Stride, Rockets Legend Vernon Maxwell Joins The Show

Rockets Tonight! Astros Catch A Stride, Rockets Legend Vernon Maxwell Joins The Show

Rockets Legend Vernon Maxwell Joins The Show Before Game 5 of NBA Playoffs 

Former Saints Super Bowl-winning LB Scott Shanle, the team's pregame and postgame analyst, joined Sports Talk. Shanle praised new linebacker Danny Stutsman, the Saints' fourth-round pick out of Oklahoma. He also shared his thoughts on new corner Quincy Riley, running back Devin Neal, safety Jonas Sanker, defensive tackle Vernon Broughton, and left tackle Kelvin Banks Jr.

Former Saints Super Bowl-winning LB Scott Shanle, the team's pregame and postgame analyst, joined Sports Talk. Shanle praised new linebacker Danny Stutsman, the Saints' fourth-round pick out of Oklahoma. He also shared his thoughts on new corner Quincy Riley, running back Devin Neal, safety Jonas Sanker, defensive tackle Vernon Broughton, and left tackle Kelvin Banks Jr.

The great Gene Meyer (@genemeyelol on the socials) of Bandit fame returns to the pod to discuss Vernon the Company Man. We get literary with some associations to Kerouac, Ginsberg, Arthur Miller, but we even it out with jokes about PRimus shirts being more effective than chastity belts. This tune is certainly a unique departure in terms of this record, but also for Claypool in general, thanks to excellent tabla and sitar provided by Mike Dillon and Gabby La La, respectively. Dig?Get involvedInstagramFacebookEmailBurn your money 

The guys call up Vernon Broughton, Texas, DT, the first of two 3rd round picks for the Black & Gold, that looks to build out a defense that can stop the run like they used to, how he is just scratching the surface of his potential in the NFL, reconnecting with Coach Bo Davis, and more!

The guys call up Vernon Broughton, Texas, DT, the first of two 3rd round picks for the Black & Gold, that looks to build out a defense that can stop the run like they used to, how he is just scratching the surface of his potential in the NFL, reconnecting with Coach Bo Davis, and more!

Welcome to the Jesus Church in Watertown, South Dakota!Join us for service at: 500 14th Ave NW, Watertown, SD 57201 https://goo.gl/maps/WgUmDc1iH7jB8za98Our Service Times: Sunday Morning Service at 10:00 am CDT Sunday Main Service at 11:00 am CDT Wednesday Service at 7:00 pm CDTYou can find us online at: Website: https://jesuschurchsd.org/ Facebook: https://www.facebook.com/JesusChurchSD Instagram: https://www.instagram.com/jesuschurchsd/

In this series, Jeff and Andy look at historical events that took place on this day.Today in history, the worst marketing decision and product flops in history began today, a singer/songwriter from in Vernon, Tx, is born, and an iconic sports commentator passes away.This series is brought to you by the great Boss Shot Shells.

The fellas previewed the Chevron Championship, the first major of the LPGA season. Vernon discussed disappointing conditions at Falls Road & LB talks a little San Antonio golf! Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this heartfelt episode of the Unbroken Podcast, we sit down with Hailey Kolstad, a dedicated community leader whose journey exemplifies resilience and the pursuit of balance.​ Hailey shares her inspiring story of entering the foster care system at 14 and how her adoptive parents' unwavering support not only transformed her life but also ignited a family commitment to aiding others in foster care. ​ We delve into Hailey's extensive involvement with various organizations, focusing particularly on her work with the American Cancer Society. She discusses the motivations behind her volunteerism and the fulfillment it brings. However, Hailey also candidly addresses the challenges of overcommitment, emphasizing the importance of setting boundaries and recognizing when saying "yes" to too many good things can become overwhelming.​ The Grill Guys Your ultimate destination for all things grilling! Whether you're a seasoned pitmaster or just starting out, The Grill Guys offer top-quality grills, accessories, seasonings, and expert advice to elevate your BBQ game. Located in Republic, Missouri, they've been serving Southwest Missouri since 2021, helping customers build their dream outdoor kitchens and perfect their grilling skills. Visit them at grillguys417.com or call 417-647-5002 for all your grilling needs.​ Raptor Renovation Delivering top-quality home renovations and craftsmanship in Southwest Missouri. Since 2018, Raptor Renovation has been transforming homes with expert remodeling services, including kitchen and bathroom remodels, deck work, and exterior renovations. Their team ensures quality by handling all work themselves, without relying on subcontractors. Serving Republic, Nixa, Battlefield, Billings, Marionville, and Mt. Vernon, they're ready to bring your vision to life. Visit raptorrenovation.com or call 417-597-4208 to schedule your consultation.

Welcome to the Jesus Church in Watertown, South Dakota!Join us for service at: 500 14th Ave NW, Watertown, SD 57201 https://goo.gl/maps/WgUmDc1iH7jB8za98Our Service Times: Sunday Morning Service at 10:00 am CDT Sunday Main Service at 11:00 am CDT Wednesday Service at 7:00 pm CDTYou can find us online at: Website: https://jesuschurchsd.org/ Facebook: https://www.facebook.com/JesusChurchSD Instagram: https://www.instagram.com/jesuschurchsd/

FINALLY Vernon and Eric Nam reconnect on the Daebak Show, their early run-ins in their careers, and how Seventeen's 10-year journey shaped Vernon's identity. Vernon opens up what it's like balancing group and solo life, creative inspirations from movies and fashion, and what's next for him!

A deluxe edition of The Sprina Sessions is live for your listening pleasure. Join Keila and Jasmine as they recap all things Beyond The Gates and Trina Robinson on General Hospital. The Rundown Includes: The Sermon of Vernon Dupree, The high fashion of it all, Dani's very bad week, Leslie continues to gaslight Eva, Turtleneck Ted spills the infidelity tea to Andre, Vanessa and Joey get closer while Doug's gambling addiction gets worse, Trina is back in Footballandia, and Ava and Ric hatch a plan to make Kristina finally pay for her crimes. The show wraps with Trina Speculations for the week ahead and the Song Picks of the Week. Enjoy! Sprina Sessions Playlist Song Selections The Fame - Lady GagaConfessions Part I and Part II - UsherNight Drive Loneliness - Garbage What These B****** Want - DMX f/ Sisqó Follow Keila on X and Blue Sky: https://x.com/LadyWrestlingXhttps://bsky.app/profile/ladywrestlingx.bsky.socialFollow Jasmine on X and Blue Sky: https://x.com/twin_fangirlhttps://bsky.app/profile/twinfangirl.bsky.socialCreate your podcast today! #madeonzencastr

Joshua Marshall sits down with Vern Fiddler to discuss all things Dallas Stars, Calgary Flames & Edmonton Oil Kings

Hallo und herzlich willkommen back in the hagrids hut drinne. Hier wird spaß Groß geschrieben und fleißig gelabert. Dieses Mal geht es um Lily Potter und ihr gesamtes Leben. Natürlich lassen Manu und Michel sich nicht Lumpen und geben alles tadellos wieder, schweifen ab und machen Quatsch. Außerdem geht es sehr süß los, und Vernon versucht sich als Trauredner.Viel Spaß!Werbung: KoRohttps://serv.linkster.co/r/KVXB9uYp6lkorodrogerie.de Code: HÜTTE für 5% Rabatt!

Vernon Broughton came to Texas Pro Day with something to prove—and he delivered. The disruptive defensive tackle joins the 3rd & Longhorn crew right after his workout to talk about his performance, the feedback from scouts, and why he's one of the most slept-on interior pass rushers in this draft class.From film study to faith, Vernon breaks down the mindset and preparation that made him a standout for the Longhorns—and now has NFL teams taking serious notice.Welcome to 3rd & Longhorn, your ultimate destination for all things Texas Longhorn Football! Join us weekly for an in-depth show featuring analysis and commentary from Lifetime Longhorn Football players Derrick Johnson, Alex Okafor, Fozzy Whittaker, Rod Babers, Jeremy Hills, and Clark Field Collective/Texas One Fund co-founder Nick Shuley.3rd & Longhorn takes you deep inside the world of Texas Football, offering a unique perspective from some of the best to ever put on the pads at the 40 Acres. Whether you're a die-hard Longhorn fan or new to the scene, our show provides unparalleled insight, behind-the-scenes stories, and expert breakdowns of games, players, and strategies.Meet Our Team:Derrick Johnson: NFL All-Pro and Texas Longhorn legend, providing unparalleled defensive insights. Alex Okafor: Former NFL defensive end, breaking down the line of scrimmage battles. Jeremy Hills: Renowned trainer and former Longhorn running back, discussing player development. Fozzy Whittaker: NFL veteran and special teams ace, offering game day analysis.Rod Babers: Longhorn cornerback great and media personality, sharing insider knowledge.Nick Shuley: Co-founder of Clark Field Collective/Texas One Fund, discussing the business side of college sports.What to Expect:• Game Highlights & Recaps: Relive the best moments from every game with comprehensive highlights and in-depth recaps.• Expert Analysis: Get detailed breakdowns of team performance, player statistics, and game strategies from our seasoned analysts.• Behind-the-Scenes Access: Enjoy exclusive stories and insights from former players who know the program inside and out.• Player Spotlights: Learn about the standout athletes making waves on the field and their journeys to success.• Recruiting News: Stay updated on the latest recruiting developments and future Longhorn stars.• Fan Interactions: Engage with our hosts and fellow fans through live Q&A sessions and social media.Subscribe to 3rd & Longhorn and never miss an episode. Hit the notification bell to get alerts for our latest uploads. Join us in celebrating the legacy and future of Texas Longhorn Football!Connect with Us:Follow us on Instagram:Derrick Johnson - https://www.instagram.com/superdj56Alex Okafor - https://www.instagram.com/alexokaforJeremy Hills - https://www.instagram.com/jhills5Fozzy Whittaker - https://www.instagram.com/fozzywhittRod Babers - https://www.instagram.com/rodbabersNick Shuley - https://www.instagram.com/nickshuleyFor the most comprehensive coverage and insider access to Texas Longhorn Football, look no further than 3rd & Longhorn. Hook ‘em!Derrick Johnson: https://www.instagram.com/superdj56Alex Okafor: https://www.instagram.com/alexokaforJeremy Hills: https://www.instagram.com/jhills5Fozzy Whittaker: https://www.instagram.com/fozzywhittRod Babers: https://www.instagram.com/rodbabersNick Shuley: https://www.instagram.com/nickshuley

Wisconsin’s Justin Vernon is one of the biggest musical artists to come out of the state in the past 20 years. For most of his career, most notably with Bon Iver, he has shied away from the media and chosen to quietly work out of his April Base home studio in Fall Creek. But on his new record, “SABLE, fABLE,” it’s clear a lot has changed. In a rare interview, Vernon talked with Wisconsin music reporter Justin Barney about the new record, which was released April 11.

Vernon Geberth NYPD LCS, The Godfather of Homicide Investigation #homicideinvestigation #vernongeberth #godfatherofhomicide

In this episode, I am joined by Mark Vernon to discuss the relationship between spirituality, science, and meaning in the modern world. Mark explores how our conception of religion has narrowed to focus primarily on doctrines and morals rather than experiential dimensions, which is a relatively recent development in human history. Vernon describes how human spiritual intelligence evolved not merely as a survival mechanism but as a form of "niche exploration" that allowed humans to discover immaterial realities. He contrasts the dominant enlightenment epistemology of mastery and control with spiritual traditions that emphasize receptivity and participation. Throughout the conversation, Vernon weaves together insights from his background in physics, theology, philosophy, and psychotherapy to argue that reconnecting with our inner lives and recovering a sense of wonder might be essential for addressing our current meaning crisis. You can WATCH the conversation on YouTube Mark Vernon is a psychodynamic psychotherapist, philosopher, and author who previously served as an Anglican priest. With a background spanning physics, theology, and ancient Greek philosophy, Vernon has dedicated his career to exploring the intersection of spirituality, science, and human meaning. He hosts regular dialogues with scientist Rupert Sheldrake, writes extensively on philosophical and spiritual topics, and maintains an active presence through various media platforms including YouTube and Substack. Vernon's diverse intellectual journey reflects his ongoing exploration of how head and heart can connect to address fundamental questions of human existence. You can check out his books here. Theology Beer Camp | St. Paul, MN | October 16-18, 2025 3 Days of Craft Nerdiness with 50+ Theologians & God-Pods and 600 new friends. ONLINE CLASS ANNOUNCEMENT: The Many Faces of Christ Today The question Jesus asked his disciples still resonates today: "Who do you say that I am?" Join our transformative 5-week online learning community as we explore a rich tapestry of contemporary Christologies. Experience how diverse theological voices create a compelling vision of Jesus Christ for today's world. Expand your spiritual horizons. Challenge your assumptions. Enrich your faith. As always, the class is donation-based (including 0), so head over to ManyFacesOfChrist.com for more details and to sign up! _____________________ Hang with 40+ Scholars & Podcasts and 600 people at Theology Beer Camp 2025 (Oct. 16-18) in St. Paul, MN. This podcast is a Homebrewed Christianity production. Follow the Homebrewed Christianity, Theology Nerd Throwdown, & The Rise of Bonhoeffer podcasts for more theological goodness for your earbuds. Join over 80,000 other people by joining our Substack - Process This! Get instant access to over 45 classes at www.TheologyClass.com Follow the podcast, drop a review, send feedback/questions or become a member of the HBC Community. Learn more about your ad choices. Visit megaphone.fm/adchoices

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

Season 2 Episode 7: Drew, Nedim, and Vernon talk about upcoming Marvel and DC projects and more...

March 20, 2025 Everything Co-op continues its Women's History Month series, that follows the theme “Moving Forward Together! Women Educating & Inspiring Generations” set by the National Women's History Alliance. This episode features E. Kim Coontz, Executive Director for the California Center for Cooperative (CCCD). Vernon and Kim discuss how her work continues to educate and inspire future generations. E. Kim Coontz is the Executive Director of the California Center for Cooperative Development (CCCD), a nonprofit dedicated to fostering and supporting cooperatives. With over 30 years of experience, she began her cooperative work at UC Davis' Center for Cooperatives before co-founding CCCD when the program closed. Kim has helped launch cooperatives, led governance seminars, provided technical assistance, and conducted research to strengthen the cooperative movement. She has authored over a dozen publications including Bringing Families Together: A Guide to Parent Cooperatives, Steps to Starting a Worker Co-op and Steps to Starting a Marketing Co-op. Kim has also contributed to various journals. Her contributions have earned her awards from the National Association of Housing Cooperatives, Parent Cooperative Preschools International, and the California Council of Parent Participation Preschools. Previously, she was the Executive Director of Yolo Mutual Housing Association.

This week, Vanessa and Casper explore the theme of Vulnerability in Chapter 3 of Harry Potter and the Deathly Hallows! They discuss Dudley, Vernon, and Petunia's respective vulnerabilities in this chapter! Throughout the episode we consider the question: how can showing vulnerability invite others to be more vulnerable themselves?Today's episode is dedicated to Judith Giller Leinwahl, who helped shape this show and community.Thank you to Emily for this week's voicemail! Next week we're reading Chapter 4, The Seven Potters, through the theme of outrage.Harry Potter and the Sacred Text is a Not Sorry ProductionFind us at our website | Follow us on Instagram--It's two sickles to join S.P.E.W., and only five dollars to join our Patreon for extra content every week! Please consider helping us fill our Gringotts vault so we can continue to make this show. Hosted on Acast. See acast.com/privacy for more information.

In this episode, Josh Mills and Wayne McCarty are joined by community manager Jordan Westberg to discuss how one Florida Man discovered laser pointers later in life, while another Florida Woman started a medical practice to provide her friends with drugs. The boys read some listener mail and offer life-changing advice before diving deep into the story of the hypnotic pastor of Vernon, Florida, who may or may not have persuaded an entire town to fall into his trap. Each week, the Florida Men on Florida Man podcast blends comedy with the fascinating legends, lore, and history of the wildest state in the union—Florida. To learn more about the show, visit our website: www.fmofm.com.

Did you like the episode? Send me a text and let me know!!Overcoming Perfectionism and Imposter Syndrome with Emily VernonIn this episode of The Undiscovered Entrepreneur, host Skoob interviews Emily Vernon, founder of Vice Versa Strategy. Emily shares her entrepreneurial journey from a 12-year corporate fashion career to building a successful digital marketing agency. She discusses the challenges of overcoming perfectionism and imposter syndrome, as well as practical advice on financial management and business organization. Listeners are inspired by Emily's authenticity and her commitment to continuous learning. Additionally, Skoob announces an exciting future guest, Pat Flynn, for the upcoming episode.The BloxVice Versa Strategy 00:00 Introduction and New Microphone Announcement00:40 Meet Emily: From Corporate Fashion to Digital Marketing02:23 Emily's Entrepreneurial Journey04:39 The Importance of Self-Education07:03 Overcoming Perfectionism and Imposter Syndrome10:10 The Blocks TV Show Experience14:12 Overcoming Self-Doubt and Embracing the Camera15:46 Defining Imposter Syndrome18:05 Turning Pitfalls into Success21:41 Advice for New Entrepreneurs24:13 Setting Future Goals27:00 Conclusion and Final Thoughts Thank you for being a Skoobeliever!! If you have questions about the show or you want to be a guest please contact me at one of these social mediasTwitter......... ..@djskoob2021 Facebook.........Facebook.com/skoobamiInstagram..... instagram.com/uepodcast2021tiktok....... @djskoob2021Email............... Uepodcast2021@gmail.comAcross The Start Line Facebook Community If you would like to be coached on your entrepreneurial adventure please email me at for a 2 hour free discovery call! This is a $700 free gift to my Skoobelievers!! Contact me Now!! On Twitter @doittodaycoachdoingittodaycoaching@gmailcom

Part 1 Shoot Your Shot by Vernon Brundage Jr. Summary"Shoot Your Shot" by Vernon Brundage Jr. is an inspirational book that encourages readers to pursue their passions and take risks in life. The central theme revolves around the idea that opportunities often come from stepping outside one's comfort zone and actively seeking out chances to achieve personal and professional goals. Brundage shares personal anecdotes, motivational insights, and practical advice aimed at helping readers overcome fear and hesitation. He emphasizes the importance of believing in oneself, seizing opportunities, and not being afraid of failure, as these are often the stepping stones to success.Through a combination of storytelling and actionable strategies, the author appeals to a wide audience, encouraging them to embrace challenges and take decisive actions towards their dreams. The book serves as a reminder that, like in sports, in life, it's crucial to 'shoot your shot'—to make your play, regardless of the outcome.Part 2 Shoot Your Shot AuthorVernon Brundage Jr. is a notable author and motivational speaker, best known for his book "Shoot Your Shot: 10 Ways to Take Smarter Shots in Business, Relationships, and Life." This book was released on March 26, 2019, and it focuses on empowering readers to seize opportunities in various aspects of their lives through actionable advice and personal anecdotes.Beyond "Shoot Your Shot," Brundage has authored several other books that delve into personal development, self-improvement, and entrepreneurship. Other titles include:"Millionaire Blueprint: More than Just a Dream" This book offers insights into building wealth and achieving financial independence."The Seven Principles for Success" A guide to integrating key concepts that contribute to personal and professional success."From Struggle to Strength: How to Conquer Your Obstacles" Focuses on overcoming adversity and thriving despite challenges.In terms of the best edition among his works, "Shoot Your Shot" has received considerable attention for its practical approach and relatability, resonating with a wide audience. The book's engaging format, which includes a blend of storytelling and actionable takeaways, makes it a standout in his catalog. Reviews often highlight its effectiveness in motivating readers to take action in their lives. Overall, Vernon Brundage Jr. continues to inspire readers through his writings, with "Shoot Your Shot" often being regarded as one of his key contributions.Part 3 Shoot Your Shot Chapters"Shoot Your Shot: The Will to Take a Chance" by Vernon Brundage Jr. centers around the theme of empowerment and seizing opportunities in life. It encourages readers to embrace their potential, take risks, and pursue their dreams without hesitation. Main Chapter Content Summary:Introduction to Risk-Taking: This chapter sets the stage for understanding the importance of taking chances and how fear of failure can hold individuals back from achieving their goals.Identifying Opportunities: Brundage discusses how to recognize and create opportunities in various aspects of life, from personal aspirations to professional pursuits.Overcoming Fear and Doubt: The author provides strategies for overcoming self-doubt and fear, emphasizing the significance of self-belief and resilience in the face of challenges.Setting Goals: This chapter focuses on the importance of clear goal-setting and the steps necessary to turn dreams into actionable plans.Taking Action: Brundage shares practical advice on taking the first steps toward action, highlighting the necessity of starting small and gradually progressing.Navigating Setbacks: This chapter illustrates how to deal with failures and setbacks, presenting them as integral parts of the journey to success.Celebrating Wins: The author emphasizes the...

"There are so many ways to get to the start line. There is not one way to do it. You just have to find what works best for you." Parker Valby was a collegiate phenom. At the University of Florida, Parker set multiple collegiate records in the 5000m and the 10,000m. She earned six NCAA and SEC titles, including five NCAA titles in one year alone. She wrapped up her career as a Gator by competing at the U.S. Olympic Track and Field Team Trials, earning a spot on Team USA, and competing at the Paris Olympics, where she finished 11th in the 10,000m final and was the youngest runner in the top 15. Now, 22-year-old Parker has officially gone pro. She signed with New Balance and joined Team New Balance Boston, where she trains alongside teammates — and fellow Olympians — including Elle Purrier St. Pierre, Heather MacLean, and Emily Mackay.  This conversation was recorded at The TRACK at New Balance during the New Balance Nationals Indoor meet. Enjoy as NB Olympian Vernon Norwood drops in mid-chat and takes over hosting duties! FOLLOW PARKER @parkervalby FOLLOW VERNON @vernon400m IN THIS EPISODE: Does Boston feel like home? (2:40) Can Parker still do a split? (4:00) On adjusting to life as a professional athlete (6:30) Parker's experience joining Team New Balance Boston (7:30) What Parker was like growing up, and how her dad became her agent (10:35) Parker's “going pro” support network (16:45) Is it hard to be the best? (18:20) What it was like winning the Bowerman Award — and just how much it weighs (23:55) What it was like making her pro debut at New Balance Indoor Grand Prix (26:00) All about Team New Balance Boston and coach Mark Coogan (31:10) Parker's preferred methods of cross training (39:45) What it's like getting recognized on the run in Boston (48:00) Vernon Norwood takes over hosting duties (59:00) SPONSOR:  New Balance: Click here to shop New Balance's latest releases for the season. Follow Ali: Instagram @aliontherun1 Join the Facebook group Support on Patreon Subscribe to the newsletter SUPPORT the Ali on the Run Show! If you're enjoying the show, please subscribe and leave a rating and review on Apple Podcasts. Spread the run love. And if you liked this episode, share it with your friends!